FINAL REPORT FOR THE

CUSTOMIZED EMPLOYMENT GRANT

HEMPSTEADWORKS

WHATEVER IT TAKES -WIT

OCTOBER 2002 – DECEMBER 2006

(CFDA 17-720)

I. General statement describing the progress achieved during the grant

in accomplishing goals and objectives outlined in SGA and Grant submission.

The following denotes progress achieved during this grant period in

accomplishing the goals and objectives outlined in the SGA and grant

submission. These are general statements and not inclusive of all the

accomplishments of this Customized Employment effort.

• An increase in the number of persons served with disabilities at

the One Stop Center.

• Establishment of the Strategic Planning Team and subcommittees

comprised of key partners and vendors.

• Continued implementation and refinement of a service delivery

model which utilizes customized employment and universal design

strategies.

• Ongoing marketing and outreach to further increase the disability

communities’ awareness of the HempsteadWorks One-Stop Career

Center.

• Ongoing training, education and technical assistance to further

increase the capacity of One-Stop staff, vendors and partners to

serve customers with disabilities.

• Continued collaboration with public and private providers to

leverage funds, utilize programs and coordinate services.

• Increase in the use of new programs and resources from system

partners.

• Dissemination of exemplary strategies and best practices to

demonstrate system change, via quarterly Newsletters.

• Integration of successful strategies and promising practices into

policy and practice, including the development of a Guidebook to

enhance and ensure service and program availability for

customers with disabilities at the One-Stop.

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II. Describe how your grant has achieved your goals in the areas of individual outcomes as well as system change.

A. Individual Outcomes: describe the nature of services provided in individual served under the grant. Provide summary information of the number served, composite demographics of those served, composite outcomes in numbers who obtained employment, average wages, and average hours worked. Provide two case studies of individuals who received services under the grant. Include background prior to services (i.e., previous employment history, education or training, nature of disability), services received and outcome.

Attachment A to this report is the Summary Information of the Number

Served, Composite Demographics of those Served, Composite Outcomes in

Numbers who Obtained Employment, Average Wages, and Average Hours

Worked. Attachment B, entitled Whatever It Takes (WIT) Project Systems

Change Outcomes, compares outcomes achieved from “Year 0,” which is the

twelve month period immediately prior to the implementation of the project or

baseline year, and the four subsequent years and the No-Cost Period, during

which the project was implemented. The outcomes compared in Attachment B

include the following:

• Total Individuals with Disabilities served by the HempsteadWorks System

and Center

• Total Individuals with Disabilities who Entered Employment

• Individuals with Disabilities Served who Meet the Customized

Employment Grant Eligibility Criteria

• Individuals with Disabilities who Entered Employment and Meet the

Customized Employment Grant Eligibility Criteria

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The outcomes identified in Attachment B generally display a dramatic increase

in services to and employment of individuals with disabilities in general, as well

as individuals eligible under the Customized Employment Grant criteria.

The data presented in Attachment B was captured and reported through the

HempsteadWorks Quality Assurance Program (HWQAP). Data pertaining to

customer satisfaction, that was obtained through HWQAP, is contained in a

PowerPoint presentation overview of the WIT Project, which is included as

Attachment D to this report.

Services provided to individuals consisted of a holistic approach that included

person-centered planning, pre-employment skills workshops, individual

counseling, job coaching, internships, work tryouts, placement assistance and

employment follow-up. Each consumer’s case was unique and entailed a

specific job development or training strategy. Support systems were

established with family members, employers, advocacy organizations, and

other agencies that were instrumental in achieving customers’ employment

goals.

A survey questionnaire was developed and mailed to all customers who

participated in the program. The questions were designed to extract

information pertaining to services received by customers and their current

employment status. Based on the attached Whatever It Takes Consumer

Survey (see survey for specific questions - Attachment #1) the following

information was collected.

150 customers were sent the survey in July, 2006.

55 Responses were obtained; 43 were mailed in and 12 were done over the

telephone by WIT staff.

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The survey gathered information on customers’ employment status and

responses to the delivery of services provided by the WIT program.

Employment Status

Of the 55 that responded more than half (33) were employed.

Of the 33 employed 19 Customers received some type of accommodations on

the job.

Salary

Hourly wages ranged from $6.00 – $62.00 per hour. The $6.00 an hour wage is

the salary that reflects minimum wages during our first year of funding.

An Occupational Therapist who works part-time is an independent contractor

and earns $62.00 per hour.

Job Titles

Job titles reported by participants included but were not limited to: Lab

Assistant, Teacher, Occupational Therapist, Warehouse Clerk, Greeter, Porter,

Food Pantry Assistant, Loading Zone Operator, Office Aide, Dish Washer, Data

Entry Clerk, Landscaper, Home Health Aide, Janitor, Proprietor etc.

Program Service Satisfaction

84% who responded to this question indicated that they were Satisfied –to-

Very Satisfied with the WIT services,

15% indicated that they were not satisfied.

(6 – Not satisfied 16 – Satisfied 16 – Very Satisfied)

Seventeen customers did not answer this question, mostly from the individuals

done over the telephone.

Program Services Provided

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The following are the most frequently used program services:

• Resume Preparation, Job Placement, Travel/Clothing Expenses.

• Mock Interviews, Job Coaching and Pre-Employment Workshops.

Job Satisfaction

When asked if they were satisfied with their current positions, 23 indicated

that they were satisfied, 6 were not satisfied and 4 customers did not respond

to this question.

Case Study No. 1

David Menasha joined the WIT program in June 2004 after transitioning out of

high school. He has multiple impairments, including seizure disorder, learning

disability, and anxiety issues regarding making changes in his daily routines.

He is also a bright, honest hard worker with an up-beat personality.

While in transition, David interned at a number of local stores where he

replenished stock, moved displays, retagged items, and engaged in similar

activities. These internships were his only exposure to the world of work and,

while he enjoyed these experiences, he did not know what else he might like

to do. It was decided that he should participate in a vocational evaluation to

determine the type of work for which he is best suited. The two areas he

scored highest in were maintenance and retail.

During the time David was in evaluation, his Placement Specialist was

developing prospective employers for other WIT customers and met with the

Human Resources representative of Admiral Craft Equipment Corp., a company

that distributes restaurant equipment and supplies. Admiral had two positions

open for assembly workers to put highchairs together and would not consider

hiring only one person for this job. The Placement Specialist had someone in

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mind but was at a loss for the other person. A few days later at a weekly WIT

meeting David’s name came up and was thought of as a possibility.

The Placement Specialist met with his Case Manager and WIT Job Coach and

while they had reservations, both felt he should interview for the position. If

he did well that would be a move forward and if not, it would be a learning

experience. Everyone felt strongly that he could do the work (with the

assistance of a Job Coach), so later the Job Placement Specialist met with

David to ask what he thought. He did not reject the idea outright but was

concerned because he had no experience with assembling. Knowing he would

have a Job Coach made his comfort level rise, but he wanted to think about it

and talk with his family. Two days later he called to say he would give it a try.

He began working on August 1, 2005.

David and the other WIT customer worked well together and over the next few

weeks gradually eased into a comfortable working partnership. One aspect of

David’s disability is that he sometimes has difficulty concentrating. With the

continued assistance of his Job Coach he was able to stay on track and learn all

the tasks his job required. Unfortunately, after only four weeks on the job, the

flare-up of an old injury forced the other assembler to stop working. David

worked by himself for two days and did an excellent job, but the company was

adamant that this position required two people.

Fortunately, the employer recognized that David was a diligent worker and

while they did not have another assembly position for him, they did need

someone to work on short-term projects. To stay employed, David had to

adjust to performing different tasks each day. This was not an easy transition

for a person with issues about making changes, but he worked with his Job

Coach and ultimately made the adjustment. On a recent visit at his job site

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the Job Placement Specialist found David boxing 500 mixing bowls. David

proudly informed the Job Placement Specialist that the next day he would be

putting bar codes on 1,000 salt and pepper shakers.

David still hopes that one day he will assemble highchairs again. No one knows

if that will happen, but in the meantime he is working for an employer that

recognizes and appreciates his abilities. David is much more self-confident and

now actually enjoys the variety of his work (he is working on his own) as well as

his daily social interactions with his co-workers. That includes holiday parties.

The most recent party was attended by the “Secret Santa” who left David over

$100.00 in gift cards.

Case Study No.2

One of the customers to join the Whatever It Takes (WIT) program was Keith

Haarmann, an amiable young man with Cerebral Palsy. He uses a wheelchair,

has limited use of his hands, and has difficultly speaking clearly. The search

for competitive employment for Keith was long and sometimes became very

frustrating. The WIT staff was well trained and learned to pursue employment

opportunities with patience and vengeance. The key to finding competitive

employment for our population is making the right match between customer

and employer. The customized employment strategy process must involve an

employer who welcomes the opportunity to work with a disabled person and

will, if need be, make accommodations for that individual.

The search for a job for Keith did not unearth any possibilities, and a year went

by without finding the right situation for him. While the WIT staff members

always had him in mind, they really did not know his capabilities. He was

evaluated at the Kornreich Technology Center and the staff was aware of his

limitations, but not fully aware of his abilities. A job assessment began with

Keith and a Job Coach at Toys ‘R’ Us in Carle Place. The first thing that the Job

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Coach noticed was that Keith never said “no” and would try anything. The Job

Coach was able to actively observe the customers abilities and she learned that

Keith had a very good memory.

In carrying out the task to return “throw backs” to their correct place, the Job

Coach noted that Keith would return items to their proper location, 99% of the

time. Also she noticed that Keith was reluctant to use his communications

board. Though he carries the board with him he rarely uses it.

The Job Coach approached an employer she was familiar with but

unfortunately he was not inclined to take Keith on at that time. Six months

passed (six long months) and the employer called the Job Coach inquiring about

Keith. An appointment was made to discuss his abilities and how he might

work within their organization. Keith came and met the office staff, and three

weeks later he began an internship. Because of the job assessment, the Job

Coach was pretty clear on what Keith could do. However, on the first day

Keith accomplished tasks that no one considered him doing. For example, he

was given a stack of documents and asked to photocopy them. As he moved

toward the copier the Job Coach suggested ways to set the job up. Keith was

quiet for a few minutes and then he suggested a different way of doing it and

to the Coach’s surprise it was a better and faster way.

Keith is asked to do things that are very difficult for one with his physical

challenges. He doesn’t do them as quickly as someone without his physical

limitations, but each time he performs tasks a little better and a little faster

than he did before.

Observing Keith on the job provided the Job Coach an opportunity to create a

device to assist him with his tasks. Discussions about some of the difficulty

Keith was having on the job were pursued with the Kornreich Technology

Center as well as suggestions on how we could make his workday easier. For

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example, Keith was given a stack of preaddressed 9” x 12” mailing envelopes

and he was required to insert a three page document into each.

This task is not easy to do when you only have the use of one hand. With the

use of some common household items, a bookstand and thick cardboard, the

Job Coach created a prototype of an envelope stuffer. She later shared this

prototype with the staff of the Kornreich Technology Center who not only had

suggestions but also improved it by creating a new one made of plastic splinting

material. Keith was then presented with a much sturdier version called the

“Shuttle” because when not in use for its intended purpose, it looks like a

paperweight in the likeness of the Space Shuttle.

This is a success story in a number of ways, primarily because a match was

made with the “right” employer and employee.

B. Systems Change: describe the impact of the grant in

i. Capacity building

The capacity to achieve positive workforce outcomes included changing

perceptions, attitudes, and the understanding of the issues related to

disabilities, as well as improving the access and availability of several different

types of resources (e.g., funds, staff, time, resources, policies, procedures)

and services for people with disabilities. During this grant period the following

took place at the One Stop Career Center that enhanced positive outcomes for

customers with disabilities:

• Staff members have been selected on the basis of their

educational background and experience with the targeted

population. The number and type of staff devoted to the program

and the staff background and training received are also taken into

consideration. From Abilities, Inc. the number of staff involved

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with providing direct services to individuals with disabilities

included;

3 - Case Managers,

3 - Job Developers,

2 - Job Coaches, and

In addition, a percentage of Administrative staff time was provided

to the program to oversee the development, implementation,

reporting and training. Excellent training opportunities, seminars

and teleconferences are offered and attended by the staff. These

sessions are made available through HempsteadWorks, Abilities, Inc.,

ODEP, DOL/DPN, and other agencies and social service programs.

• The ability of staff to work with customers with disabilities was

also an important element in building the capacity for the

program. Staff members must be aware of and sensitive to the

various needs of people with disabilities. Staff members had prior

experience with this population and all staff members were

required to attend disability related trainings and seminars.

More specific trainings were offered for the various positions

within the WIT program. The workshops and trainings helped to

improve the staff’s capability to work with and service the needs

of the targeted population.

• A wide range of trainings and workshops were offered by Abilities,

Inc. These sessions were offered to participants of the WIT

program, individuals with disabilities, family members,

employers, staff, outside agencies and service providers. General

pre-employment workshop sessions were held in small groups for

the WIT participants.

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Abilities, Inc. offered workshops for One-Stop staff, partners, and vendors as

well as for customers and their families. The following list some of the Staff

workshops and trainings which were most recently offered by Abilities, Inc. :

Assisting Consumers to Effectively Address Disclosure Issues Assistive Technology at the Workplace Assistive Technology for Learning Disabilities Fetal Alcohol Syndrome – Problems, definitions and Interventions for Adults Protecting Children from Child Abuse Issues and Concerns Protecting Adults from Abuse Knowing the Difference between Rheumatoid and Osteoarthritis Cerebral Palsy The Different Modalities of Pain Management Anxiety Disorders Osteogenesis Imperfecta The Importance of Mentoring and Internship Opportunities Behavioral Based Interviewing The Expansive Role of Temporary Agencies Building Financial Health Improving Your Productivity with Windows Identify Theft and Credit Card Fraud Needs of Corporate America How to Integrate into the Workforce and Work Culture Work Incentives for Individuals with Disabilities Internal and External Customer Service How to Continually Market Yourself in a Positive Way How Government Agencies Hire Coping Positively with Stress The following list some of the workshops and seminars that were most recently offered to social security beneficiaries, individuals with disabilities, families, service providers and staff of the One Stop Centers: The Basics of Supplemental Security Income (SSI) and Social Security Disability Insurance (SSDI)

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Current Regulations from the Social Security Administration Impairment Related Work Expenses (IRWE) Medicaid and Persons with Disabilities Preventing Overpayments on Supplemental Security Income (SSI) and Social Security Disability Insurance (SSDI) Reporting Income to the Social Security Administration (SSA) The Ticket to Work and Self-Sufficiency Program What Is the Benefits Planning Assistance and Outreach (BPA&O) Program and How Can It Assist with the Transition Back to Work Pre-Employment Skills Health and Personal Hygiene Proper Interview Attire

• The methods used to educate relevant stakeholders and One-Stop system

personnel about delivering employment outcomes for people with

disabilities included shadowing the WIT staff’s work at the One-Stop

Center as they were serving customers with disabilities. WIT staff and

One-Stop personnel, joined in the intake process to provide

opportunities to observe, understand and ask questions in regards to

assessing the employment needs of customers with disabilities.

• Sources of referrals for program services were obtained from several

local agencies including the state vocational rehabilitation and other

organizations serving individuals with disabilities. Outreach

presentations kept local community agencies aware of WIT services.

Interaction with the following entities increased referrals to the

program: local School Districts, Public Libraries, Vocational

Rehabilitation Counselors – New York State Vocational Education Services

for Individuals with Disabilities, Center for the Blind and Visually

Handicapped, Community Outreach Centers, Department of Social

Services, Hispanic Counseling Center, Community Colleges and

Universities, Outpatient facilities, United Cerebral Palsy, Residential and

Day Rehab Programs, faith-based organizations, and others.

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ii. Partnership and coordination

One of the barriers to positive employment outcomes for people with

disabilities has been the lack of coordinated services. Services typically exist in

silos where job seekers with disabilities traditionally move from one silo to

another to obtain information and apply for and receive services. Resource

coordination among non-mandated partners has become more important as

customers with disabilities increased their utilization of the One-Stop Career

Center. The Disability Program Navigators (DPN) at HempsteadWorks (One Stop

Center) play a key role in the coordination of resources for customers with

disabilities.

Funded through a joint project of the New York State Department of Labor and

Social Security Administration, the DPN has worked collaboratively with project

staff to ensure that customers who face multiple barriers to achieving their

employment goals are provided up-to-date information about services and

programs in their community.

Partnerships were also evident in the provision of training and educational

opportunities to enhance organizational capacity for serving customers with

disabilities. During this grant period trainings and workshops were offered to

staff of all partnering agencies (See list of trainings on pages 7 & 8). These

sessions were useful educational tools and focused on improving the delivery of

services to customers with disabilities. In addition, training sessions for

Capacity Building and Disability Awareness were held for staff at the One Stop

Career Center. Topics for the sessions included but were not limited to:

Vocational Aspects of Disability: Cerebral Palsy

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Multiple Sclerosis Alcohol and Substance Abuse Traumatic Brain Injury Learning Disabilities Independent Living Resources Assistive Technology Demonstrations VESID and the State VR Process Ergonomics.

Inter-agency teams have been established with the One Stop Center, the local

VESID office and the WIT staff. Customers were referred to the WIT program

for employment assistance and agency representatives collaborated to ensure

the successful completion of individual placement goals.

In order to operate a successful program and assist customers with achieving

their career goals, the staff networked with outside agencies to assure the

availability a full array of support services for the individual. Some of the

participating agencies included but were not limited to: EAC, F.E.G.S. Health

and Human Services, Family and Children Services, VESID, Hispanic Counseling

Center, Leadership Training Institute, Long Island Council for Independent

Living, Life’s Worc, ODEP, School Districts, ProjectReal, Progress House, Town

of Hempstead, Nassau County Department of Social Services, CBVH, the

National Business and Disability Council, HempsteadWorks, Department of

Labor, Goodwill, Easter Seals, and other disability organizations and resource

agencies were utilized.

The roles, commitments, and contribution of each partnering agency varied

depending on the specific needs of the customer. All One-Stop customers,

including those with disabilities, were introduced to the vast array of programs

and resources available within the system and were referred to the WIT

program for Customized Employment services, if appropriate. Project

participants were also enrolled in WIA to ensure full access to resources. The

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Workforce Investment Board established this policy to ensure that project

participants are enrolled in WIA Title I for tracking of data and access to all

funding options, including Individual Training Accounts.

The WIB has an existing policy to include people with disabilities among those

who receive “priority for service”. In an effort to leverage additional funding

and services, customers with disabilities were provided information and the

option for referral to VESID and other partner agencies that were able to

provide funding/services utilizing a blended funding approach. The initial

enrollment of a customer to a specific agency determined which partner would

utilize their funding sources to help that individual achieve their career goal.

When possible, funding was blended or braided in the interested of the

customer. Training, vocational evaluations, and transportation cost were areas

all discussed and resources shared with each partner agency.

Regular WIT Strategic Planning Team meetings were held to discus the

outcomes and improvements of the program. The Strategic Planning Team

provided guidance and evaluation, and offered the views, issues and concerns

of their respective organizations. The Team had set goals and periodically

assessed the capacity for the integration of services for persons with

disabilities and identified areas that need to be addressed.

Relationships developed specifically for the customers generally entailed

partnering agencies that aided the employment/career goals of the individual.

Case conferences were scheduled to ensure that the proper services and

supports had been provided. Until the customers were placed on the job,

interactions included telephone conferences, team meetings, case

management sessions, formal and informal gatherings, and meetings to identify

service needs among partners.

Sharing services, leveraging funds, and shared staff expertise among partner

agencies were vital to achieving program goals. Specifically, coordination of

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services with the New York State Vocational and Educational Services for

Individuals with Disabilities (VESID) office facilitated and greatly enhanced

services to customers seeking employment.

Collaboration with the One-Stop Career Center and VESID proved to be a win-

win system for all parties concerned. These agencies working together offered

a full range of services and made this a cost efficient system that was

convenient for the customers.

The policies and procedures for coordinating funding, staffing, and grant activities

with the One-Stop Career Center and Abilities, Inc. worked well during the grant

period. Access to other partners’ services further improved the provisions made

for the customers. A prime example of such collaboration is the one among

Abilities, Inc., the Kornreich Technology Center and Columbia University’s Fu

School of Engineering and Applied Science.

This collaboration utilized the services and educational expertise of the students

from Columbia University who designed customized accommodations for a WIT

customer which enhanced his ability to complete his tasks on the job. The

students designed a prototype of an Envelope Labeler, which aided the customer

with limited use of his hands, to accomplish tasks related to labeling and stuffing

envelopes. (See IIA Case Studies)

The project served customers in a suburban area in Nassau County, Long Island,

which lacks adequate public transportation to training and employment sites.

Transportation is a primary barrier for individuals with disabilities seeking

employment. For persons with multiple barriers and significant disabilities, the

level of effort required for placement is much higher than for those with specific

vocational skills and solid work experience. This has a negative impact on the

performance measurement systems that have been established for the general

population. The level of difficulty, based on the number and nature of existing

barriers (transportation for example), should be taken into account for difficult

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populations in order to encourage rather than penalize the results of the One

Stop system for serving all job seekers.

iii. Customization

Instead of a one-size-fits-all approach, the WIT program utilized

customized/individualized strategies to assist people with disabilities in

seeking, obtaining, and retaining employment. Customization was also applied

to assist employers in hiring candidates with disabilities, including workplace

accommodations and job restructuring. The WIT program used a holistic

approach to addressing multiple needs and barriers. This included the

involvement of the customer, family members, advocacy organizations, and

potential employers. The Case Manager worked closely with the customer to

identify the proper job placement and to ensure that the available resources to

aid in the employment and retention process would be used.

Each case is different and each case entails a specific job development or

training strategy. Since family members are important when it comes to the

support system they were encouraged to participate in the job preparation.

When available, family can be instrumental with transportation assistance,

support and motivation.

An essential element in customized employment is negotiating job duties to

align the skills and interests of the job seeker to an employer's needs. These

are not typical job matching strategies of the One-Stop system. Based on the

information elicited through an individual’s Person-Centered Planning process,

WIT staff identified specific employers. By identifying applicants’ skills and

understanding employers’ business needs, potential jobs were created and

carved through negotiations.

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The use of services such as the Social Security Administration’s Benefits,

Planning, Outreach & Assistance (BPA&O) program helped individuals

understand the work incentives available and how their benefits might be

affected when they return to work.

Each WIT consumer who received SSI and/or SSDI was referred to the BPA&O

program and, if needed, received benefits counseling, when appropriate,

family members were encouraged to participate as well. The WIT staff and/or

the Disability Program Navigators referred beneficiaries for BPA&O counseling,

utilizing a formalized referral system. During this process, consent forms were

signed, enabling the benefits counselor to streamline and expedite services in a

more organized fashion. The referring counselor would ensure that initial

appointments were established and that Benefit Reports were understood by

the job seeker.

Career exploration was made are available based on experience, education and

the availability of job openings. Occasionally an employer would participate in

a work try-out and then hire the trainee. Internships were used to familiarize a

client with the workforce and/or to gain some experience in an intended

career choice.

In some cases, positions were developed or applied for independently with no

disclosure of the disability. Each case was handled differently and based on

the specific needs of the individual. Abilities, Inc. offers a number of training

programs that assist with the career exploratory process. Customers are made

aware of the availability of training programs and are welcome to enroll if the

skill development is needed for achieving their career goal.

In order to ensure that policies and procedures were implemented to assist

customer choice and self-determination, the WIT staff focused on empowering

individuals to play an active role in their job search process. A Job Search Plan

or Individualized Employment Plan was developed for each customer and

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reviewed along with the Case Manager, Job Developer and Job Coach. This

plan outlined the responsibilities of the WIT Staff and customer in the

achievement of their employment goals.

Job Developers were trained to work with employers and assist them with

customizing available positions. Job Developers worked closely with employers

to have a good understanding of the job responsibilities and then take into

consideration the strengths, limitations, and qualifications of the customers.

In addition, the job placement staff reached out to and communicated with

local employers to learn about their concerns and adapt services and programs

to their needs. Job developers made periodic visits to local businesses to

become familiar with different industries, occupations, requirements for

positions and the availability of job openings. During these visits they

discussed anticipated job vacancies, advantages of hiring customers from the

WIT project and reassuring employers of the overall assistance available to

supporting job retention.

Several new techniques and technological systems were installed to address

physical and programmatic accessibility at the One Stop Career Center. The

“Working with Customers with Disabilities: A Guidebook to Success was

completed as part of the requirement of the grant. It describes in detail the

accessibility features, systems implemented and technology installed at the

One Stop Career Center.

iv. Development and evaluation of new practices Questionnaires, telephone calls, and job placement follow up (of employers and employees) were some of the procedures for tracking satisfaction with program services. Surveys sent to follow up with customers regarding program and job satisfaction and to identify successful on the job strategies are additional tools used to evaluate new and general program practices.

v. Other systems change variables

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N/A

III. Dissemination of information

Describe the types of information that have been actively disseminated and how they were disseminated.

The dissemination of information about the WIT program, its practices, processes and successes was achieved through several different methods, including the promotion of activities conducted by the One Stop Career Center and Abilities, Inc., websites, the use of the media and public forums, networking and communication with local organizations, and quarterly newsletters. Customer profiles were developed and put on CD’s as a marketing tool to assist

in the job search. The profile CD’s were used as a visual resume to assist Job

Developers and customers in obtaining employment. (A sample CD is included)

These CD’s were also used in presentations to partnering agencies to explain

how customers of the WIT program were effectively marketed to the

businesses.

The HempsteadWorks (www.hempsteadworks.com) and the Abilities, Inc. (www.abilitiesinc.org) web sites were also used as dissemination tools to describe the WIT program and to communicate relevant information. Outreach and recruitment for customers included presentations in small and large group sessions for local community organization and schools. A power-point presentation and outreach packet was developed to ensure that the information was accurately articulated. Program eligibility criteria and lists of partnering agencies were included. (See Attachment-Outreach Packet) A similar packet was also designed for business and employer contacts and was used to help make potential employers aware of program services.

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Networking and communication with other agencies and organizations was ongoing throughout the funded period. The development of partnerships was critical to the program success. A database of contacts made with community and social service organizations was also developed by the Disability Program Navigator and were used as resources for customers. A Universal Access Center was established and made available for person with disabilities at the One-Stop Career Center. Abilities Kornreich Technology Center and Smeal Learning Center were vital partners in helping to develop and upgrade the Access Center. Some of the methods used to educate relevant stakeholders and One-Stop system personnel about delivering employment outcomes for people with disabilities included but was not limited to: the quarterly Newsletter which provided information about the program and best practices. The WIT Newsletter written and published by staff and a monthly Newsletter written and published by the Disability Program Navigators were used as informational and promotional tools to inform people and agencies about the program, resources for persons with disabilities and to highlight success stories. (See Sample Newsletters) WIT brochures were disseminated to all Nassau County libraries, neighboring School Districts, social services agencies, faith based organizations and other community providers that could benefit from the WIT services. Meetings, seminars, and trainings for staff, partnering agencies and relevant stakeholders provided the opportunity to share, discuss, and make individuals and organizations knowledgeable about the employment services and outcomes for people with disabilities. The Job Seeker of the Year Award was won by one of the WIT customers. Submitting entries from the program also aided in the dissemination of positive information, success stories, and the accomplishments of individuals with disabilities.

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A WIT customer was awarded to the HempsteadWorks Continuous Improvement Award for conducting an outstanding and successful job search campaign. The award was presented at a luncheon meeting of the Workforce Investment Board. Not only does this award honor deserving customers, but it also raises awareness regarding the benefits of utilizing customized employment strategies to employ individuals with disabilities.

IV. Sustainability

Outline how or if this program will be sustained beyond the federal funding. Include information on the grantee and each of the sub-awardees programs.

The WIT Project has greatly enhanced the HempsteadWorks One-Stop System

and achieved outstanding results. It has been formally recognized by the New

York State Department of Labor as a “Promising Practice.” As we conclude our

last year of funding under the Customized Employment Grant, we remain

totally committed to continuing to sustain the improved services for customers

with disabilities that were developed under the project.

This objective will be supported by the sustainability planning conducted by

our Strategic Planning Team. Several of our planning sessions were facilitated

by Elena Varney, our technical assistance liaison from NCWD/A. To bring

clarity to our ongoing commitment, we have developed the following

Sustainability Vision Statement:

We envision the establishment of a premium quality workforce investment

system that meets the needs and exceeds the expectations of all customers,

through the application of customized employment techniques and universal

strategies, along with a shared dedication to excellence among the partners of

HempsteadWorks.

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Utilizing the resources of the One-Stop partners we hope to sustain the project

by continuing to:

• Increase the number of persons with disabilities served through the One-

Stop, including those receiving customized employment strategies

• Provide program guidance and evaluation under the auspices of the

Town of Hempstead Workforce Investment Board

• Implement and refine our service delivery model, utilizing customized

employment and universal design strategies. (This includes the

maintenance and continued expansion of business development)

• Marketing and outreach to further increase the disability communities’

awareness of the HempsteadWorks One-Stop Career Center

• Provide ongoing training, education and technical assistance to further

increase the capacity of One-Stop staff, vendors and partners to serve

customers with disabilities

• Expand linkages and continue collaboration with public and private

providers to leverage funds, utilize programs and coordinate services

• Document increased use of new programs and resources from system

partners

• Disseminate exemplary strategies and best practices

As we move forward without Customized Employment Grant funding, we will

attempt to respond to new grant opportunities. New resources that will be

utilized and that were not available at the project include the Disability

Program Navigator (DPN) program and additional Wagner-Peyser program staff

that are now deployed within the HempsteadWorks Career Center. The

Wagner-Peyser staff were recently relocated from a separate office in Freeport

and integrated with Workforce Investment Act (WIA) staff under a Functional

Alignment Plan that was required by the New York State Department of Labor

(NYSDOL). In addition, a One-Stop Partner Operational contact has been

designated by each of the HempsteadWorks partners in order to access the

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resources and integrate the services of these organizations in sustained

customized employment activities.

V. Resources Acquired

Resources that you have acquired as a result of this ODEP-DOL grant. (As a result of this grant’s financial support, what additional supports have been leveraged to the advantage of serving people with disabilities? Areas to be considered are additional staff involvement/participation/time, financial supports – both public and private matches, new relationships, business goodwill, sustainability beyond federal funding, other.)

Resources were accessed throughout project implementation, and will continue

as relevant, for planning; service coordination; and/or capacity building

activities. Primary partners included Abilities, Inc.; Vocational and Educational

Services for Individuals with Disabilities (VESID), the public vocational

rehabilitation program; the Disability Program Navigator (DPN), funded through

a joint initiative of the Social Security Administration and the Department of

Labor; and the Town of Hempstead Department of Occupational Resources

(DOOR), the Operator for the HempsteadWorks One-Stop System. Additional

linkages have been established with the Center for Independent Living, United

Cerebral Palsy, and the Commission for the Blind & Visually Handicapped.

Abilities, Inc., the primary subcontractor and Community Rehabilitation

Provider, has become a formal WIA training vendor, expanding training options

for any customer that could benefit from a more hands-on, less academic

approach to learning. This facilitated further collaboration and offered

additional training opportunities for persons with disabilities with support of

Individual Training Accounts.

Through experiences with the WIT project, HempsteadWorks partners have

become more comfortable with and knowledgeable about helping customers

with disabilities to achieve their goals through a blended funding service

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model. The following examples illustrate how customized employment

strategies and collaborative service delivery had resulted in successful

employment for HempsteadWorks customers:

• Once enrolled in WIA, one customer received ITA monies for a training

program in the field of Certified Systems Administration. WIT project

funding covered his initial transportation costs for the daily commute. This

customer, who was also a Supplemental Security Income (SSI) recipient,

received BPA&O services, which educated him to SSA work incentives,

specifically an Impairment Related Work Expense. This incentive offset some

of the transportation expenses he incurred because of his disability. Upon

completion of his training, the Placement Specialist in the WIT program

worked collaboratively with the WIA counselor to help create a job that

suited his strengths and abilities.

• A walk-in customer of the One-Stop had struggled with maintaining

employment because of her schizophrenia. She was discouraged from the

job seeking process and was looking for a house cleaning position. After

some person-centered career planning, it was discovered that she had

additional interests and experiences. Identifying these attributes raised her

expectations of herself and she had since succeeded in a Home Health Aid

position.

• An SSI recipient with mental health issues received vocational evaluation,

training, and transportation services funded through VESID. The Office of

Mental Health and HempsteadWorks provided service coordination, and the

WIT project provided additional funds for transportation to internship sites

and job interviews.

• After attending a medical billing training course through WIT funding, a

home-based medical billing position was established for a customer while

also for a customer while also meeting the staffing needs of a local

chiropractor.

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VI. Policy Change and Recommendations

A. Identify policy issues related to the participation of adults with disabilities in WIA-assisted or other programs and the provision of customized employment services. Please indicate if local, state or federal policies.

We recommend that federal policy be amended to require that WIA

performance measures be developed using a “regression model” as opposed to

a negotiation process. Performance measure negotiations have traditionally

commenced within limited options for states, and subsequently local areas,

agree to standards that reflect the barriers faced by the populations that they

serve. A regression model would account for outcomes related to individuals

who are more difficult to serve, such as individuals with disabilities. With

more realistic standards in place, customized employment strategies would be

implemented more successfully.

B. Policy/practice changes at either the state or local level that the grant helped to change for the better.

The implementation of the Disability Program Navigator (DPN) program has

assisted the grant to improve our efforts to map resources and to coordinate

services. The award of a competitive grant to HempsteadWorks by the New

York State Department of Labor (NYSDOL) has provided funding for two DPNs

assigned to our local workforce investment area. NYSDOL also awarded a grant

to HempsteadWorks that supported the purchase of adaptive equipment and

assistive technology.

In addition, a grant was awarded to HempsteadWorks by the Research

Foundation for Mental Hygiene, Inc., a not-for-profit corporation affiliated with

the New York State Department of Mental Hygiene for the purpose of increasing

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programmatic access to the One-Stop System for individuals with disabilities.

Funding from this grant was used to implement the following improvements

within the HempsteadWorks Career Center:

• Replacement of existing conventional entrance doors with automatic,

handicapped accessible doors

• Installation of an Infrared Curtain Detector to replace the safety

edge/electronic eye combination on three (3) power driven elevators

• Installation if iCommunicator Version 4.0 software, which provides

interpreter services for deaf and hearing-impaired customers

VII. Promising Practices

What promising practices and lessons learned, in the following areas, have you identified through your grant. Categories of practices to address: Customized employment practice, Universal strategies for more effectively serving all One-Stop customers, partnerships, employer participation, systems change and other promising practices.

In addition to the close out report, we will need your evaluation report based on the evaluation plan agreed to and submitted to us.

The first step in assisting customers with leveraging system resources was to

identify the array of employment resources available through the One Stop

Career Center. For this reason, a comprehensive HempsteadWorks Resource

Matrix was compiled, which includes information about mandated and non-

mandated partners within the system, the services they provide, eligibility

criteria, and funding opportunities. The resource matrix is accessible to all

partners within the system and has enhanced communications and

collaborations among providers. In addition to the project partners described

below, traditional and non-traditional resources are available through the

manual, including: Able-Ride Long Island Bus Service, Unemployment

Insurance, Community Resources Database of Long Island, Veterans Service

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Agency, Face Academy, Northern Lights Clubhouse, and Economic Opportunity

Commission of Nassau County.

The Disability Program Navigators at HempsteadWorks continue to update the

Resource Matrix and educate One-Stop staff and partners about disability and

employment related issues. The Navigators have been helpful in locating

resources, such as transportation assistance, childcare, clothing and support

groups for customers with disabilities. The DPN has been an invaluable resource

to the project, assisting any customer with a disability that may face barriers

to achieving their employment goals by providing up-to-date information about

services and programs in the community and coordinating services through

those agencies.

Other promising practices implemented under the WIT Project include:

• Formation of Strategic Planning Team, as a subcommittee to the

Workforce Investment Board, to plan activities, oversee operations and

ensure coordination

• Designation of operational contacts for sustained customized

employment services after the Customized Employment Grant funding

period ends

• Creation of CDs containing video resumes of customers

• Programming the HempsteadWorks Quality Assurance Program to

compare progress in serving customers from a baseline year, over year of

the project up to its conclusion

• Publication of a Newsletter pertaining to the project

Our Evaluation Report is included as Attachment C.

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Attachment A Customized Employment Grant – Final Report

HempsteadWorks Whatever It Takes (WIT) Project Period: 10/01/2002 - 12/31/2006

Summary information of the number served, composite demographics of those served, composite outcomes in numbers who obtained employment, average wages, and average hours worked: 1. Total number of individuals served: 136 2. Composite demographics of those served: Age: 14 – 15 0 16 - 18: 1 19 - 21: 11 22 - 24: 10 25 - 35: 24 36 - 45: 46 46 - 55: 30 Over 55: 14 Gender: Male: 73 Female: 63 Race/Ethnic Background: White: 76 Black: 47 American Indian or Alaskan Native: 2 Asian or Pacific Islander: 3 Hispanic: 8 Other: 0 Educational Level: Some High School but no diploma: 18 Certificate of Completion - High School: 23 High School Graduate - Diploma or GED: 32

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Some college but no degree: 33 Associate degree - Occupational/Vocational Program: 9 Associate degree - Academic Program: 0 Bachelor's degree: 18 Graduate degree: 3 Disability Type: Physical: 58 Psychiatric: 49 Visual: 5 Deaf/Hard of Hearing: 5 Mental Retardation: 3 Traumatic Brain Injury: 6 Learning Disability: 10 Multiple Disab: 0 Deaf & Blind: 0

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Attachment B Whatever It Takes (WIT) Project Systems Change Outcomes

Table I: Individuals with Disabilities Served

Comparison of Individuals with Disabilities (IWD) served by the HempsteadWorks System and Center

in the Year prior to implementation (Year 0) and during the Grant Period to date

# of IWD Year 0 Year 1 Change Year 2 Change Year 3 Change Year 4 Change

System Total 555 615 10.8% 704 14.5% 622 -11.7% 855 37.5%

System Shared 180 234 30.0% 280 19.7% 474 69.3% 666 40.5%

Center Total 445 461 3.6% 545 18.2% 592 8.6% 705 19.1%

Center Shared 143 168 17.5% 205 22.0% 461 124.9% 535 16.1%

Table II: Individuals with Disabilities who Entered Employment

Comparison of Individuals with Disabilities who entered employment through/by the HempsteadWorks

System and Center in the Year prior to implementation (Year 0) and during the Grant Period to date # of IWD who entered

employment Year 0 Year 1 Change Year 2 Change Year 3 Change Year 4 Change

System Total 147 133 -9.5% 237 78.2% 197 -16.9% 235 19.3%

System Shared 19 34 79.0% 32 -5.9% 47 46.9% 51 8.5%

Center Total 125 87 -30.4% 101 16.1% 181 79.2% 194 7.2%

Center Shared 10 24 240.0% 23 -4.2% 22 -4.4% 18 -18.2%

Table III: Individuals with Disabilities Served who Meet the Customized Employment

Grant Eligibility Criteria

Comparison of Individuals with Disabilities who met the Customized Employment Grant eligibility

criteria and were served through/by the HempsteadWorks System and Center in the Year prior to

implementation (Year 0) and during the Grant Period to Date

# of IWD Eligible under the

Customized Employment Grant

Year 3 Change

Served

Year 0 Year 1 Change Year 2 Change

Year 4 Change

System and Center 5 58 1160.0% 106 82.8% 118 10.4% 136 15.30%

Table IV: Individuals with Disabilities who Entered Employment and Meet the Customized

Employment Grant Eligibility Criteria

Comparison of Individuals with Disabilities who met the Customized Employment Grant eligibility

criteria and entered employment through/by the HempsteadWorks System and Center in the Year prior

to implementation (Year 0) and during the Grant Period to Date

# of IWD Eligible under the Customized Employment

Grant

who Entered Employment

Year 0 Year 1 Change Year 2 Change Year 3 Change Year 4 Q4+ Change

System and Center 2 15 750.0% 20 33.3% 31 55.0% 44 41.90%