Blind Alliance for Rehabilitation Change (BARC)
Steering Committee
578 B Street
Hayward, CA 94541
May 24, 2000
Dear BARC Steering Committee Members:
I am writing this letter in response to your memorandum dated April 10, 2000 in which you listed specific recommendations to improve employment outcomes for blind and visually impaired clients served by the Department of Rehabilitation. I would like to thank you for giving me the opportunity to meet with you in February to discuss these issues which are so very important to all of us. I also look forward to meeting with you again in the near future to further discuss your recommendations and our actions for improvement. I am committed to working with you, as representatives of the blind and visually impaired community, to enact positive change that will benefit blind and visually impaired recipients of vocational rehabilitation services in California.
In your memorandum, you suggested many strategies to help achieve these benefits. I would like to take the time to address these strategies in the order they are presented.
The department agrees with BARC's objective to increase the level and quality of competitive employment outcomes for the blind and visually impaired. While the statistics show that in recent years there has not been progress in this area, we are initiating measures to improve our performance in these areas. As director, I am committed to maximizing the potential for all recipients of VR services in California. While your recommendations are directed specifically towards improving outcomes for the blind and visually impaired, our actions, as the agency responsible for administering the Federal VR Program, are intended to improve the outcomes for all disability groups. The statistics you reference from RSA do show that California needs to improve its performance with blind and visually impaired persons. Our mission is to provide equal access and give equal priority to all eligible persons with disabilities so that they can fully maximize their employment and earnings potential.
As my new upper management team is put in place, we will undertake strategic planning with our manager, other staff, and stakeholders. During this process, we will discuss the viability of setting a numerical goal for the increase of job placements. Such a discussion needs to be undertaken in the context of the needs of all clients as well as the impact of setting such a goal on counselors and other staff.
Administrative/Supervisory
1. I agree with your recommendation that a senior management level position is needed to oversee specialized DR services, including those for the blind and visually impaired. In addition, I believe that there is a greater need for coordination and interface between the various departmental programs and activities for persons who are blind. I have addressed this concept in my proposed re-organization of the department. When the re-organization is approved, I will be seeking someone with managerial experience as well as knowledge of the needs and capabilities of persons with specialized disability needs to fill this position.
In addition to senior management staff, administrative support for blind services is provided by the DR Program Manager for the Blind and Visually Impaired, Manuel Urena and Program Coordinator, Alice Hackney. Manuel and Alice both possess managerial experience and are aware of the needs and capabilities of blind and visually impaired persons. They are responsible for ensuring that there is equal knowledge, access to resources and information available to blind services staff, such as Rehabilitation Supervisors, Counselors for the Blind, Counselor/Teachers, and Orientation Center for the Blind and the Business Enterprise Program.
2. While we believe that Rehabilitation Counselors for the Blind (RCB) and Counselor Teachers (CT) need to function as partners in the local rehabilitation service delivery system, we do concur that we need to strengthen the support RCBs and CTs receive from specialized services staff. Activities to support this goal may include statewide RCB and CT meetings, discussion of issues related to RCBs and CTs at District Administrator meetings, and specialized training for these staff. We are also exploring ways to assure significant involvement and decisionmaking in the hiring of RCBs and CTs by statewide blind services staff. Finally, related to personnel development, we are actively working to develop methods to assess the knowledge of RCB and CT applicants related to specialized service needs of blind and visually impaired clients BEFORE they are hired for these positions.
3. I have proposed significant strengthening of statewide support focused on job development and placement activities as part of our re-organization effort. The department is aware of our need to increase the number of successful employment outcomes for all disability groups. To achieve this objective, we will look at the possibility of dedicating a number of staff positions to focus on enhancing job development and placement activities for all consumers on a consistent basis throughout the state. When these staff are onboard, they will be directed to work closely with blind services staff to support the job development and placement needs of blind and visually impaired clients.
Accountability for Outcomes
1. In the wake of recent audits that have recommended across the board increases in the number of competitive employment outcomes, the department is looking to establish annual goals for these outcomes. In terms of the blind and visually impaired, the new upper management staff will work with the Program Manager, Program Coordinator, and the field to set the goal for competitive outcomes based on staffing levels and community resources.
2. The department agrees with your recommendation to establish a separate caseload management report specifically for blind and visually impaired clients. This report can provide pertinent data necessary to achieve the goals for competitive outcomes and can also contribute towards ensuring that there is consistent service delivery to blind and visually impaired clients. The Program Manager and Program Coordinator will be responsible for producing and distributing this report on a quarterly basis to appropriate staff.
3. Your recommendation to establish a number of employer contacts for each unit and monitor for compliance at least annually will be among the possible activities considered by DR as we increasingly focus on job development and placement. At this time, each district submits a comprehensive plan describing their job development and placement goals for the year. These placement plans include the activities and goals for all disability groups. The increased statewide support for job development and placement activities will allow for increased focus on how the districts are using and monitoring these plans as well as the identification, evaluation, and implementation of other cost efficient and effective way to monitor job development and placement activities for all clients.
Streamlining Procedures
As you know, in an effort to increase productivity and to provide more consumer responsive services, the department is initiating a comprehensive re-engineering effort. This re-engineering effort will look at how the department operates and will identify strategies and processes that are streamlined, less bureaucratic and more consistent. Our re-engineering plan will include a comprehensive review of the department by outside consultants who specialize in maximizing performance while minimizing waste.
In regard to specific streamlining activities you refer to in your letter:
1. The department is currently finalizing a directive that will repeal the personal interview requirement for readers. Clients will be required to work with their counselor and their reader(s) to assure that appropriate paperwork about their reader(s) is on file in their client folder. We will rely on our internal controls to monitor the legitimacy of bills received.
2. The revision of the procedures for the Level of Severity of Disability (LSOD) is a major priority for this administration. The department has established a workgroup, which has been working on revising the LSOD process. This workgroup does have blind and visually impaired representation. At this time, the department feels confident that the revised LSOD process adequately assesses the functional impact of vision loss. Our intent is to have the revised LSOD procedures statistically validated and made available for public comment as soon as possible.
3. Your recommendation to establish a revolving loan fund for Business Enterprise Program Vendors is being forwarded to Bill Campagna, Deputy Director for the Program and Community Services Division, which includes BEP. I will ask Bill to present this idea to the California Vendors Policy Council (CVPC) as well as to BEP staff for their consideration. As you may know, we are also undertaking streamlining and program improvement initiatives with relation to BEP.
Training and Support
1. The department agrees with the recommendation that all RCBs and their Rehabilitation Supervisors should be trained on the issues, needs, and resources related to blind and visually impaired client's attainment of competitive employment. As part of our re-engineering effort, we will be addressing the current needs and knowledge of our counseling staff, including specialty counselors such as RCBs, in the area of job development and placement for all clients. Based on the results of this needs assessment, the department will take necessary actions to promote and increase the aspect of job development and placement for all clients, including the blind and visually impaired.
2. The department also agrees with the recommendation to hold statewide meetings of blind services staff, community agencies and consumer organizations. The Program Coordinator and Program Manager for the Blind and Partially Sighted will be responsible for scheduling such meetings. We see these meetings as a method to increase communication and the flow of ideas and experiences between our staff and the blind and visually impaired community.
We also agree that as part of our ongoing administrative function, we will continue to evaluate the need for case service contracts and other purchase of service mechanisms as well as monitor such efforts for effectiveness and accountability.
Statewide Uniformity and Equitability of Services
1. The department fully agrees with the need to provide uniform DR services statewide related to the evaluation, provision, and training on assistive technology (AT). To help support this goal, we have proposed increased coordination and focus on AT services for clients as part of the departmental re-organization. This structural change, along with the initiation of the AT Advisory Council and better communication and coordination of specialized services statewide, is expected to yield improvements in this area.
In conclusion, I appreciate your concerns about the quality of services that the department is providing to blind and visually impaired persons in California. I also sincerely appreciate your suggestions for how we can improve the number of competitive employment outcomes. I am a firm believer in the notion that the department must collaborate and cooperate with the disabled community in order to be as efficient and effective as possible. Many of the issues you raised in your memorandum are going to be addressed by the department. While your recommendations are specific to improving competitive outcomes for the blind and visually impaired, my charge, as director is to enact changes that will improve outcomes for all recipients of our services.
While some of your recommendations can and have already been implemented easily, others are more complex and speak to major shifts in the way the department has traditionally operated. Although some of the recommendations you have presented cannot be made immediately, the department is committed to working together with the BARC Steering Committee as we look for ways to streamline our processes and increase the number of competitive employment outcomes for all disabled Californians.
I look forward to meeting with you on June 2nd and working with you in the future.
Sincerely,
Catherine Campisi
Director