1. Overview of the Disability Employment Initiative Setting the Stage for Round 5 DEI Projects
December 2014

2. Disability Employment Initiative (DEI)
According to Congress:
“These funds…will improve the accessibility and accountability of the public workforce development system for individuals with disabilities.
The Committee further expects these funds to continue promising practices implemented by disability program navigators, including effective deployment of staff in selected States to:
improve coordination and collaboration among employment and training and asset development programs carried out at a State and local level, including the Ticket to Work program
and build effective community partnerships that leverage public and private resources to better serve individuals with disabilities.”
Beginning in 2009, and every year since, Congress has provided funds to the Department of Labor to" improve the accessibility and accountability of the public workforce development system for individuals with disabilities.
Congress said that they expected these funds to continue promising practices implemented by disability program navigators, including effective deployment of staff in selected States to:
improve coordination and collaboration among employment and training and asset development programs carried out at a State and local level, including the Ticket to Work program and
to build effective community partnerships that leverage public and private resources to better serve individuals with disabilities and improve employment outcomes.’’

3. Learning Objectives
Upon completion of this webinar, Round V DEI grantees will know:
The Impact of the DEI and Lessons Learned to Date
What is the same versus what is different between Round 5 and previous Rounds of DEI Projects
The Challenges and Opportunities for Round 5
Roles and Responsibilities of local, state and federal level DEI stakeholders
The purpose of the DEI Overview is to help set the stage…to assist DEI Project Staff at the state level and within the local pilot sites, in becoming oriented to your role and function within the DEI. Think of Part 1 as a DEI 101 to help to lay a foundation and to start to put everything into context.
Upon completion of this webinar, Round 5 DEI grantees will know:
The Impact of the DEI and Lessons Learned to Date
What is the same versus what is different between Round 5 and previous Rounds of DEI Projects
The Challenges and Opportunities for Round 5
Roles and Responsibilities of local, state and federal level DEI stakeholders

4. Agenda What have we done? What have we learned? What are we doing now?
What has the DEI accomplished: Rounds 1 – 4
What have we learned?
DEI Lessons Learned from Rounds 1-- 4
What are we doing now?
What is the same versus what is different for Round 5
What are we hoping to accomplish?
Addressing challenges/embracing opportunities in Round 5 DEI
Defining National DEI Roles and Responsibilities
Resources
This webinar provides the national vision for how the DEI has to date and through Round 5 projects will continue to respond to Congress and improve Effective and Meaningful Participation of Persons with Disabilities in the Workforce:
It begins by reflecting on what the DEI has accomplished under Rounds 1 – 4 by looking at What we have done.
It highlights some of the key lessons learned
The Round 5 SGA has a new focus through Career Pathways, the webinar discusses it in respect to how the work of Round 5 will be similar and different from that of the previous Rounds of DEI projects.
It touches on what we are hoping to accomplish with the work of the Round 5 projects, including the challenges projects will be addressing as well as the exciting opportunities that exist with this new Round of DEI.
The presentation ends by briefly defining the National roles and offering additional resources.

5. What have we done?

6. DEI Grantees
Since 2010, there have been 5 rounds of DEI grantees awarded over $95 million covering 37 projects in 26 states:
Round one in Program Year 2010 at $22 million: Alaska, Arkansas (youth), Delaware (youth), Illinois, Kansas, Maine, New Jersey (youth), New York and Virginia.
Round two in Program Year 2011 at $21 million: California, Hawaii, Ohio, South Dakota (youth), Tennessee, Washington, and Wisconsin.
Round three in Program Year 2012 at $21 million: Florida, Indiana, Iowa, Louisiana, Massachusetts, Minnesota (youth) and Rhode Island.
Round four in Program Year 2013 at 18 million: Alabama (youth), Alaska, Connecticut, Idaho (youth), Illinois, Maine, New York and Virginia
Round five in Program Year 2014 at 15 million: California, Illinois (youth), Kansas, Massachusetts, Minnesota, South Dakota (*Note: Round V grantees had all received previous rounds of DEI funding)
This slide and the following provide information on the projects funded under the DEI.
Since 2010, there have been 5 rounds of DEI grantees awarded over $95 million covering 37 projects in 26 states:
9 projects were funded in 2010 and are considered Round 1.
In 2011, 7 states were funded as Round 2
In 2012, 7 states were funded as Round 3
In 2013, 8 states were funded as Round 4, and
In 2014, 6 new states joined as Round 5 projects 6

7. This map represents the twenty-six states that have entered into DEI cooperative agreements broken down by rounds. 7

8. What has the DEI accomplished: Rounds 1 - 4
Workforce Investment Act (WIA) Access
Established a strong foundation for increasing access to WIA Intensive and Training at the on-set of grant implementation in Local Areas through targeted training and technical assistance site visits
Significantly increased the number of job seekers with disabilities accessing WIA Intensive and Training Level Services
Projects have effectively positioned customers with disabilities to not only access but to also achieve outcomes through WIA Intensive and Training services utilizing DEI intervention strategies
In order to see where the DEI is at now and where it is going, it is first important to identify what it has done. The first focus on accomplishments is through the work of the DEI in terms of increasing access for job seekers with disabilities to WIA.
By Rounds 3 and 4, the DEI had established a strong foundation for increasing access to WIA Intensive and Training services for job seekers with disabilities at the on-set of grant implementation in Local Areas through targeted training and technical assistance site visits.
The work of the DEI has led to an increased number of job seekers with disabilities accessing WIA Intensive and Training Level Services. Individuals with disabilities have experienced an almost 100% increase in their access to WIA Services in the DEI Pilot Sites. This is according to data from Round 1 DEI Projects (funded 2010 – 2014) that show that the Exit Rate of Persons with Disabilities in DEI Pilot sites averaged 8.7 percent almost double that of All States/All LWIAs (4.5 percent).
Projects have effectively positioned customers with disabilities to not only access but to also achieve OUTCOMES through WIA Intensive and Training services utilizing DEI intervention strategies (e.g. Active Resource Coordination and the Integrated Resource Team approach, Guideposts for Success)

9. Workforce Performance Outcomes DEI Pilot Sites
The data on these charts from Round 1 DEI Projects show positive trends indicating that adult and youth customers with disabilities who gain access to WIA services are meeting performance outcome measures.
The public workforce system is a performance based system. Often youth and adults with disabilities and/or multiple challenges to employment are not given an opportunity to be considered for enrollment in WIA performance measures (WIA intensive and training services) due to concerns that they may not meet outcomes. The DEI is intended to address these issues and demonstrate how customers with disability can not only successfully access these more intensive services, but can reach the outcomes associated with them.
The WIA common measures highlighted above and mentioned on the previous slide represent data from the first round of DEI grantees (funded from October 2010 to March 2014) on Persons with Disabilities exited from WIA intensive services in DEI Pilot Sites as compared to Persons with Disabilities exited from WIA intensive services in All States/All LWIAs (Local Workforce Investment Areas).
Beginning with the second round of DEI grantees, we placed an emphasis on documenting project impact (increased access to WIA intensive and training services and the outcomes associated with those services for customers with disability) through the workforce systems performance outcome measures in DEI pilot regions.
These findings are consistent with the DEI Interim Synthesis Report for Year 3, which indicates that as a new federal initiative, the first round of projects experienced delays and challenges with project start-up and implementation, which have improved in subsequent rounds. According to the report: “The effect of the challenges overcome by Round 1 DEI grantees and the documentation of lessons learned are both evident in the efficiency and pace of implementation among Round 2 and Round 3 grantees, which have been able to implement the DEI requirements and service delivery strategies much sooner.”
Due to the nature of the WIA performance measures, it is too early in the life of the round 2 and 3 projects to draw any definitive conclusions from the data.
DEI Round 1 Youth Pilot Sites
Youth Common Measure for Youth with Disabilities
Youth
Common Measures
DEI Round 1
Youth Projects
All States /
All LWIAs
Collective Average Round 1
DEI Youth AR DE NJ
Exit Rate for Older Youth
5.2 18
32.4
8.7
19.8
Exit Rate for Younger Youth
11.3
35.8
52.7 16
36.9
Entered Employment Rate for Older Youth 50 75
68.4
61.5 69

10. Workforce Employment Networks
The comprehensive nature of the American Job Centers makes them a natural service provider as an EN.
Job Centers are employment support providers that can help Social Security disability beneficiaries return to work.
Participation as an EN provides an additional revenue source to leverage funding to maximize services for customers with disabilities.
The second accomplishment of focus is through the work of the DEI in terms of serving Ticket holders as Workforce Employment Networks.
Since 2000, DOL has issued Training and Employment Notices and provided technical assistance (via webinars, tools, best practices) to inform the public workforce system about the Ticket Program and how it can complement and enhance the services and supports available to customers with disabilities that access the system.
Job Centers are employment support providers that can help Social Security disability beneficiaries return to work.
Participation as an EN provides an additional revenue source to leverage funding to maximize services for customers with disabilities.
A comparison of DEI Workforce EN activity for the time period of June 30, 2012 to September 30, 2014 shows that the number of Tickets assigned increased from 380 to 3791 (+3411) and the amount of revenue generated from DEI EN payments increased from $473,448 to $3,456,952 (+$2.9 million).
DEI Workforce ENs are showing that AJCs can become successful ENs by assigning Tickets and generating revenue.

11. What has the DEI accomplished: Rounds 1 - 4
Sustainability (of DRC positions AND DEI strategies)
Developed a workable sustainability model that was anchored on three of the service delivery strategies (EN Revenue, WIA Performance and Partnership and Collaboration).
Translation of Active Resource Coordination and the Integrated Resource Team approach beyond the DEI pilot sites and target population of job seekers with disabilities.
Asset Development strategies embraced and benefiting both individuals with and without disabilities accessing the AJCs.
LWIBs recognized the value of DRC positions and DEI strategies as demonstrated by WIASRD data and welcomed income from serving Ticket Holders through the Workforce EN.
Sustainability is an important objective of DEI that includes systems change at the state or local level. Building from the last slide:
Ticket/EN funding is often key for sustaining DRCs and other DEI strategies. 
Early implementation of EN status must be a priority in order to have operations underway – and funding received – in years 2 and 3 of the grant. Ticket Holders should be enrolled in WIA for maximum benefit.
Some things that have taken place in the area of sustainability include:
Developed a workable sustainability model that was anchored on three of the service delivery strategies (EN Revenue, WIA Performance and Partnership and Collaboration).
For example: Virginia kept all of their DRCs in place. In a number of areas in New York this strategy was also used. Both of these were Round 1 projects. California and Washington are Round 2 Projects currently in their No Cost Extension period, but they have plans for keeping all of their DRCs through plans at the regional level.
Translation of Active Resource Coordination and the Integrated Resource Team approach beyond the DEI pilot sites and target population of job seekers with disabilities.
Asset Development strategies embraced and benefiting both individuals with and without disabilities accessing the AJCs.
LWIBs recognized the value of DRC positions and DEI strategies as demonstrated by WIASRD data and welcomed income from serving Ticket Holders through the Workforce EN.

12. What have we learned?

13. DEI Lessons-Learned The DEI is a PROJECT and NOT a program
3 years isn’t long enough for systems-change, but it’s a start
DEI intervention strategies are designed to increase outcomes via WIA and the Workforce EN
DEI Projects that have open lines of communication with national DEI staff and hold regular meetings with their TA Liaison create a stronger state work plan. This practice enhances continuity while also driving creativity among the state DEI team.
DEI Benchmarks and Outcome Indicators tool proved a useful guide for activities that result in improved WIA and Ticket outcomes for job seekers with disabilities
DEI is a PROJECT not a program.
The DEI is a Systems Change PROJECT meant to impact the ability of existing AJC programs (with a focus on WIA Intensive and Training) to better integrate and serve job seekers with disabilities.
The goal of the DEI is to provide strategies and tools to assist AJC programs in achieving meaningful and sustainable employment outcomes for job seekers with disabilities.
The Disability Resource Coordinator (DRC) position is a dedicated staff member within the AJCs to help model and integrate these DEI strategies to better serve job seekers with disabilities into existing AJC programs.
3 years is not long enough for systems-change, but it is the timeframe that Congress has provided.
DEI intervention strategies are designed to increase outcomes via WIA and the Workforce EN
DEI Projects that have open lines of communication with national DEI staff and hold regular meetings with their TA Liaison create a stronger state work plan. This practice enhances continuity while also driving creativity among the state DEI team.
The DEI Benchmarks and Outcome Indicators tool proved a useful guide for project activities that result in improved WIA and Ticket outcomes for job seekers with disabilities. Over year two, the national training provider will be able to begin starting to create benchmarks and outcome indicators on how to increase participation of individuals with disabilities in Career Pathways. 13

14. DEI Lessons-Learned continued
All systems change starts with the demand created by the needs of actual customers. DRCs are most successful when they have first increased the number of customers with disabilities seeking WIA core, intensive and training services.
The flexibility of DEI Funds helped many projects facilitate access to WIA Intensive and Training services. The DEI Training Funds prioritized serving ticket holders (but did not limit these funds to ticketholders). Additionally, these funds were tied to the promotion of the IRT approach and serving individuals with more significant challenges to employment. The use of these funds, along with guidance and support from the DRC, provided a powerful model to WIA on how to achieve outcomes for job seekers with disabilities.
All systems change starts with the demand created by the needs of actual customers. DRCs are most successful when they have first increased the number of customers with disabilities seeking WIA core, intensive and training services.
On a related note: It is important for the local DEI pilot sites to map their AJCs customer flow and identify opportunities and areas to improve through the use of the DRC position and DEI intervention strategies and how/where Ticket falls into the customer flow.
Through a concept piloted in the Round 1 NY DEI project with targeted technical assistance from the NDI technical assistance team, we learned that the flexibility of DEI Funds helped many projects facilitate access to WIA Intensive and Training services.
The DEI Training Funds prioritized serving ticket holders (but did not limit these funds to ticketholders). Additionally, these funds were tied to the promotion of the IRT approach and serving individuals with more significant challenges to employment.
The use of these funds, along with guidance and support from the DRC, provided a powerful model to WIA on how to achieve outcomes for job seekers with disabilities.
This concept has also been utilized by a number of other projects, including Round 4 NY. 14

15. DEI Lessons-Learned continued
ENs that invest in Benefits Planning training are more successful, including those who invested in having the DRC have this skill set or a plan with certified work incentive specialists outside of the AJC.
There are benefits to co-enrolling Ticket Holders in WIA.
Sustainability can take many forms. Whether its sustainability of the DRC position, the DEI intervention strategies being integrated into the AJCs, etc… Sustainability can be at the state level or at the local level.
Ticket/EN funding is key for sustainability of DEI efforts and the EN operation needs to be a priority at the beginning of the grant in order to have it functioning during year 2 and 3 of the grant.
For those DEI Projects who required their DRCs to become certified work incentive counselors it proved extremely useful in achieving better Ticket outcomes, and in securing additional opportunity after the grant ended, for those DRC’s. Basically, ENs that invest in Benefits Planning training are more successful.
There are benefits to co-enrolling Ticket Holders in WIA.
Sustainability can take many forms. Whether its sustainability of the DRC position, the DEI intervention strategies being integrated into the AJCs, etc… Sustainability can be either at the state level (VA) or at the local level (NY).
There is a need for outcome based strategies that can be supported by data and result in sustainability
Ticket/EN funding for sustainability of DEI efforts (DRC position, DEI intervention strategies)
The EN operation needs to be a priority at the beginning of the grant in order to have the EN functioning before year 2 and 3 of the grant. 15

16. What are we doing now?

17. Differences between Round 5 and previous Rounds of DEI
Introducing Career Pathways component which represents DOL policy direction and is aligned with the passage of WIOA in July 2014.
Stronger partnerships to implement job-driven strategies with other federal, state and local partners in Education, Health and Human Services, Vocational Rehabilitation, Community Colleges and Universities, Business and Industry
Major focus on job-driven strategies that emphasizes work experience, on-the-job training, apprenticeship and integration of work with learning
3 populations: Adult, Youth, and Individuals with Significant Disabilities
Ticket/Workforce EN component requires either the state or one of the participating LWIBs to be a Workforce EN or agree to apply within 60 days
Elimination of random assignment that now allows for grantee selection of DEI workforce investment areas
What is Round 5 going to be focusing on and/or how is it different from previous Rounds
Round 5 is building upon everything done under Rounds 1-4 and also goes beyond and is in many ways like starting as a Round 1 due to a number of key changes in the SGA
Introducing the Career Pathways component which represents the policy direction of the Department of Labor, and is aligned with the passage of Workforce Innovations and Opportunity Act (WIOA) in July 2014.
Stronger partnerships to implement job-driven strategies with [other federal,] state and local partners in Education, Health and Human Services, Vocational Rehabilitation, Community Colleges and Universities, Business and Industry
Major focus on job-driven strategies that emphasizes work experience, on-the-job training, apprenticeship and integration of work with learning
3 targeted populations (Adult, Youth, and Individuals with Significant Disabilities – although the 3rd population wasn’t chosen as the sole focus for any one project)
The Ticket/Workforce EN piece has been modified to require either the state has to be a Workforce EN or one of the participating LWIBs must be an EN or agree to apply within 60 days.
Elimination of random assignment evaluation component that now allows for grantee selection of DEI workforce investment areas 17

18. Round V DEI Goals
Round V DEI goals use the services of the AJCs, in partnerships with educational institutions, businesses, and other resources, to achieve the following individual, program, and system level goals:
Improve employment outcomes of youth and adults with disabilities and maximize their economic self-sufficiency through existing career pathways approaches implemented in the public workforce system;
Build on available core, intensive, and training services provided in the AJCs and existing successful career pathways programs to add flexible and innovative strategies that increase the participation of individuals with disabilities in these programs; and
Create systemic change by expanding the capacity of the public workforce system to increase the participation of individuals with disabilities in existing career pathways programs, including the necessary partnerships, policies, and practices to sustain this capacity, and replicate these strategies throughout the public workforce system.
Round V DEI goals use the services of the AJCs, in partnerships with educational institutions, businesses, and other resources, to achieve the following individual, program, and system level goals:
Improve employment outcomes of youth and adults with disabilities and maximize their economic self-sufficiency through existing career pathways approaches implemented in the public workforce system;
Build on available core, intensive, and training services provided in the AJCs and existing successful career pathways programs to add flexible and innovative strategies that increase the participation of individuals with disabilities in these programs; and
Create systemic change by expanding the capacity of the public workforce system to increase the participation of individuals with disabilities in existing career pathways programs, including the necessary partnerships, policies, and practices to sustain this capacity, and replicate these strategies throughout the public workforce system. 18

19. DEI Round V Objectives The Objectives of the Round V DEI are to:
Improve the employment outcomes of individuals with disabilities
Provide more and diversified job-driven training opportunities
Increase the number of individuals with disabilities who earn credentials
Facilitate academic and employment transitions
Incorporate flexible approaches to designing and providing training
Test customized employment services strategies within the public workforce system
Build effective community partnerships and collaborations
Promote more active engagement with the business sector
Promote and document the effective blending and braiding of resources
Create systemic change by establishing partnerships, processes, policies, etc…
Strengthen the connection between the AJCs and Vocational Rehabilitation (VR)
There are eleven objectives that DOL feels is key to meet the goals:
Improve the employment outcomes of individuals with disabilities, including those with significant disabilities, who are unemployed, underemployed, or receiving Social Security disability benefits by refining and expanding services available through the AJCs to connect them to existing successful career pathways programs;
Provide more and diversified job-driven training opportunities for individuals with disabilities, including work-based training approaches such as on-the-job training, summer youth employment, Registered Apprenticeships, internships, and other paid work experience;
Increase the number of individuals with disabilities who earn credentials, including high school diplomas, industry-recognized certificates, and two-and four-year degrees, that enable them to compete for employment along a career pathway in high-demand and emerging occupations;
Facilitate academic and employment transitions, including among those who may have low literacy and skills proficiency or other challenges to employment;
Incorporate flexible approaches to designing and providing training, supportive services, and innovative workplace strategies that fit the schedule, learning styles, and life circumstances of all participants, including individuals with disabilities;
Test customized employment services strategies within the public workforce system to help jobseekers with significant disabilities participate in career pathways programs;
Build effective community partnerships and collaborations across multiple service delivery systems that leverage public and private resources to improve services to individuals with disabilities;
Promote more active engagement with the business sector to identify the skills and support workers with disabilities need and to better communicate these skills to the workforce system and its partners, education and training providers, job seekers, and state decision-makers;
Promote and document the effective blending and braiding of resources and cost-sharing across systems to increase and improve services to individuals with disabilities;
Create systemic change by establishing partnerships, processes, policies, and programs that better connect education, training, workforce, and supportive services to improve employment outcomes of individuals with disabilities in existing career pathways programs; and
Strengthen the connection between the AJCs and Vocational Rehabilitation (VR) State Grants through co-location, joint training, and other partnership activities. 19

20. DEI Round V Outcomes
Outcomes and Outputs for the Round V DEI are as follows:
Quantifiable measures for evaluating project success, including, but not limited to:
Number and percentage who enter training in career pathways programs;
Number and percentage who complete training in career pathways programs;
Number and percentage who attain credentials and the types of credentials;
Outcomes on the Common Performance Measures (i.e. entered employment rate, employment retention rate, and average six months earnings).
Achievable set of anticipated outcomes for Social Security disability beneficiaries, including an increased:
Number of State and local WIBs becoming Employment Networks;
Number of Tickets assigned;
Amount of Ticket revenue; and
Number of Social Security disability beneficiaries participating in career pathways programs.
As part of the DEI, grantees are responsible for clearly identifying the expected output(s) and outcome(s) of the project, the likelihood of their achievement, and the anticipated benefits to the identified participants or beneficiaries.
Outcomes should be quantifiable and measurable.
Outputs are interim results of the project. Examples of outputs include the number of training sessions held or the number of service units provided.
Grantees are expected to identify specific changes that will lead to increased participation of individuals with disabilities in existing career pathways systems through systemic change (such as state or organizational policies, partnerships, or agreements) and through changes in career pathways programs (such as modified curriculum, assistive technology, flexible scheduling, and alternative assessments). 20

21. What are we hoping to achieve?

22. What are we hoping to achieve: Round 5
Improving employment outcomes for people with disabilities by increasing their participation in existing career pathways systems and programs.
Full access to Career Pathways at any door which they choose to enter, but specifically, increased access and participation through AJC programs (WIA/WIOA).
Pioneering promising practices that can be used under WIOA both for people with disabilities and for other populations with multiple challenges to employment.
Round 5 Projects will be leading the way by improving employment outcomes for people with disabilities by increasing their participation in existing career pathways systems and programs.
Full access to Career Pathways at any door which they choose to enter, but specifically, increased access and participation through AJC programs (WIA/WIOA).
Pioneering promising practices for people with disabilities that can be used under WIOA both for people with disabilities and for other populations. For example: partnerships & collaboration (working with VR), integrated assessment and case management, outcomes/performance measures, emphasis on integrated, competitive employment leading to economic self-sufficiency, accessibility. measures.   22

23. What are we hoping to achieve: Round 5 continued.
EN activity will be operational (Tickets assigned and first payment received) by end of DEI grant year 1.
Collaborating with community colleges and other educational institutions on integration or enhancement of accommodations, assistive technologies, and certification components that address the diversity of disability needs and expands career and employment options.
The EN activity as prescribed by the state DEI for locations will be operational (Tickets assigned and first payment received) by end of DEI grant year 1. The ENs should take advantage of all of the DEI EN products, tools, and archived training.
Collaborating with community colleges and other educational institutions on integration or enhancement of accommodations, assistive technologies, and certification components that address the diversity of disability needs and expands career and employment options 23

24. What are we hoping to achieve: Round 5 continued.
Improving long-term income potential and economic self-sufficiency for youth and adults with disabilities through access to education, work experience, apprenticeship, or on-the-job training in sectors of regional and national economic growth. 
Facilitating and enhancing service delivery integration and coordination across vocational rehabilitation, education, and adult literacy program systems.
The national and regional DEI offices and the NDI-DEI technical assistance team will be providing support but will be LEARNING from Round 5 who will be paving the way under this new focus.
Improving long-term income potential and economic self-sufficiency for youth and adults with disabilities through access to education, work experience, apprenticeship, or on-the-job training in sectors of regional and national economic growth. 
Facilitating and enhancing service delivery integration and coordination across vocational rehabilitation, education, and adult literacy program systems
The national and regional DEI offices and the NDI-DEI technical assistance team will be providing support but will be LEARNING from Round 5 who will be paving the way under this new focus. 24

25. DEI Roles and Responsibilities

26. Defining DEI National Roles
National DEI Program Office
ETA
ODEP
ETA Federal Project Officers
Contractors
NDI Team
DEI Evaluation Team
The national DEI Program Office first and foremost develops and issues the Solicitation of Grant Application, determines funding allocations, issues annual grant planning instructions and grant awards and modifications involving changes in statement of work or funding levels; and establishes performance measures associated with the Government Performance and Results Act. It also provides guidance and technical assistance to the public workforce system.
FPOs are located in the ETA Regional offices and serve as the Grant Officer’s technical representative to the DEI cooperative agreement.
ETA is jointly funding and administrating the DEI in collaboration with the Office of Disability Employment Policy.
The NDI team is the DEI training and technical assistance provider under contract with ETA. The NDI team provides technical assistance to grantees on the execution of the DRC position role and responsibilities. They also conduct site visits, upon request, for technical assistance purposes in coordination with ETA’s FPO and other federal staff, as appropriate. The NDI team works in coordination with the national DEI Program Office to develop and present trainings and resource materials targeted to grantees, local level project staff, and the public workforce system and its partners.
The national DEI Program Office provides policy clarification, program technical assistance, and guidance to Grantees, FPOs and the NDI team in support of the DEI. The national DEI Program Office works very closely with both the FPOs and the NDI team in the development of technical assistance and program requirements, and conducts extensive coordination across other ETA and ODEP offices and programs, and other Federal agencies. In addition, it closely coordinates with the DEI Evaluation Team. 26

27. Additional Resources http://disability.workforce3one.org
DEI Technical Assistance Project (
For grant implementation tools and ongoing support for state-level project staff, go to the State Leads resources page (requires you to be logged in):
For resources, tools and information on Career Pathways programs and systems, go to the Career Pathways resources page (Note development of this section is in process and will require you to be logged in):
Disability and Employment Community of Practice provides disability and employment resources for the public workforce system
ODEP

28. Contact Information
Name Randee Chafkin, National DEI Program Office
Title Senior Program Specialist for Disability Programs
Phone:
Name Laura Gleneck, DEI Technical Assistance Team
Title Program Manager
Phone: