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Disability Program Navigator Initiative

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Title: Disability Program Navigator Initiative


1
Disability Program Navigator Initiative
  • The DOL and SSA Vision
  • Creating Innovation and Transformation

Presented by Randee Chafkin, ETA
1
July 2007
2
Disability Program Navigator (DPN) Initiative
  • The DPN Initiative is jointly sponsored by the
    U.S. Department of Labors Employment and
    Training Administration (DOL/ETA) and the Social
    Security Administrations (SSA) Office of Program
    Development and Research.
  • Training, Technical Assistance and Evaluation is
    provided under contract with the Law, Health
    Policy and Disability Center (LHPDC) of the
    University of Iowa College of Law to help build
    system capacity.

2
3
ETA Program Administration
  • Disability Team, Older Worker/Disability Unit,
    Division of Adult Services (DAS), Office of
    Workforce Investment (OWI), ETA.
  • Office of Grants Contract Management (OGCM).
  • Regional Offices-Federal Project Officers (FPOs)
  • Ongoing partnerships with other ETA units and DOL
    programs/activities.
  • Ongoing partnerships with SSA, and other federal
    agencies.

3
4
This presentation covers
  • Background, History and Need for the Disability
    Program Navigator Initiative
  • Public Policy Challenges
  • New Freedom Initiative
  • Work Incentive Grants
  • Disability Program Navigator Initiative
  • DPN Projects
  • DPN Goals
  • Evolution of the DPN Initiative
  • The Navigator
  • DPN Role
  • What a Navigator is and is not
  • Examples

5
This presentation covers, cont.
  • Performance Measures
  • GPRA Goals and the DPN Initiative
  • Navigator Anticipated Outcomes
  • ETA Priorities
  • WIRED
  • WIRED and the Disability Perspective

6
Public Policy Challenges
  • 2005 Census Data
  • About 33 million people ages 16-64 with
    disabilities, 18.6 of working age population.
  • Only 56 of working age people with disabilities
    are employed, and only 30 people with severe
    disabilities are employed.
  • More than 70 report they want to work.
  • Between 47.6-76.6 of people ages 25-64 with
    disabilities had an income less than 20,000,
    compared to 39.3 of the population without
    disabilities.
  • Between 11.2-25.9 of people with disabilities
    were in poverty, compared to 7.7 of people
    without disabilities.

6
7
Public Policy Challenges
  • Students with disabilities are at great risk of
    dropping out of school, only 57 graduate with a
    regular diploma.
  • Drop out rates for students with
    emotional/behavioral disabilities are
    approximately twice that of other students. Of
    youth with disabilities who drop out, 50 have
    emotional/behavioral disabilities and 38 have
    learning disabilities.
  • Youth who drop out are more likely to experience
    negative outcomes-unemployment, underemployment,
    and incarceration.

7
8
Public Policy Challenges
  • Approximately 10 million recipients of
    Supplemental Security Income (SSI) and/or Social
    Security Disability Insurance (SSDI).
  • SSI/SSDI costs approaching 100 billion.
  • Related health costs approaching 100 billion.
  • The numbers and costs keep increasing.
  • Only ½ of 1 enter or return to work.
  • People with disabilities continue to be
    disproportionately underemployed, unemployed, and
    living in poverty.

8
9
New Freedom Initiative (NFI)
  • Announced by President Bush on February 1, 2001.
  • Comprehensive program to promote employment and
    community participation of people with
    disabilities in all areas of society.
  • Requires Federal agencies to collaborate to make
    their programs more effective and provide
    integrated services to people with disabilities.
  • The DPN effort has been implemented in the spirit
    of the New Freedom Initiative.

9
10
Work Incentive Grants (WIGs)
  • Work Incentive Grants (WIGs)-4 rounds of 2-year
    grants, totaling 65 million to 113 grantees from
    October 2000-June 2006.
  • WIGs were awarded to states, non-profit
    organizations, and/or local workforce investment
    areas.
  • Improved One-Stop Career Centers physical and
    programmatic access for customers with
    disabilities.
  • WIG funding has been re-directed to establish a
    new position, Disability Program Navigator
    (Navigator), within One-Stop Career Centers
    throughout the country to focus on creating
    systemic change.

10
11
Disability Program Navigator (DPN) Initiative
  • Since PY 2002, the DPN Initiative was funded for
    approximately 80 million from ETA and 12
    million from SSA.
  • Currently 45 states, the District of Columbia,
    and Puerto Rico have DPNs.
  • By September 2007, there will be approximately
    500 Navigator positions.

11
12
DOL-SSA DPN Projects
  • Kansas (new)
  • Louisiana (new)
  • Maine (new)
  • Maryland
  • Massachusetts
  • Michigan
  • Minnesota
  • Mississippi
  • Missouri
  • Montana (new)
  • Nebraska
  • New Hampshire (new)
  • New Jersey
  • New Mexico
  • New York
  • North Carolina (new)
  • Alabama (new)
  • Alaska
  • Arizona
  • California
  • Colorado
  • Connecticut (new)
  • Delaware
  • District of Columbia
  • Florida
  • Georgia (new)
  • Hawaii
  • Idaho (new)
  • Illinois
  • Indiana
  • Iowa
  • Ohio (new)
  • Oklahoma
  • Oregon
  • Pennsylvania (new)
  • Puerto Rico (new)
  • Rhode Island
  • South Carolina
  • South Dakota (new)
  • Tennessee
  • Texas
  • Utah (new)
  • Vermont
  • Virginia
  • Washington (new)
  • West Virginia
  • Wisconsin

12
13
(No Transcript)
14
DPN Initiative Goals
  • Facilitate integrated, seamless, and
    comprehensive services to persons with
    disabilities in One-Stop Career Centers.
  • Improve access to programs and services.
  • Facilitate linkages to the employer community and
    develop demand responsive strategies to meet
    their recruitment/retention needs.
  • Increase employment and self-sufficiency for
    Social Security beneficiaries and other people
    with disabilities.

14
15
DPN Initiative Goals
  • Develop new and ongoing partnerships to leverage
    resources.
  • Inform SSA beneficiaries and other people with
    disabilities about work support programs
    available at One-Stop Career Centers.
  • Create systemic change.

15
16
Evolution of the DPN Initiative
  • DPN Initiative was designed to be flexible so
    that it could fit into the many different
    one-stop environments.
  • Constantly evolving as we learn from the
    experiences of the Navigators and the state DPN
    Initiatives.

16
17
Evolution of the DPN Initiative
  • DPN implementation and the Maturity Model
  • - A new assessment tool that identifies the
    implementation attributes along a continuum and
    describes how this cycle can help the DPN
    projects determine the maturity of any states
    DPN initiative.
  • - This tool will help states to plan and
    assess their progress for growing their DPN
    initiative and assist evaluators to assess the
    effectiveness of implementation efforts.
  • The four phases of the maturity model
  • - Expertise
  • - Accessibility
  • - Problem-Solving
  • - Sphere of Influence

17
18
Evolution of the DPN Initiative
  • As the DPN projects move through the four stages
    of the maturity model, the fully mature DPN
    implementation phase culminates in the navigators
    maximizing their spheres of influence by using
    innovation to transform the workforce systems
    capacity to meet the goal of competitive and
    quality employment of people with disabilities.
  • The National Program Office has also evolved its
    concept of the DPN Initiative.

19
Evolution of the DPN Initiative
  • In addition to systems change, Navigators need to
    focus their change activities on the delivery of
    integrated services for customers with
    disabilities through state and local team
    approaches.

19
20
Evolution of the DPN Initiative
  • Resource coordination-the blending and braiding
    of services and funding around an individual
    customers needs.
  • Navigators will be resource coordinators,
    facilitating team meetings to develop individual
    employment plans for job seekers with
    disabilities.
  • The Navigator will not have a case load.

20
21
Evolution of the DPN Initiative
  • Navigators deploy and coordinate integrated team
    service approaches across workforce and
    disability systems to address multiple employment
    needs.
  • Navigators establish a seamless One-Stop Career
    Center through an individualized team service
    design to assure a full spectrum of program
    options.

21
22
Evolution of the DPN Initiative
  • Many Navigators were acting in this role along.
    The National Program Office is moving in that
    direction, without minimizing the importance of
    also facilitating systemic change.
  • Navigators are involved in helping to build the
    workforce system through
  • Establishing state/local partnership groups and
  • Braiding/blending resources around the
    individuals employment-related service needs.

22
23
The Navigator
  • As the new states begin their process to hire
    Navigators, remember that Navigators come in all
    different sizes and shapes.
  • The Navigators are doing an amazing job at the
    local and state levels and having a real impact
    on the public workforce system and promoting the
    employment of people with disabilities.

24
DPN Roles-Seamless and Comprehensive One-Stop
Services
  • Address physical, program and/or communication
    access barriers.
  • Increase staff knowledge on serving job seekers
    with disabilities.
  • Foster collaboration and streamline referral
    process.
  • Facilitate blended funding and leveraged
    resources.
  • Guide One-Stop Career Center staff to improve
    access to programs that impact the ability to
    gain/retain employment.

24
25
DPN Roles-Improve Access to Programs and Services
  • Facilitate solutions to physical, communication,
    and/or program access.
  • Ensure adaptive equipment/assistive technology is
    available and staff and are trained in its use.
  • Assist the development of an accommodations
    policy and procedures.
  • Identify talent development dollars and connect
    job seekers with these resources.
  • Coordinate cross-program teams to address
    barriers and increase options for job seekers
    with disabilities.

25
26
DPN Roles-Facilitate Linkages to the Business
Community
  • Connect with LWIB and Business Services staff.
  • Conduct outreach and networking with the business
    community (Chamber of Commerce, Rotary Clubs, HR
    Councils, BLNs).
  • Host job fairs and facilitate linkages with
    disability employment and training service
    providers.
  • Provide information about hiring/retaining
    individuals to business.
  • Provide employer toolkits with information
    about tax incentives and benefits (business case)
    of hiring individuals with disabilities.

26
27
DPN Role-Increase Employment Outcomes and
Self-Sufficiency
  • Increase registrant levels of job seekers with
    disabilities.
  • Improve job development services.
  • Encourage individual development accounts.
  • Foster SSA Ticket to Work Program.
  • Increase on-the job training, apprenticeship,
    internship opportunities.

27
28
What a Navigator is
  • A systems change agent
  • A problem solver
  • A relationship builder
  • A resource
  • A facilitator
  • A team coordinator

28
29
What a Navigator is not
  • A case manager
  • A front-line staff person in a workforce center
  • A SSA Community Work Incentives Coordinator
  • A Vocational Rehabilitation Specialist

29
30
Systems Change Agent
  • Examples include
  • Expand blended/braided funding opportunities.
  • Improve access to One-Stop Career Center
    services.
  • Increase access to training funds.
  • Increase co-enrollment.
  • Leverage resources for job seekers.
  • Improve coordination and integration with
    Vocational Rehabilitation agencies.
  • Partner with SSA Community Work Incentives
    Coordinator (CWIC) under the Work Incentives
    Planning and Assistance (WIPA) Program.
  • Facilitate co-location in One-Stop Career
    Centers.
  • Increase EN status of WIBs/One-Stop Career
    Centers.

30
31
Problem Solver
  • Examples include
  • Remove barriers to employment (transportation,
    housing, etc.).
  • Connect job seekers to community resources.
  • Foster use of work incentives to reach employment
    goals in coordination with CWICs.
  • Address One-Stop Career Center staff questions on
    the ADA or other disability-related topics.
  • Consult with employers to establish reasonable
    accommodations.

31
32
Relationship Builder
  • Examples include
  • Coordinate One-Stop Career Center orientation
    tours and open house events targeting the
    disability community.
  • Participate regularly in community events,
    resource fairs, and business roundtables.
  • Consult with mandated and non-mandated partners
    about accessibility, accommodations, and other
    disability- related topics.
  • Establish or join inter-agency collaborations to
    improve employment outcomes for job seekers with
    disabilities.

32
33
Resource
  • Examples include
  • Respond to questions and offer guidance to staff
    on serving a wide range of job seekers with
    disabilities.
  • Provide orientations on One-Stop Career Center
    services to a wide range of community service
    providers.
  • Coordinate workshops in One-Stop Career Centers
    on disclosure, reasonable accommodations, work
    incentives, the ADA.
  • Offer information to the business community on
    hiring and retaining job seekers with
    disabilities.

33
34
Facilitator
  • Examples include
  • Bring together multiple partners who are working
    with one individual to foster a collaborative
    effort by building Integrated Resource Teams
    (IRTs).
  • Coordinate staff training on a variety of
    disability-related topics.
  • Improve communication between One-Stop Career
    Centers and partners by educating both about
    their systems.
  • Bridge the gaps between the business and human
    services communities by organizing forums for
    discussion.

34
35
Performance Measures
  • It is necessary for each state DPN grant to
    ensure that it meets DOLs performance measures
    for
  • - number of exiters with
  • disabilities
  • - number of people with
  • disabilities who entered employment
  • - number of people with disabilities retaining
    employment and
  • - average wage for people
  • with disabilities.

35
36
Performance Measures
  • It is critical that states know their service
    goals and collect accurate data (related to
    numbers and percentages of exiters, entered
    employment, retention, and wage gains/average
    wage) pertaining to serving people with
    disabilities for both the Wagner-Peyser and
    Workforce Investment Act Standardized Record Data
    (WIASRD).

36
37
Performance Measures/GPRA Goals
  • Information on the definition and calculation for
    the categories mentioned in the previous slide is
    available in ETAs TEGL No. 17-05, February 17,
    2006 http//wdr.doleta.gov/directives/corr_doc.cf
    m?DOCN2195
  • It is necessary for states receiving DPN grant
    funds to meet performance standards that are
    consistent with DOLs GPRA goals for the DPN
    Initiative. Baselines have been established
    which take into account outcomes for all exiters
    of the WIA, Adult, Dislocated Worker, and Older
    Youth Programs.

37
38
GPRA Goals for the DPN Initiative
  • Exiters with disabilities 2006-6.3 2007-6.4
  • Entered employment rate for people with
    disabilities 2006-67 2007-68.
  • Employment retention rates for people with
    disabilities 2006-82 and 2007-83
  • Average wage baseline not yet determined for PYs
    2006-2007.

38
39
Navigator Anticipated Outcomes
  • Access to WIA Services
  • Core, Intensive, or Training Services
  • Individual Training Accounts (ITAs) or Career
    Advancement Accounts (CAAs)
  • Increased Employment
  • Wages
  • Hours Worked Per Week
  • Retention

39
40
Navigator Anticipated Outcomes
  • Increased customer satisfaction with workforce
    system for persons with disabilities.
  • Expanded partner relationships (public/private)
  • Mental Health programs
  • Mental Retardation/ Developmental Disability
    programs
  • Independent Living Centers
  • Medicaid
  • CWIC
  • Housing
  • Transportation
  • Vocational Rehabilitation
  • Other Mandated One-Stop Partners

40
41
Navigator Anticipated Outcomes
  • Expanded access to
  • Internships
  • On-the-Job Training
  • Customized Job Development
  • Employment Opportunities
  • Accommodation Assistance
  • Increased use of the Ticket by Social Security
    beneficiaries.
  • Increase One-Stop Career Centers/LWIBs becoming
    linking with Employment Networks (ENs).

41
42
Navigator Anticipated Outcomes
  • Improved service, system and funder
    collaboration.
  • Blended funding support Utilization of Work
    Incentives.
  • Utilization of Benefits Counselors.
  • Utilization of Medicaid Buy-In/Coordination with
    MIGs.
  • Asset Development.
  • Individual Development Accounts.
  • Access to Technology.
  • Self-Employment.

42
43
ETA Priorities
  • Talent Development.
  • Career Advancement Accounts.
  • Demand-Driven.
  • Focus on Youth.
  • Workforce Innovation in Regional Economic
    Development (WIRED) Framework.

43
44
Workforce Innovations in Regional Economic
Development (WIRED)
  • WIRED principles present a basic process for
    transforming regional economies and stress the
    critical role of talent development.
  • The DOL National Program Office is working
    through the WIRED framework to show how the
    disability perspective is being integrated into
    this
  • important and exciting new way of doing
    business at
  • ETA.

44
45
Six Steps of Economic and Workforce
Transformation Through WIRED
  • Identify the Regional Economy.
  • Form Core Leadership Group.
  • SWOT Analysis (Strengths, Weaknesses,
    Opportunities, Threats).
  • Create a Shared Regional Identity and Vision for
    the Regional Economy.
  • Devise Strategies-Create SMART strategies
    (Specific, Measurable, Achievable, Realistic, and
    with a timeline).
  • Leverage Resources and Implement.

45
46
WIRED Framework
  • In todays global economy, the workforce system
    has an opportunity to play a critical role in
    fueling competitiveness by developing talent-one
    of the three key requirements for innovation.
  • Transform the workforce investment system to a
    talent development system.
  • Transform the workforce investment system to an
    economic development system.
  • Economic and talent development function in a
    regional context.

46
47
WIRED Framework
  • Talent development strategyeducated and prepared
    workforce for the needs of the 21st century
    global labor market commitment to a culture of
    lifelong learning
  • High-skill, high wage, high-growth jobs.
  • Jobs in todays economy increasingly require
    specialized skills- 90 of the fastest growing
    jobs require education and training past high
    school.
  • Leverage and align public and private
    investments.
  • Demand-driven workforce investment system within
    a regional economic development context.

47
48
WIRED Framework
  • Interaction with regional employers.
  • Forward-looking strategic thinking.
  • Engagement with existing education institutions
    at all levels.

49
WIRED Framework
  • Align economic and workforce development
    strategies and facilitate the adoption of
    innovative policies and practices across the
    workforce, education, and economic development
    systems and structures that support talent
    development in a regional economy.

50
WIRED Framework
  • Transform the workforce system to become agile
    enough to serve an economy drive by innovation,
    recognizing that approximately two-thirds of all
    new jobs are created by small businesses.
  • Three components for innovation
  • - Infrastructure (transportation,
  • technology)
  • - Investment (availability of capital)
  • - Talent Development

51
WIRED Initiative Funding
  • Generation I WIRED-In February 2006, DOL
    competitively selected 13 regions that were
    awarded 15 million over three years to transform
    their economies.
  • Generation II WIRED-In January 2007, 13
    additional regions (these 13 regions were known
    as Virtual Regions and initially received
    100,000 planning grants) received an additional
    immediate investment of 500,000 this investment
    supported the development of a plan. Upon
    completion and acceptance of this plan each
    region will receive an additional 4.5 million
    investment over three years.
  • Generation III WIRED-In June, 2007, 13 additional
    regions were selected to receive 5 million over
    three years.

51
52
39 WIRED Regions
52
53
1st Generation WIRED Regions
  • Coastal Maine
  • Northeast Pennsylvania
  • Upstate New York
  • Piedmont Triad North Carolina
  • Mid-Michigan
  • West Michigan
  • North Central Indiana
  • Florida's Great Northwest
  • Western Alabama Eastern Mississippi
  • Greater Kansas City
  • Denver Metro Region
  • Central Eastern Montana
  • California Innovation Corridor

54
2nd Generation WIRED Regions
  • Central-Eastern Puerto Rico
  • Southwestern Connecticut
  • Northern New Jersey
  • Delaware Valley
  • Appalachian Ohio
  • Southeast Michigan
  • Tennessee Valley
  • Southwest Indiana
  • Southeastern Wisconsin
  • Arkansas Delta
  • Rio South Texas Region
  • Wasatch Range
  • Northern California

55
3rd Generation WIRED Regions
  • Southern Arizona
  • South-Central Idaho
  • South-Central Kansas
  • Central Kentucky
  • Southeastern Mississippi
  • Southeast Missouri
  • Minnesota Triangle
  • Central New Jersey
  • Greater Albuquerque (NM)
  • North Oregon
  • Southeastern Virginia
  • Pacific Mountain Washington
  • South Central South West Wisconsin

56
WIRED and the Disability Perspective
  • The 21st century global economy demands a more
    highly educated workforce equipped with skills to
    ensure career opportunities for American workers
    and to make Americas businesses competitive in a
    world market.
  • As we seek to develop Americas talent to meet
    the recruitment and retention needs of this 21st
    century workforce, we need to ensure that people
    with disabilities are included in the WIRED
    strategies to create pipeline hires.

57
WIRED and the Disability Perspective
  • The public workforce system needs to promote the
    employment of people with disabilities which
    provides career lattices in a variety of STEM and
    other high growth-high technology sectors at the
    regional, state, and local levels.
  • Regional economies cannot continue to be
    economically viable, grow, and be competitive in
    the global marketplace, if they do not tap into
    their largely untapped, available workforce
    pools-people with disabilities-and if a
    significant portion of their communities are
    unemployed, underemployed, and live in poverty.

58
WIRED and the Disability Perspective
  • People with disabilities need to have lifelong
    learning opportunities and careers so they can
    financially contribute to the economic vitality
    of their regional economies by paying taxes,
    starting small businesses, and ceasing to rely on
    public benefits.
  • Identifying and leveraging regional resources are
    critical components of the WIRED Initiatives
    conceptual frameworks six-step process.
  • This process needs to include disability-related
    resources already devoted to assessment,
    education, training, job development/placement,
    and support for people with disabilities
    provided by both the disability services sector
    and other generic resources.

59
WIRED and the Disability Perspective
  • These regional assets (SSA, DOE-VR, HHS-Medicaid,
    CMHS, HUD, DVA, DOT) have the potential to be
    significant resources for the economies and
    should be part of their regional economic
    development and investment strategies.
  • The National Program Office is in the process of
    developing and implementing two WIRED pilot
    projects-one in the Southwest CT/Upstate NY
    Region and one in Denver Metro Region.
  • We have developed a template for integrating the
    disability perspective into the WIRED framework
    and activities.
  • It includes a lot of data driven analysis to
    identify assets/ investments involving people
    with disabilities to determine where and how to
    target talent development activities, as well as
    career employment potential for the high growth
    or STEM-related sectors meet the demands of the
    21st century workforce. We will share the details
    with you soon.

60
DPN Initiative Goal
  • We see the DPN Initiative as a Team
    effort-ETA/Regional Federal Offices/DOL, SSA, and
    the LHPDC are all here to work with you and to
    support you to make the DPN Initiative a success
    in your state so that we can reach our ultimate
    goal-competitive, quality employment of people
    with disabilities.
  • The rubber really meets the road with the
    Navigators.
  • We look forward to working with you.

61
Resources
  • One-Stop Toolkit Web site (http//www.onestoptoolk
    it.org)- Includes training materials, products,
    and strategies developed by WIG and DPN grants.
  • DisAbility Online (http//www.doleta.gov/disabilit
    y/)-ETAs Disabilities Programs home page.
  • LHPDCs Web site on DPNs and WIGs
    (http//disability.law.uiowa.edu/dpn)
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