1. Department of Human Services
Vocational Rehabilitation
Today and Tomorrow - Vision 2020
For
October 4, 2018
For 2018 OSECE Conference
Trina M. Lee, Director, Vocational Rehabilitation
The Vocational Rehabilitation program has a rich history as efforts in Oregon began in 1917 (yes a 100 years ago) in response to the federal Smith-Hughes Act of This act promoted federal cooperation with states in providing vocational rehabilitation services to disabled individuals. As we approach 2020 – official 100th anniversary of the VR program, we continue to see changes in the VR program. Today I will give you some insight into where we are now and where we are headed.
Let me get started…….

2. Today….. Oregon’s General VR Vision 2020 What’s next? Vision & Mission
What have we been up to?
How are we structured?
Looking into the 2019 Legislative Session
Vision 2020
5 Principles
Objectives
What’s next?
How can you help?

3. Oregon VR’s Vision & Mission

4. Snapshot of Services Provided……
Served 17,203 Oregonians with disabilities
2,811 outcomes of employment
Youth: 1,088 individualized plans for employment
80% of youth exiting school were either employed and/or enrolled in a postsecondary education
62% exiting YTP were employed (26 hours/wk & $10/hr)
68% employed after 12 months exit YTP (29 hrs/wk & $11/hr)
Summer Youth Programs
SWIFT, Summer Works and Camp Lead

5. What’s happening in VR….
Hiring, hiring, hiring
VR In-Service – August 2018
DHS Organizational Assessment participation
VR Readiness Assessment
Tactical Work Team
VR Fundamental Mapping (in progress)
Workforce Innovation and Opportunity Act (WIOA) implementation
Sub-minimum wage project
Policies, procedures & internal controls
Pre-Employment Transition
RSA Prior Authorization process
Preparing for 2019 RSA Monitoring (potential)

6. VR Organizational & Operational Structure
VR Field
Trina M. Lee
VR Director
State
Rehab
Council
(SRC)
VR Field Support
State Independent Living Council (SILC)
Tryna Luton
Field Chief
Pete Karpa
VR Deputy Director
Emily Armstrong
Project & Change Management
Vacant
Region 1 Manager
Joe Miller
Region 2 Manager
Donna Keddy Region 3 Manager
Judy Barker VR Business
Operations Manager
Matt Baldwin
Policy & Training Manager
Keith Ozols Workforce
& Youth Manager
VR Organizational structure:
Please note that the State Rehabilitation Council (SRC) and the State Independent Living Councils (SILC) are listed even though they are not “officially” part of VR, they play a valuable role in informing our practice.
SRC: Federally mandated council (15-25) – Governor appointed,
Consumers, advocates, businesses and community representatives
Also included are our staff & the 121 Tribal programs,
Purpose: provide the VR program with an external, consumer-oriented perspective. The council advises VR on the needs of Oregonians with disabilities concerning programs, policy, services and other issues
SILC: Governor appointed body, offering people with disabilities control over the design of Oregon’s Independ Living programs services
The majority of SILC members must be people with disabilities.
Council includes:
Current or past consumers of IL services
Representatives of Center for Independent Living (CIL)
Private business representatives
Other persons with disabilities, parents, guardians and advocates of and for individuals with disabilities
OCB and VR are ex-officio, nonvoting positions on the SILC
VR Director’s Office:
Provides Executive Oversight of VR with additional focus upon:
Communications
Strategic Planning
Stakeholder Engagement
Portfolio & Project Management
Executive Support
Data Analytics
Dispute Resolution
SILC & SRC Relations
VR Field Support:
Oversees the Operational aspects of the program
Operations:
Computer system (ORCA)
Contracts & Vendor Coordination
Audit, QC/QM & Performance Management
Business Experts & Evaluation
Training and Policy:
Program Technical Experts
Policy
Workforce & Youth:
Youth Transition Program
Workforce & One Stop Coordination
State Plan Implementation
Business engagement
Services to Businesses
Social Security Programs
Ticket To Work & Cost reimbursement
Work Incentives Network
VR Field:
Oversees the service delivery of the VR Program Statewide
Three Regions consisting of 14 Branches
Region 1 (North, Central and East Portland, Clackamas, Washington County)
Region 2 (Salem, Eugene, Springfield, Roseburg, Albany/Corvallis, Grants Pass/Medford)
Region 3 (Bend, Klamath Falls, Eastern Oregon)
Tribal VR Program Relation & Support
Mental Health VR Services
Statewide initiatives
Deaf & Hard of Hearing
Internship Collaboration (PSU & WOU)
VR Branch Offices
VR Central Office Staff
VR Strategy & Innovation

7. 2019 Legislative Session Strategies (19/21 Biennium)
DHS Agency Requested Budget (ARB)
VR: $137.8 million
$20.3 million increase (17.3%)
Asking 79 additional positions (total for all POPS)
5 Policy Option Packages
POP 105 – 100% Field Workload Model
POP 116 – Pre-ETS
POP 117 – WIOA and position true up
POP 123 – VR Data Integration Infrastructure
POP 135 – Career Technical Education and YTP
Next steps
Governor’s Recommended Budget (GRB) (Dec/Jan)
Legislative Session – starts in January
DHS Budget Hearings 1st

8. Vision 2020
VR is driven by a commitment to people with disabilities and businesses at the intersection of ability and the demand for talent.

9. Vision 2020 Principle & Objectives #1
Building careers and retaining talent in America’s workforce by investing expertise and resources to benefit our customers.
1.1 VR Professionals
Undergraduate & graduate programs
Training & In-service tools
Recruitment
1.2 Dual Customers
Increase awareness
Training
Tools for business customers
1.3 Placement and Retention
Informed customers
Practice and policy
Systems that inform of business customer’s needs

10. Vision 2020 Principle & Objectives #2
Innovating Solutions to achieve greater access to and use of vocational rehabilitation services. Our goal is to achieve the most effective outcomes for our customers
2.1 New approach to meet customer needs
Effective policies
Technology infrastructures
Formal and informal learning, collaborations and best practices
Pilot programs – change management and innovation
2.2 Data driven decision making
Data for improved customer outcomes
Centralized data repositories
Data that informs the work of VR staff and partners
2.3 Pre-ETS metrics alignment with needs
Policy and practice changes

11. Vision 2020 Principle & Objectives #2
2.4 Educational Partners prepped for the workplace of the future
Activities align with VR & Education legislative priorities
Improve VR & Education engagement
2.5 Students in Transition (current & future)
Improved legislative language and practices
2.6 Resourced to maximize system capacity
Increase or leveraged capacity for system partners
Public-private funding mechanisms
Support innovative strategies to meet customers needs

12. Vision 2020 Principle & Objectives #3
Customizing Services and Expertise that provide flexible supports and services. We accomplish this through specialized strategies to meet the workforce goals of our customers.
3.1 Innovative ways to meet customers needs
Customer-centric and continuous improvement culture
Document core processes including continuous improvement
Procurement opportunities for services
3.2 VR visibility and accessibility nationwide
Increase system engagement and partnerships
Talents of VR Professionals defined and utilized
Reassess the relevance of VR language
3.3 Needs of Business
NET & Business Customer engagement

13. Vision 2020 Principle & Objective #4
Leading and Engaging in Collaborative Strategies with our partners who are working with us to achieve greater collective impact at all system levels (national, state, and local).
4.1 Proactive System Level Planning
Mutual understanding of system capacity, engagement and maximizing resources
4.2 Collaborate with community providers and partners
Partnership-planning and engagement
Engagement of disability employment community
4.3 Methods for partnership & development strategies
Continuous feedback loops
Cross system innovation and dual customers
4.4 Recommendations for capacity & quality

14. Vision 2020 Principle & Objective #5
Organizing for Operational Excellence
5.1 (CSAVR lens) Internal capacity to deliver on its promise to members and stakeholders
Staff core competencies to deliver Vision 2020 key activities
Succession planning and capacity building
Establish a model for the strategic product and services
Generate required revenue and resources to meet long term objectives and insure successful implementation

15. How can you help? Continue with your good work!!!
Help us shape our future
Engage
Partnerships
Services
Communicate
Your story
Pain points
Successes
Goals
Advocate

16. Thank You