ERIC ED603602: A Roadmap to Competitive Integrated Employment: Strategies for Provider Transformation. Bringing Employment First to Scale, Issue No. 20

2018·0.15 MB·English

by  ERIC

ISSUE NO. 20, 2018
BRINGING EMPLOYMENT FIRST TO SCALE
Key Findings
A Roadmap to Competitive Integrated Employment: from the RRTC
on Advancing
Strategies for Provider Transformation
Employment
By Esther Kamau & Jaimie Timmons
SERIES OVERVIEW: This series shares research from Where the findings came from
ICI’s ThinkWork projects, which focus on increasing
The information in this brief came from two sources:
employment for individuals with IDD. The goal of this
a) a Delphi process
series is to identify and share findings that support
b) case study research
state agencies, providers, advocates, individuals and
Delphi Process
families to make the philosophy of Employment First
A Delphi panel consisting of experts in the
a reality.
organizational transformation process was convened
to identify and rank the most important elements
Introduction
of organizational change. All panel members had
Competitive integrated employment is defined knowledge and experience in either leading or
within the Workforce Innovation and Opportunity participating in an organizational transformation
Act (WIOA, 2014) as full-time or part-time work at process. Panelists identified and ranked ten elements
minimum wage or higher, with wages and benefits necessary for organizational transformation (www.
similar to those without disabilities performing the thinkwork.org/essential-elements-organizational­
same work, and fully integrated with coworkers transformation-findings). These ten elements were
without disabilities. The Act requires that states used to design case studies with providers.
ensure employment is offered as a priority outcome
Case Study Research
for people with intellectual and developmental
Case studies were conducted with four providers that had
disabilities (IDD). As a result, providers who offer
undergone transformation toward integrated employment
employment support to people with IDD have
within the past 10 years. These providers no longer used
been working to phase out sheltered workshops
sub-minimum wage, and the majority of individuals whom
and transform to offer competitive integrated
they supported had IDD. The finalists were:
employment.
» The Arc of Westchester
The Institute for Community Inclusion (ICI) www.arcwestchester.org/
partnered with The Arc of the United States to
» At Work!
identify ten elements of successful organizational
www.atworkwa.org/
transformation to competitive integrated
» Work Inc.
employment. They asked four providers who
www.workinc.org/
successfully closed sheltered workshops to provide
» Penn-Mar Human Services
implementation strategies that they used according
www.penn-mar.org/
to each of the ten elements. The following brief will:
While the Delphi panel identified and ranked the ten
» define each element elements necessary for successful organizational
» explain why it is valuable to the change process transformation, the case studies offered an
opportunity to understand how each element was
» offer a set of considerations to providers.
implemented in practice.
A PROJECT OF
RRTC on Advancing
Employment for Individuals
with Intellectual and
Developmental Disabilities
INSTITUTE FOR COMMUNITY INCLUSION, UMASS BOSTON
-2- BRINGING EMPLOYMENT FIRST TO SCALE

Element #1: Clear and Consistent Goals Considerations for providers:
What is it? To transform agencies’ services, there » Allow the agency culture to evolve. The
is need for an explicit commitment to increasing transformation process is evolutionary and
competitive integrated employment. This will develop and progress over time, including
commitment should be driven by a set of specific shifting agency programs and policies to align
goals that are measurable, flexible to the needs of with new priorities.
individuals, compelling, and easy to grasp. The goals » Center your agency’s culture within the
must be directly reflective of your core mission, organization’s new values, vision, and mission.
modifiable, and specific to an established time frame. Agency cultures that are built on strong
philosophical beliefs around inclusion and full
Considerations for providers:
community contribution are far more likely to make
» Develop goals and time frames for the
progress than those that are transforming only
transformation. You will need to create a vision
because of mandates. Set your vision and create
for the transformation and engage in a strategic
your culture because you believe in it, and because
planning process to convert that vision into a set
you believe it is in the interest of those whom you
of goals, attaching specific timeframes to goals to
support. Leadership can set the tone for the new
act as benchmarks.
agency culture by ensuring that policy and practice
» Set and track short-term goals to assess progress. decisions match the agency’s core values.
You can measure things like the achievement of
» Create a culture that nurtures and invests in staff
job placement targets, time spent supporting
talent. Effective agency leadership stimulates trust,
individuals in the community versus the facility,
teamwork, and high expectations to nurture staff
and (later) employee retention.
talent. Whether it is through creating incentives for
» Form a multi-stakeholder group. For example, it current employees or hiring new people, cultivating
could be a team that represents the full range of
a mission-focused staff is an invaluable resource.
your staff and board members. Such efforts create
» Emphasize continuous learning, innovation, and
multiple points of view and potential gaps to be
quality improvement. Your agency culture needs
identified and addressed as goals are developed.
to emphasize continual improvement, maintain a
» Invest in external expertise. Consider hiring a focus on the future, be flexible, and adapt to varied
consultant to guide and support your strategic
political and economic contexts.
planning process. The consultant may work in
collaboration with your multi-stakeholder strategic Element #3: Active, Person-centered
planning team, but they’ll also bring their own skills Job Placement
and perspective.
What is it? Providers must be proactive in finding
jobs for one person at a time. This hands-on
Element #2: An Agency Culture that
approach creates momentum and enthusiasm as
Supports Inclusion
successful employment outcomes are achieved
What is it? Providers must establish an agency culture
and celebrated. An active, person-centered job
that values supporting individuals in the community
placement process prioritizes the placement of
rather than in facilities. The culture also values
individuals in the community and helps providers
positive thinking, learning, creativity, innovation, and
not to feel overwhelmed. Starting with a deliberate
continuous quality improvement. Creating an agency
placement plan that includes identifying priority
culture that supports full inclusion ensures that daily
individuals can create a positive snowball effect.
practices and decisions are in line with the agency’s
Considerations for providers:
core beliefs. By creating a culture that values new
ideas, nurtures staff, is adaptable, and continually » Create a prioritization system as you begin to
evolves, the entire agency will feel ownership over the move individuals out of the workshop. You might
transformation and beyond. start with the individuals who express the most
A Roadmap to Competitive Integrated Employment: Strategies for Provider Transformation
BRINGING EMPLOYMENT FIRST TO SCALE -3-
interest or enthusiasm, or those with the broadest Considerations for providers:
skill set and work history, or those who are seen
» Communicate about the intended transformation
as leaders by others in the workshop and can be
as early as possible. Even if you do not have all
encouraging to those who are more cautious.
the answers, involve everyone early on in the
» Take the time to do a comprehensive person- transformation process and provide as much
centered discovery process. This process should information as possible.
include family members, friends, neighbors, and
» Be as transparent as possible right from the
anyone else requested by the job seeker. Each
beginning. Transparency and candor are critical
participant will bring their own perspective and
to successful transformation. While confidence in
personal resources. Immediate family members
your vision is important, don’t hesitate to admit
learn about employment as well.
what you don’t know or are unsure about.
» Use exploration opportunities to broaden » Use champions. A champion is someone
interests for employment. These might include
influential who could assist in getting their peers
workplace tours, where different job roles and
on board. Champions can naturally emerge as
responsibilities are identified, or volunteer
participants share success stories about having
positions that align with preferences. These
new experiences in the community, finding a job,
opportunities will also give you another lens for
or shifting into a new role within the organization.
understanding the individual’s job accommodation
» Provide avenues for one-on-one or small groups
and support needs.
communication with individuals and families. This
» Use exploration opportunities to build human will help build trusting relationships and provide
and social capital needed for work. “Human
support in processing the change.
capital” includes job search skill building and
» Use diverse modes of communication.
soft skills. “Social capital” includes meeting
This includes staff orientation, staff
and socializing with new people, as well as
training, newsletters, email and regular mail
interpersonal skill building.
correspondence, board reports, and social media.
» Apply best practices in job development.
» Positively frame your message. Campaign
Best practices include networking, person-
materials may include emails to individuals and
centered Discovery and planning, volunteering,
their families, a revised brochure, refreshed text
informational interviews, time-limited work trials,
for your website, etc. Instead of “closing the
job creation, and job carving. This also means
workshop,” for example, you might describe “a
offering post-hire supports to ensure ongoing
new business model with new opportunities for
workplace accommodations.
learning and contributing to the community.”
Element #4: A Strong Internal and
Element #5: Reallocated and
External Communications Plan
Restructured Resources
What is it? There is a need for providers to
What is it? Transforming an agency means making
communicate clear, authentic expectations to a
changes to how it funds services, and how it
range of people. Internally, this includes all levels
directs staff to budget their time and energy. It is
of staff, individuals with disabilities, and their
important to have an active and ongoing investment
families. Externally, successful organizations market
in realigning all fiscal, material, and staff resources
themselves and their services throughout the
to achieve the organization’s overall goal: putting
community. Communication creates investment
into place the supports and services needed for
and engagement in the transformation process. It
increasing competitive integrated employment.
provides assurances, alleviates confusion, and tackles
resistance to the transformation process head on.
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Considerations for providers: staffers’ confidence with their new responsibilities,
making them feel more comfortable with their
» Analyze your budget to ensure calculated risk
changing roles.
and to set financial expectations. For example,
you must critically examine cost per staff, revenue » Identify gaps in staff capacity, and tailor
needed to break even, costs associated with the professional development activities accordingly.
services provided, and any hidden costs. Think beyond just job placement and job
development skill building and hone in on other
» Realign current or emerging funds into staff
needs, including addressing challenging behaviors,
resources. Take note of how and where your
critical thinking, and problem-solving skills.
funding is not aligned with your new mission and
decide where your resources can be restructured » Combine several different training methods.
or realigned. For example, use capital tied up in This may include online courses and webinars,
your buildings toward new job developer positions, in-person classes, informal trainings, and/or
or invest in staff training. conferences, depending on your organization’s
needs. Complement training with mentorship, role
» Transition away from contracts gradually if neces­
modeling, and supervision.
sary to ensure sustainability. For example, you may
be able to renegotiate contracts to create oppor­ » Seek out reputable capacity-building resources.
tunities such as going to people’s place of employ­ Invest in trainers with experience in both the

ment, instead of bringing the work to the workshop. process of transformation and the latest best

practices in job development.

» Diversify your funding sources. Seek new ways
to generate income to assist and/or fund the
transitional phase. You might explore fundraising Element #7: Customer Focus and
Engagement
initiatives or apply for grants through private
foundations. What is it? This means making strong, vital
connections with two customer groups: job
Element #6: Ongoing Professional seekers with disabilities and their families, and
Development of Staff employers. These connections are essential
for success with community employment. Job
What is it? An engaged and educated workforce
seekers and their family members and guardians
is key to providing sustained, high-quality job
must be the first partners followed by the
development and coaching supports. Frequent
business community. Collaborating with both
training, continuing education, conference
of these customer groups creates the value
participation, and mentorship opportunities
of mutual benefits of meeting individuals and
are critical to maintain core competencies and
market needs. It increases their comfort with your
implement best practices. Successful organizations
agency’s transformation and builds trust, key to
support employees at all levels to meaningfully
the success of the transition process.
contribute their ideas and energy to the mission.
Professional development allows this to happen, as Considerations for providers:
staff increase their skills and their investment in your
Engage individuals and families.
agency’s work.
» Start with one person at a time (or in small
Considerations for providers:
groups) to build trust. This means offering
» Consider training an investment. Making training opportunities for families to share their fears,
a priority before moving individuals out of the setting up plans to reassure them, keeping them
workshop helps to avoid front-line staff being left informed, and focusing on transparency, every step
without the tools to be effective. of the way.
» Use professional development to facilitate » Combine formal and informal strategies. Formal
engagement. Professional development increases strategies involve outreach through print or online
A Roadmap to Competitive Integrated Employment: Strategies for Provider Transformation
BRINGING EMPLOYMENT FIRST TO SCALE -5-
newsletters, and via social media and email. complementing the hard numbers with subjective
Equally important are informal gatherings, such as information on job seekers’ experiences.
barbeques, picnics, and regular “office hours” at a
» Explore a range of formal data collection tools.
local coffee shop.
If they don’t meet your needs, create your own.
» Know your audience and create strategies that » Use and share your data. Providers can use data
meet their needs. For example, are some families
to make informed decisions about service gaps
more receptive about the transition to community
or inefficiencies, to objectively evaluate their
employment? Are the families you serve from
supports, to plan, fundraise, measure progress
specific cultural and socio-economic groups?
towards achieving their vision, set future goals,
Engage businesses. and to motivate your staff.
» Create forums for employer-to-employer
Element # 9: A Holistic Approach
storytelling. Employers want to hear from
other employers about successful experiences What is it? Providers must consider the whole
integrating people with disabilities into their person with wrap-around life supports. At the
workforce. individual level, a holistic approach enhances the
» Join boards and associations. This will expand career planning process with a broader set of
your reach to the business community and local resources and perspectives, as well as a deeper,
entities. more well-rounded understanding of the job seeker.
At the organizational level, it creates opportunities
» Talk about “the bottom line”. Sell employee skill
for cross-departmental quality improvement
sets that meet a business need. By identifying
and greater understanding of staff people’s
areas of employer inefficiency, you can show how
roles. Breaking down silos puts employment on
hiring an individual with a disability will pay off.
everyone’s mind and fosters efficiency and a shared
sense of responsibility. This type of approach lets
Element #8: Performance Measurement,
staffers make the most of each other’s resources
Quality Assurance, and Program Oversight
and specialties.
What is it? Providers must establish a clear
Considerations for providers:
framework for implementing and measuring
administrative, management, and program strategies » Look at each person’s whole life from the
beginning of the transition process. Providers
over defined periods of time. This helps to determine
must consider the whole person with wrap­
the impact of the provider’s efforts, and to measure
around life supports as necessary.
success in obtaining results. Data helps providers
to learn about their provision of supports, and » Use non-work day supports for skill building
to make informed decisions about how they can and job finding. Use day programs to engage in
increase efficiency. It also allows them to track their volunteer opportunities that build both hard and
performance during the transformation process, soft skills. Find recreational activities that build
and to celebrate their achievements through community access skills.
documentation of hard numbers.
» Make employment everybody’s business. Break
Considerations for providers: down departmental silos, and make the goal
of integrated employment every staff person’s
» Starting the data collection process as soon as
business. For example, residential staff can be
possible. This will allow you to make the best
involved in the discovery and exploration process,
strategic decisions during the transformation
and if trained appropriately, can provide job-
process.
coaching supports.
» Measure not only the quantity, but the quality
of your employment supports. This will mean
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Element #10: Multiple and Diverse Conclusion
Community Partnerships
Organizational transformation will not happen
What is it? This refers to engaging with overnight, but these ranked elements and
organizations and state systems to create buy- associated strategies are offered as a roadmap to
in for the change process. These partnerships providers as a way to prioritize and begin planning.
can happen with school districts, state agency Achieving competitive integrated employment
offices such as vocational rehabilitation, requires a paradigm shift to occur at all levels of
faith-based organizations, and transportation the organization, from the vision, mission, and
resources. These partnerships can create new core values to clear, specific and timebound goals
funding opportunities, expand opportunities that guide allocation of resources. There is need
for job seekers, and offer resources that for innovation and creativity in staff development,
build job seekers’ human and social capital. in internal and external communication, and in
Partnerships with other providers and those at performance measurement. The organization must
the state level will allow sharing of ideas, and foster a culture of inclusion, value learning, and
allow you to create a larger coalition invested demonstrate continuous quality improvement.
in transformation.
Considerations for providers:
» Identify your staff and board members’
professional relationships. This might
include state agencies, elected officials, local
school systems, colleges and universities,
employers both large and small, and social
Acknowledgements
service agencies. Use your staff and board
The development of this brief was supported in part by Grant
members’ relationships to continually expand
# 90RT5019, the National Institute on Disability, Independent
your network of partners.
Living, and Rehabilitation Research, and Grant #90RT5028,
» Describe your transformation effort to pre­ and the Rehabilitation Research and Training Center on
existing partners and expect occasional
Advancing Employment for Individuals with Intellectual and
resistance. This means engaging partners
Developmental Disabilities, both grants funded through the
in the idea of integrated employment,
Administration for Community Living (ACL), U.S. Department
and even re-defining your relationship,
of Health and Human Services (HHS). The content of this
for example with businesses that used to
brief does not necessarily represent the policy of ACL or HHS.
provide contract work in the workshop, and
For more information
with schools that would refer students to
the sheltered settings. Jaimie Timmons

[email protected]

» Use whatever resources each partner can
[phone]
bring to the transformation effort. Take
advantage of partnerships for exploration
Suggested Citation
and Discovery opportunities, accessing
Kamau, E., & Timmons, J. (2018). A Roadmap to

support services that build job seekers’
Competitive Integrated Employment: Strategies for

human and social capital, volunteering and
Provider Transformation. Bringing Employment First to

internship options, and financing.
Scale, Issue 20. Boston, MA: University of Massachusetts

Boston, Institute for Community Inclusion.

www.ThinkWork.org/rrtc
A Roadmap to Competitive Integrated Employment: Strategies for Provider Transformation