EMBRACING CHANGE, EMBRACING CHANGE,

MOVING FORWARDMOVING FORWARD::

ALL CHANGE IS DIFFICULT NO MATTER HOW LONG YOU PUT

IT OFF

““I feel so I feel so miserable without miserable without you, it's you, it's

almost like almost like having you here."having you here."

Stephen BishopStephen Bishop

JOE MARRONEJOE MARRONEINSTITUTE FOR COMMUNITY INCLUSIONINSTITUTE FOR COMMUNITY INCLUSION

MAIN OFFICE: BOSTON, MAMAIN OFFICE: BOSTON, MA

NW OFFICENW OFFICE::

4517 NE CESAR CHAVEZ BLVD4517 NE CESAR CHAVEZ BLVD

PORTLAND, OR 97211-8124PORTLAND, OR 97211-8124

TELTEL: 503-331-0687: 503-331-0687

CELLCELL: 503-490-2072: 503-490-2072

FAXFAX: 503-961-7714: 503-961-7714

EMAILEMAIL: joseph.marrone@gmail.com: joseph.marrone@gmail.com

WEBWEB:: WWW.COMMUNITYINCLUSION.ORG WWW.COMMUNITYINCLUSION.ORG

“ I CAN’T UNDERSTAND WHY PEOPLE ARE FRIGHTENED OF NEW IDEAS; I’M FRIGHTENED

OF THE OLD ONES.”

JOHN CAGE, COMPOSER

IF PEOPLE

CANCAN WORK

PEOPLE

SHOULDSHOULD WORK

HIGH PERFORMING STATES – ICI HIGH PERFORMING STATES – ICI VIEWVIEW

1] 1] Leadership2] Strategic goals and operating policy3] Financing and contracting methods4] Training and technical assistance 5] Interagency collaboration/ partnership6] Services and service innovation7] Performance measurement and data management

SYSTEMS ISSUES TO TACKLE

•WHOSE PROBLEM IS IT?–WORKFORCE, VR, DISABILITY AGENCIES, SCHOOLS, OR ALL

•WHAT DO WE KNOW ABOUT EMPLOYMENT EBP OR BEST PRACTICE STANDARDS?

•TTW POSSIBILITIES - REAL OR NOT?

SYSTEMS ISSUES TO TACKLE

•SHOULD ALL DISABILITY EMPLOYMENT HAVE VR INVOLVEMENT?•WHAT HAPPENS WHEN PEOPLE W. SIGNIFICANT DISABILITIES CHOOSE TO BYPASS VR & USE WORKFORCE SYSTEM?• WHAT DOES PROGRAM ACCESSIBILITY REALLY MEAN?

WHAT DOES THE NEW WIOA

HAVE TO SAY ABOUT SERVING

CUSTOMERS WITH DISABILITIES?

Increased Emphasis on Role of General Workforce Increased Emphasis on Role of General Workforce Development System in WIOA for customers w. Development System in WIOA for customers w. disabilitiesdisabilities::

WDBs have to ensure sufficient service providers in WDBs have to ensure sufficient service providers in local area w. expertise in assisting individuals with local area w. expertise in assisting individuals with disabilitiesdisabilities

WDBs may include as members, community WDBs may include as members, community organizations that support competitive integrated organizations that support competitive integrated employment for individuals w. disabilities. employment for individuals w. disabilities.

Employment Networks under the Social Security Employment Networks under the Social Security Administration’s Ticket to Work program, are Administration’s Ticket to Work program, are specified as optional One-Stop partners.specified as optional One-Stop partners.

Focus more on Transition and youth for VR and for Focus more on Transition and youth for VR and for Workforce especially “out of school” youth 16-24 Workforce especially “out of school” youth 16-24 (includes many with disabilities especially Beh (includes many with disabilities especially Beh Health)Health)

State WDB develop strategies to support career pathways for State WDB develop strategies to support career pathways for people w. disabilities to enter and retain employment.people w. disabilities to enter and retain employment.

WDBs may have standing committees. Among 3 standing WDBs may have standing committees. Among 3 standing committees specified one on service provision for people w. committees specified one on service provision for people w. disabilitiesdisabilities

Annual assessment of physical and programmatic access of Annual assessment of physical and programmatic access of One-Stop Centers for people with disabilities requiredOne-Stop Centers for people with disabilities required

Disability to be consideration in development of state Disability to be consideration in development of state performance requirements in use of workforce development performance requirements in use of workforce development funds.funds.

The obligation of the general workforce system to serve The obligation of the general workforce system to serve youth with disabilities is emphasized within WIOA in multiple youth with disabilities is emphasized within WIOA in multiple places.places.

15% general workforce development funds - statewide 15% general workforce development funds - statewide employment & training activities including those supporting employment & training activities including those supporting disability servicesdisability services

GOETHE““Knowing is not Knowing is not enough; enough; we must apply.we must apply.

Willing is not Willing is not enough; we enough; we must do.”must do.”

WHAT HAVE WE LEARNED OVER THE YEARS IN

WORKFORCE SERVICES TO PEOPLE WITH

DISABILITIES,

ESPECIALLY SINCE WIA?

Commonly Identified BarriersCommonly Identified Barriers

Fragmentation & lack of seamless service delivery

Tendency to see people with disabilities as needing only disability specific services

Disability systems (such as MH and DD) often do not value community employment as an outcome

Need for increased staff knowledge & skillsNeed to understand disability communityNeed for access to support services

SUGGESTED PROTOCOL FOR DETERMINING SUGGESTED PROTOCOL FOR DETERMINING CUSTOMER REFERRAL TO VR CUSTOMER REFERRAL TO VR

These questions are developed in a Decision These questions are developed in a Decision Tree format and should be applied in Tree format and should be applied in sequencesequence..

1] Do you know that a customer has a disability? 1] Do you know that a customer has a disability? If Y. Did [s]he If Y. Did [s]he self-discloseself-disclose and in what manner and in what manner

(on a form, to you directly, to other staff)? (on a form, to you directly, to other staff)? If N. What factors lead you to believe a If N. What factors lead you to believe a

disability exists? disability exists?

2] Does the customer have a disability that 2] Does the customer have a disability that needs special accommodations if [s]he is to needs special accommodations if [s]he is to use Workforce services successfully? use Workforce services successfully?

If Y. What leads you to believe this? If Y. What leads you to believe this? Identify some possible accommodations and Identify some possible accommodations and

their resources. Continuetheir resources. Continue If N, No further action, unless the customer If N, No further action, unless the customer

requests such assistance.requests such assistance.

3] Does the customer desire or think [s]he needs 3] Does the customer desire or think [s]he needs an accommodation? an accommodation?

If Y. What leads you to believe this? If Y. What leads you to believe this? ContinueContinue If N. No further action, unless the customer If N. No further action, unless the customer

requests such assistance.requests such assistance.

4] Is the One-Stop Center able to provide this 4] Is the One-Stop Center able to provide this accommodation without VR assistance? accommodation without VR assistance?

If Y. What leads you to believe this? If Y. What leads you to believe this? If N. What leads you to believe this? If N. What leads you to believe this?

? Seamless Link with VR – NO ? Seamless Link with VR – NO WRONG DOORWRONG DOOR

5] Does the customer have more extensive, 5] Does the customer have more extensive, disability-related individual/personal support disability-related individual/personal support needs that would be better addressed by VR, needs that would be better addressed by VR, to improve successful attaining or retaining of to improve successful attaining or retaining of employment? employment?

If Y. What information, besides the customer’s If Y. What information, besides the customer’s own statements, leads you to believe this? own statements, leads you to believe this?

Have you discussed this opinion directly with Have you discussed this opinion directly with customer? customer?

Do you need assistance from someone else to Do you need assistance from someone else to do so? do so?

If N. What information leads you to believe If N. What information leads you to believe this? this?

6] Does the customer wish to be referred for 6] Does the customer wish to be referred for special disability-related services that VR special disability-related services that VR provides? provides?

If Y. What leads you to believe this? Proceed to If Y. What leads you to believe this? Proceed to #8#8

If N. What leads you to believe this? Proceed to If N. What leads you to believe this? Proceed to #7#7

7] Do you think the person should still consider 7] Do you think the person should still consider VR even if [s]he is not interested? VR even if [s]he is not interested?

If Y. Why do you believe this? If Y. Why do you believe this? Did you discuss your opinion directly with Did you discuss your opinion directly with

customer?customer? Do you need assistance from someone to do Do you need assistance from someone to do

so?so? If N. The If N. The One-Stop CenterOne-Stop Center now will provide the now will provide the

services that staff and the customer have services that staff and the customer have discussed. discussed.

STOPSTOP

8] Will you make the referral directly to VR if the 8] Will you make the referral directly to VR if the customer agrees that [s]he is interested in customer agrees that [s]he is interested in such services? such services?

If Y. Use your One-Stop Center’s VR referral If Y. Use your One-Stop Center’s VR referral process to do this. process to do this.

If N. Why not? If N. Why not? If the customer prefers to self-refer, Workforce If the customer prefers to self-refer, Workforce

staff should advise customer of the self-staff should advise customer of the self-referral process and offer to assist with it.referral process and offer to assist with it.

9] Since the customer with a disability will be 9] Since the customer with a disability will be served by VR, will the One-Stop staff also be served by VR, will the One-Stop staff also be providing Workforce services? providing Workforce services?

If Y. How will this be communicated to and If Y. How will this be communicated to and coordinated with VR staff? coordinated with VR staff?

If N. Why not?If N. Why not?

Promising Effective Practices:Promising Effective Practices:BROAD BASED ISSUESBROAD BASED ISSUES

Essentials of good service: Commitment, compassion, competence, coordination, collaboration, & client/ customer needs.

Directly confronting negative views of work capacity.Providing training & TA focused on enabling workforce

staff to: a) develop practices so customers benefit from available resources; b) identify resources that are accessed & leveraged; c) deliver “user friendly” services.

Understanding the demands of the One Stop system to meet the needs of the business customer AND the job applicant customer.

Promising Effective Practices:Promising Effective Practices:BROAD BASED ISSUESBROAD BASED ISSUES

Dealing w. impact of work on disability benefits.Assisting staff to encourage people to self-

identify, while preserving confidentiality & focusing on relevance to achieving employment success.

Understanding the role of the VR agency within One Stop system (now under WIOA) as well as in regard to services to people with disabilities.

Understanding need for local efforts to maximize funding through use of different funding streams -- “braiding” & “blending”.

Promising Effective Practices:Promising Effective Practices: ADMINISTRATIVE LEVELADMINISTRATIVE LEVEL

Variety of supports & system integration activitiesEvidence-based practices in employment services with

enhanced links between VR and workforce systemWhen VR engaged in the One Stop system at multiple

levels, better coordination & integration of servicesWorkforce Development system engages VR in joint

service delivery, not just as referral outletPartnerships created to assist VR customers to secure

employment through One Stop as well as VRDevelopment of specialized programs for specific

sub - populations (such as Youth with the SD DEI)Creation of statewide & local policy initiatives (SD DEI)

Promising Effective Practices:Promising Effective Practices: ADMINISTRATIVE LEVELADMINISTRATIVE LEVEL

Specific examples of coordination/collaboration: Jointly funding services – “Braiding- Blending” Serving persons in both systems simultaneously Creating joint employment service planning teams Using each other’s staff to conduct joint training Jointly developing referral guidelines Jointly funding staff positions Involving both agencies’ staff in administrative or

staff committees of the other VRs encouraging community rehabilitation

providers to use One Stop Center’s services.

Promising Effective Practices:Promising Effective Practices: SERVICE LEVELSERVICE LEVEL

Employment planning teams- ? SD Integrated Resource Teams

ID of disability with respect for confidentiality, choice, privacyAssistance to bridge gaps between universal access/ self

service and needs of customers with disabilitiesFlexible funding Assisting business service teams incorporate needs of job

applicants with disabilities Job retention activities, understanding that employment

retention is usually more crucial than job retention Specialized employment-related services for transition age

youthEngaging “hard to serve” populations

SPECIFIC RECOMMENDATIONSSPECIFIC RECOMMENDATIONS

Need for on-going training. Training topics:• Effective business services incorporating the needs of

people with disabilities

• Marketing workers with disabilities to employers

• Accommodations for job applicants/ workers w. disabilities

• Engagement and outreach strategies for [potential] customers with disabilities

• Increasing staff expectations that work is a priority and expectation for people with disabilities in conjunction with local workforce’s VR and other disability partners

• Managing performance standards

• Motivational interviewing/ personal “readiness for change”

BETTER LINKAGE WITH TRANSITION TYPE SERVICES USE OF IMMEDIATE JOB OPTIONS: WORK EXPERIENCE,

SUMMER YOUTH EMPLOYMENT (? OJT FUNDING), INTERNSHIPS, VOLUNTEERING

PARENTS/ SIGNIFICANT OTHERS SHOULD HOLD MORE SWAY THAN STAFF EVEN IF THEY ARE “WRONG”

YOUTH NEED MORE DIRECTION PLANNING LESS IMPORTANT THAN ACTION -

IMMEDIACY JOBS THAT WE SHY AWAY FROM FOR ADULTS MORE

AND MORE (FOOD, FILTH, FLOWERS ETC ETC) ARE MORE ATTRACTIVE & APPROPRIATE FOR YOUTH

DON’T TRY TO GET YOUTH TO ACT LIKE ADULTS IN TERMS OF JOB/ EMPLOYMENT STABILITY

SPECIFIC EMPLOYMENT PRACTICE ISSUES YOUTH (16-25)

“ “ BEFORE PRACTICING BEFORE PRACTICING VIRTUE, FIRST VIRTUE, FIRST

SECURE AN SECURE AN INDEPENDENT INDEPENDENT

INCOME. “INCOME. “

GREEK PROVERBGREEK PROVERB

RITA MAE BROWNRITA MAE BROWN

“ IF THE WORLD WERE A LOGICAL PLACE,

MEN WOULD RIDE

SIDESADDLE “

AMBROSE BIERCEAMBROSE BIERCE

“ PATIENCE:

A MINOR FORM OF DESPAIR ---

DISGUISED AS A VIRTUE.”

HELPING PEOPLE (AND SYSTEMS) CHANGE:

HOPE,HOPE,

HELP, HELP,

ANDAND

HASSLINGHASSLING

““IT IS NEARLY IMPOSSIBLE IT IS NEARLY IMPOSSIBLE TO MAKE YOUR OWN TO MAKE YOUR OWN FUTURE FUTURE

WHEN WHEN YOU ARE NOT PART OF THE YOU ARE NOT PART OF THE ECONOMIC FABRIC ECONOMIC FABRIC OF THE CULTURE OF THE CULTURE

YOU LIVE IN” YOU LIVE IN”

PATRICIA DEEGANPATRICIA DEEGAN20th World Congress Rehab International: Oslo,

Norway – JUNE 2004

“ “ BEWARE THE BEWARE THE CONTINUOUS CONTINUOUS

IMPROVEMENT OF IMPROVEMENT OF THINGS NOT THINGS NOT

WORTH IMPROVING WORTH IMPROVING “ “

W. EDWARDS DEMING

KEN MILLER“The length of a minute is The length of a minute is

relative, relative,

depending on which side depending on which side of the bathroom door you of the bathroom door you

are on.”are on.”From

WE DON’T MAKE WIDGETS

5 SIGNS TO RECOGNIZE SYSTEM

CHANGE:

Grieff, D., Proscio, T., & Wilkins, C. (2003)

 NOT FOCUSED ON

WORKFORCE SYSTEMS BUT THE

PRINCIPLES HOLD IN SD & ELSEWHERE

5 SIGNS TO RECOGNIZE SYSTEM

CHANGE:  CHANGE IN POWER: :

Designated positions—Designated positions—people with formal people with formal authority—responsible authority—responsible for the new activity for the new activity (not just individuals (not just individuals who care about it). who care about it).

5 SIGNS TO RECOGNIZE SYSTEM

CHANGE:  CHANGE IN MONEY:

Routine funding is Routine funding is earmarked for the new earmarked for the new activity in a new activity in a new [new money, shift in [new money, shift in existing funding, or new existing funding, or new priorities & criteria for priorities & criteria for accessing money]. accessing money].

5 SIGNS TO RECOGNIZE SYSTEM

CHANGE:  CHANGE IN HABITS:

Participants in a system Participants in a system interact with each other to interact with each other to carry out the new activity as carry out the new activity as part of their normal routine part of their normal routine not just respond to special not just respond to special initiatives, demonstrations, initiatives, demonstrations, or projects. or projects.

5 SIGNS TO RECOGNIZE SYSTEM

CHANGE: 

CHANGE IN TECHNOLOGY OR SKILLS:

Growing cadre of skilled practitioners at most levels in the delivery chain, practicing methods not previously common or considered desirable. Practitioners are now expert in skills that new system demands & have set a standard for effective delivery of results.

5 SIGNS TO RECOGNIZE SYSTEM

CHANGE: 

CHANGE IN IDEAS OR VALUES:

New definition of performance or success, & often a new understanding of the people to be served & the problem to be solved [i.e., new goals]. The new definition & understanding are commonly held among most actors in the system, & are no longer in great dispute

“ “ YOU NEED A LITTLE LOVE YOU NEED A LITTLE LOVE IN YOUR LIFE & FOOD IN IN YOUR LIFE & FOOD IN YOUR STOMACH BEFORE YOUR STOMACH BEFORE

YOU CAN HOLD STILL FOR YOU CAN HOLD STILL FOR SOME DAMN FOOL’S SOME DAMN FOOL’S

LECTURE ABOUT HOW LECTURE ABOUT HOW TO BEHAVE.”TO BEHAVE.”

BILLIE HOLIDAYBILLIE HOLIDAY

John P. Kotter (1998). John P. Kotter (1998).

Leading change: why Leading change: why transformation efforts transformation efforts

fail.fail. In: Harvard Business In: Harvard Business

Review on Change. Review on Change. Cambridge: Harvard Cambridge: Harvard

Business School Press.Business School Press.

Error #1: Not establishing a Error #1: Not establishing a great enough sense of urgency. great enough sense of urgency.

In the eyes of stakeholders, how In the eyes of stakeholders, how important and urgent is the adoption important and urgent is the adoption employment access for all people w. employment access for all people w. disabilities?disabilities?

Are people so comfortable with the status Are people so comfortable with the status quo that they will not want to take the quo that they will not want to take the effort and risks associated with change?effort and risks associated with change?

Are a significant portion of the key Are a significant portion of the key “stakeholders” (i.e., people with “stakeholders” (i.e., people with authority or influence or ideally both) authority or influence or ideally both) honestly convinced that “business as honestly convinced that “business as usual” is totally unacceptable? usual” is totally unacceptable?

Bottom lineBottom line: Is there a system-wide : Is there a system-wide perception of urgency?perception of urgency?

Error #2: Not creating a powerful Error #2: Not creating a powerful enough guiding coalition. enough guiding coalition.

Which stakeholders are driving the Which stakeholders are driving the system redesign? Which stakeholder system redesign? Which stakeholder groups are indifferent? Which are groups are indifferent? Which are opposed?opposed?

Do the people “pushing the change” Do the people “pushing the change” have the means to create incentives have the means to create incentives and modify the organizational and modify the organizational infrastructure to support the system infrastructure to support the system redesign?redesign?

Who are the strong, credible, and Who are the strong, credible, and assertive leaders who will communicate assertive leaders who will communicate the need for change to all in the the need for change to all in the system?system?

Bottom lineBottom line: Do the people driving : Do the people driving change have the means to make it change have the means to make it happen?happen?

Error #3: Lacking a visionError #3: Lacking a vision

Is there a clearly articulated vision of Is there a clearly articulated vision of what we are doing and why? what we are doing and why?

Does the vision easily translate into Does the vision easily translate into actions?actions?

Is the vision concise and easily Is the vision concise and easily understandable (The “rule”: If you understandable (The “rule”: If you can’t explain it easily within 3 – 5 can’t explain it easily within 3 – 5 minutes, you don’t really know it)?minutes, you don’t really know it)?

Is there a clear link between the vision Is there a clear link between the vision and each specific system redesign and each specific system redesign activity?activity?

Bottom lineBottom line: Is there a clear theme and : Is there a clear theme and blueprint showing how the various blueprint showing how the various system redesign initiatives relate to a system redesign initiatives relate to a vision, or is system redesign perceived vision, or is system redesign perceived as a collection of disparate activities as a collection of disparate activities with no central theme? with no central theme?

Error #4: Undercommunicating vision by a Error #4: Undercommunicating vision by a factor of ten. factor of ten.

How has the vision been communicated? How has the vision been communicated? Do people “get it”? Do people “get it”?

Are day-to-day actions of the system’s Are day-to-day actions of the system’s leadership & the guiding coalition consistent leadership & the guiding coalition consistent with the vision? Are we practicing with the vision? Are we practicing what we preach?what we preach?

Are we using every possible communication Are we using every possible communication channel to communicate the vision?channel to communicate the vision?

Bottom lineBottom line: How effectively have we : How effectively have we communicated the vision?communicated the vision?

Error #5: Not removing obstacles to new Error #5: Not removing obstacles to new vision.vision.

Have we identified the obstacles?Have we identified the obstacles? Are we willing to make changes in the existing Are we willing to make changes in the existing

organizational structures if those structures do organizational structures if those structures do not support system redesign?not support system redesign?

How will the system handle administrators, How will the system handle administrators, supervisors, and/or managers that do not supervisors, and/or managers that do not support change and make demands on support change and make demands on their employees that undermine system their employees that undermine system redesign?redesign?

Bottom lineBottom line: Are we willing and able to take the : Are we willing and able to take the actions necessary to manage organizational and actions necessary to manage organizational and personnel obstacles?personnel obstacles?

Error #6: Not systematically planning Error #6: Not systematically planning for and creating short-for and creating short-

term wins.term wins.

What are some potential short-term wins What are some potential short-term wins that would get system redesign off to a that would get system redesign off to a positive start?positive start?

Do we have the commitment to devote Do we have the commitment to devote resources to creating short-term wins?resources to creating short-term wins?

Bottom lineBottom line: Are we willing and able to do : Are we willing and able to do what it takes to create short-term wins?what it takes to create short-term wins?

Error #7: Declaring victory too soon. Error #7: Declaring victory too soon.

Does the system have the long-term Does the system have the long-term perspective to maintain the system perspective to maintain the system redesign initiative over time?redesign initiative over time?

Do the stakeholders recognize that Do the stakeholders recognize that change requires years, not months?change requires years, not months?

Bottom lineBottom line: Is there a plan to orchestrate : Is there a plan to orchestrate a series of short-term wins so that a series of short-term wins so that momentum is sustained?momentum is sustained?

Error #8: Not anchoring changes in the Error #8: Not anchoring changes in the organization’s culture. organization’s culture.

How can we create a culture of “program How can we create a culture of “program accessible” for customers with disabilities accessible” for customers with disabilities within the local system?within the local system?

How can we develop a broad base of How can we develop a broad base of support so that disability employment support so that disability employment efforts are not restricted to a small circle of efforts are not restricted to a small circle of advocates?advocates?

Bottom lineBottom line: How do we make successful : How do we make successful community employment for people with community employment for people with disabilities an integral part of the disability disabilities an integral part of the disability and workforce systems so that it is self-and workforce systems so that it is self-sustaining?sustaining?

People don't resist change. They resist being changed.

~ Peter Senge

OLD YIDDISH PROVERBOLD YIDDISH PROVERB

If 1 person calls you a If 1 person calls you a jackass, ignore him; jackass, ignore him;

If a second person calls If a second person calls you a jackass, think you a jackass, think about it; about it;

If a third person calls you If a third person calls you a jackass- get a saddle.a jackass- get a saddle.

“If in the last few years,

you haven’t discarded a

major opinion or

acquired a new one,

check your pulse.

You might be dead.”

- Frank Gelett Burgess

Milton Berle

“If opportunity doesn’t knock, build a door.”

LILY TOMLINLILY TOMLIN

“No matter how No matter how cynical you cynical you

become, become, it's never it's never enough to keep enough to keep

up.up.”