Agency Strategic Plan

12/18/2007 2:20 pm

Department of Rehabilitative Services (262)

Mission and Vision

Mission Statement

The Virginia Department of Rehabilitative Services (DRS), in partnership with people with disabilities and their families, collaborates with the public and private sectors to provide and advocate for the highest quality services that empower individuals with disabilities to maximize their employment, independence and full inclusion into society.

Vision Statement

We envision a Virginia where all people with disabilities may reach their goal of independence, employment and full inclusion in society. DRS is committed to dedicating all of its resources to realize this vision for Virginians with disabilities.

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Agency Values

Creativity, collaboration and teamwork

Creative problem solving, collaboration, and teamwork in recognizing and responding to customer needs.
Customer focus

Customer, partner, and employee input to continually improve processes, services, and results.
Accessibility and advocacy

Accessibility, awareness of the needs of people with disabilities, and advocacy for resources to meet those needs.
Fairness, respect and responsiveness

Fairness, respect, and responsiveness in our actions and communications.
Staff recognition

Recognizing and rewarding excellence and innovation, and the continuous development of all staff.
High quality and fiscally responsible services

Providing the highest quality services, while maintaining fiscal responsibility.
Work environment

A secure work environment, employee health and wellness, and diversity in our workforce.
Employee, customer and partner integrity

Honesty, integrity, and ethical behavior.

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Executive Progress Report

Service Performance and Productivity

Summary of current service performance

The vocational rehabilitation program (VR) has performance measures at both the Federal and State level. For the Federal level, the Rehabilitation Services Administration has established Standards and Indicators by which the program is evaluated; there are two standards with six indicators. In Federal Fiscal Year 2006, DRS met the requirements of the Standards and Indicators and it is anticipated that this trend will continue for Federal Fiscal Year 2007. A key measure at the Federal and State level is the percentage of VR consumers who achieve their employment goals and work satisfactorily for at least 90 days upon completion of their programs. In Federal Fiscal Year 2006, DRS achieved a rate of 56.7% on this measure, which surpassed the 55.8% federally required target; the projected rate for Federal Fiscal Year 2007 is 59.4%. For State Fiscal Year 2007, DRS had a 60.8% rate on this measure, which surpassed the State year target by 2.8%. In addition, in Federal Fiscal Year 2006, DRS surpassed its $9.02 target for the hourly average wage of VR consumers employed at the time of case closure and its 82% VR consumer satisfaction rate target.

The DDS federal performance indicators measure the effectiveness and efficiency of the program and are established by the Social Security Administration. These measures include the mean processing time for claims from receipt to closure and the accuracy of final decisions. In Federal Fiscal Year 2006, the total mean processing time for all disability claims was about 80 days. There should be a slight decrease to 75.6 days for Federal Fiscal Year 2007. The accuracy rate in Federal Fiscal Year 2006 was 97.0%. For Fiscal Year 2007, the accuracy rate should rise to 97.4%.

Programs in the Community Rehabilitation Program either provide direct services to consumers with significant disabilities or manage grants to other entities in the Commonwealth that provide direct services. Direct consumer services are provided by Brain Injury and Spinal Cord Injury, Community Rehabilitation Case Management, Independent Living, and Personal Assistance Services and through the Consumer Service Fund and Rehabilitation Services Incentive Fund. In State Fiscal Year 2007, 38,692 consumers received direct services. The Community Rehabilitation Program also administered 49 grants through the Commonwealth Neurotrauma Initiative, the Rehabilitation Services Incentive Fund, and the Independent Living Program.

DRS' administrative support services are judged by the Governor's Management Scorecard. The scorecard has 18 objectives in five areas: human resources, financial management and budget reform, government procurement, technology and performance management. Each area has five scores: Meets Expectations, Progress Towards Expectations, and Below Expectations. By the fourth quarter of State Fiscal Year 2007, DRS achieved a score of "Meets Expectations" for four of the areas and a "Progress Toward Expectations" rating on one (government procurement).
Summary of current productivity

During Federal Fiscal Year 2006, the VR program served 23,716 consumers; it is projected that 24,000 consumers will be served in Federal Fiscal Year 2007. This increase is occurring even though DRS remains in an order of selection. Order of selection occurs when the agency does not have sufficient resources to serve all eligible individuals. In this event, the most significantly disabled consumers must be served first, while others are placed on a waiting list for services. In spite of order of selection, the DRS' VR program remains strong with 3,921 consumers achieving employment and 90.8% competitively employed, earning at or above Virginia's minimum wage in Federal Fiscal Year 2006. For Federal Fiscal Year 2007, it is projected that 4,129 consumers will achieve employment with 99% competitively employed. In addition, in 2007, 3091 consumers were served in the long term support programs that complement the VR program by providing services to help individuals maintain their employment after their vocational rehabilitation case has been closed. DRS also will provide assistance to about 7,500 Virginia employers by providing them with qualified job applicants, disability awareness training, and consultation on workplace accommodations for people with disabilities.

In Federal Fiscal Year 2006, the Social Security Disability Determination Program served 70,036 Virginians with disabilities seeking disability benefits through the federal Social Security Administration. For Federal Fiscal Year 2007, the number served should be 70,683. The projected number of applicants served during Federal Fiscal Year 2007 is approximately 72,000, which is an increase of 2.7% over the previous year. Because of the nature of the work performed by DDS, there is a high level of consumer interest in the status of their claims applications. DDS remains committed to responding to their concerns in an effective and efficient manner. In 2007, 72 constituent concerns were addressed and all were handled within a 24 hour timeframe.

The productivity of the array of programs and services in the Community Rehabilitation Program can best be exhibited through a historical perspective on the evolution of these programs and services. The expansion of Community Rehabilitation Programs began in the mid-1980s with the establishment of the Virginia Central Registry for Brain Injury and Spinal Cord Injuries and the Virginia Brain Injury Council. In addition, DRS added Brain Injury and Spinal Cord Injury Services (BI/SCIS) as a separate unit in 1992. In 2006, the registry served over 19,000 Virginians with recent brain and/or spinal cord injuries and the BI/SCIS unit managed nearly $3.4 million in agency contracts to local entities.

In 1984, the Independent Living (IL) Program began receiving state general funds in the amount of $150,000; previously the IL program had been totally federally funded. The IL Program now has 16 Centers for Independent Living and four Satellite Centers across the Commonwealth, serving approximately 8000 consumers with $4.7 million in state general funds.

Beginning in 1991 with a $250,000 funding appropriation, the Community Rehabilitation Case Management Services (CRCMS) Program (previously known as the Long Term Rehabilitation Case Management Program) provides intensive, specialized case management services for people with severe neurological and other disabilities. From 1992 to 2002, funding increased to $504,500. However, there was a $147,000 budget reduction in 2003 and 2004. The program currently serves 683 consumers.

In the mid-1990s, the Brain Injury Direct Services (BIDS) Fund was created as a pilot program with $200,000 in State funds. Funding was reduced in 2003, but 75% of the reduction was restored, putting the fund at its current level of $191,250. The BIDS serves as a funding source for specialized consumer services/goods, as well as other discretionary uses such as State match for the Federal TBI Act grant and partial funding of the Virginia Central Registry. Also during the mid-1990s, the Consumer Service Fund was established to assist people with disabilities to purchase vehicle or home modifications, assistive technology, prosthetic devices and other needed equipment or services. In State Fiscal Year 2007, the CSF provided support to 102 individuals with about $154,000.

The Commonwealth Neurotrauma Initiative Trust Fund, a non-reverting state fund that receives fees paid by specific traffic offenders to have their drivers licenses reinstated following revocation, was established in 1997 and initially received a private donation of $25.00 in 1998. In 2007, the fund provided 13 active community based and research grants totaling $1.75 million.

Finally, in 1994, Virginia saw the development of the Disability Services Boards (DSB). The DSBs are a partnership of consumers, local government and businesses working to assess local needs, increase access, and develop consumer oriented, community based services for persons with physical and sensory disabilities. The DSB program began with $100,000 and now stands at $520,000 for 40 local DSBs. In 1996, the Rehabilitation Services Incentive Fund (RSIF) was begun with $500,000. This fund provides grant funding to public or private organizations, profit and nonprofit, to address unmet needs and develop community programs for people with physical or sensory disabilities. From 1997 to 2003, funding increased to $912,500. However, in 2004 funding was reduced by $700,000. In 2007, $180,866 in funding provided 13 grant awards.

Even with the great strides that Virginia has made in expanding and improving community based programs for Virginians with sensory and physical disabilities, there are still unmet needs and underserved areas. The Community Rehabilitation Programs funding never completely recovered from the budget reductions of 2003-2004, while the need for services has continued to grow.

DRS' Administrative Operations continues to provide administrative support and technical assistance to the Disability Services Agencies. This unique and cost efficient arrangement allows DRS, through memoranda of understanding, to provide fiscal, information systems, logistical, human resources, and audit services to the Department for the Blind and Vision Impaired, the Virginia Rehabilitation Center for the Blind and Vision Impaired, the Department for the Deaf and Hard of Hearing, the Virginia Board for People with Disabilities, and the Woodrow Wilson Rehabilitation Center.

Initiatives, Rankings and Customer Trends

Summary of Major Initiatives and Related Progress

For many Virginians with disabilities, their major impediments to employment and independence are: accessible and affordable transportation (particularly in rural areas); accessible and affordable housing; the possibility that their earnings may put them above the threshold for Medicaid benefits, resulting in the loss of health insurance; and access to affordable assistive technology. In the coming years, DRS will continue to try to help address these issues by:
- Continuing as a partner with the Department of Medical Assistance Services, other state agencies, advocacy groups and stakeholders to advocate for and secure a Medicaid Buy In program in Virginia.
- Establishing regional assistive technology device recycling programs and four regional equipment demonstration/loaner programs in the Commonwealth.
- Continuing to participate on the Virginia Interagency Transportation Council, an interagency workgroup composed of representatives of agencies that provide transportation to people who are aged, disadvantaged or have disabilities. The Council, convened by the Department of Rail and Public Transportation, will assist in the development of Virginia's Action Plan for Coordinating Human Service Transportation.
- Continuing to participate with other State agencies and stakeholders in the implementation of the other initiatives of Virginian's Olmstead Plan.
DRS will continue to foster and expand partnerships with other state agencies and stakeholders to enhance collaborative efforts to effectively serve Virginian's with disabilities.

Implementation of order of selection in the VR program has disadvantaged many consumers needing VR services to become gainfully employed. This coming year, DRS will only have sufficient resources to serve the most significantly disabled and will not be able to address the waiting list of those needing services.

DRS will continue to position the VR program to respond to the growing number of students who will be seeking VR services to effectively transition from school to work. This will require developing a teamwork approach to service provision that includes the involvement of the student, family members, school personnel and VR staff.

In 2007-2008, DRS will implement a new integrated case management system. It will replace the current VR case management program, which is grossly outdated and inefficient. This new web based system is currently being utilized in many other states. This new system will bring enhanced efficiency to these programs. In addition, DRS is developing requirements for a new integrated financial system to replace the 20 year old legacy system. Social Security Disability Determination will continue to implement the Social Security Administration's electronic case processing system (eDIB) which will allow DDS to more quickly and efficiently adjudicate disability claims in an electronic environment.

DRS will continue to expand opportunities for "mobile workers" and the co-location of VR staff with other WIA agencies. Over the past few years, many VR counselors began spending much of their work time in the public schools, in One-Stop Career Centers, and other locations to effectively work with consumers. As more employees move to this "virtual office" arrangement, DRS will experience cost reductions in building leases and other overhead expenses related to office space.

DRS will closely examine the recommendations from the JLARC draft report on “Access to State-Funded Brain Injury Services in Virginia” and look for means to address these recommendations.
Summary of Virginia's Ranking

In Federal Fiscal Year 2006, the number of employment outcomes for DRS’ VR program was higher than 69% of the other comparable state programs. DRS also had one of the highest rates for the percentage of consumers who are significantly disabled.

While there is still much to be done to address the unmet needs of Virginians with disabilities, Virginia distinguishes itself by being:
- One of the few states in the nation that provide long term follow along funds to VR consumers to help them maintain their employment after their VR program has ended.
- The only state to provide funding specifically for personal assistance services for people with brain injury, funding for five clubhouse programs for people with brain injury, and a trust fund for the establishment of a new clubhouse program in 2006. With 15 brain injury clubhouses nationally, this makes Virginia the state with the highest number of clubhouses in the country.
- The only state to offer a Community Support Services Training Program (e.g. life skills training) for individuals and organizations interested in becoming providers of these services for people with brain injury.
- The only state that has a designated, discretionary fund for people with brain injury, which allows DRS to provide specialized goods and services to individuals who have significant rehabilitation needs and/or who have no other source of funding available to them.
- One of the few states that has a state-funded trust fund which supports neurotrauma research, and the only trust fund in the country that supports the development of innovative, model rehabilitative programs serving people with brain injury and spinal cord injury.
For many years the Social Security Administration ranked DDS' across the nation according to four criteria which included mean processing time, productivity, accuracy rate and cost per case. During the time that those rankings were used, the Virginia DDS was ranked in the Top 5 four times within the past ten years. The Virginia DDS was ranked first on two separate occasions. The Social Security Administration stopped providing the statewide rankings in 2002 and the Virginia DDS has no way of determining its national ranking at this time. The Virginia DDS continues to strive for high accuracy ratings as it did in 2001 when it received top honors for the nation.
Summary of Customer Trends and Coverage

Not all Virginians with disabilities can potentially be served through DRS' programs as some of the programs are "eligibility based" (i.e. VR, PAS, CSF, IL) and all of the programs are limited in their ability to provide services to everyone who desires them due to existing resources, either fiscal or personnel. The trend will continue that there will be more Virginians with disabilities needing services than DRS can effectively provide without more funding.

While DRS does not provide any programs specifically designed to serve senior citizens, the DRS programs utilized by senior citizens (age 65 or older) include VR, Long Term Case Management, and Personal Assistance Services. VR, LTRCM and PAS each have a waiting list for services, but given the few number of senior citizens served by these programs, it is unlikely that the waiting lists contain few if any senior citizens.

Future Direction and Impediments

Summary of Future Direction and Expectations

With an ever increasing demand for services, DRS will continue to be asked to provide more services than its resources allow. This will require DRS to expand partnerships with other state agencies and institutions of higher education to provide the programs and services needed by Virginians with disabilities and to continue to advocate for additional resources and seek out alternative funding sources.

In order to address the needs of people with disabilities who are ready and able to transition from nursing homes to community living, DRS will continue to participate in the implementation of Virginia's Olmstead Plan by partnering with other state agencies and community based organizations to provide leadership in the implementation of the Olmstead Workgroup recommendations. Opportunities to participate in grant development to enhance community service options will be used to improve community based service options and collaboration. Multiple state agencies have agreed to contribute to the cost of customization of WORKWORLD software making it a more effective decision making resource for Virginians on SSI and SSDI who want to work. In addition, DRS will be partnering with other agencies to develop a cadre of Social Security Administration work incentive experts who will work with consumers to develop Plans to Achieve Self Sufficiency, employment related work experiences and increase the use of 1619(b) incentives.

DRS will continue to work on implementation of its Employee Workforce Development Plan in order to ensure a qualified workforce to provide services to our consumers. Initiatives will include: expansion of the agency's program to attract student interns from colleges and universities; expansion of the Career Center development to promote career interest to students, applicants and current employees; processes to hire retirees as wage employees to provide training and mentorship to new employees and current employees performing new functions; expanded use of "mobile workers", alternate work schedules and flexible work hours; new compensation strategies including the development of career ladders; and training to develop enhanced supervisory skills and DRS' leaders of the future.

DRS will continue to seek out viable opportunities for DRS staff to share office space or co-locate with other WIA agencies as an efficiency measure and to provide services to consumers at one centralized location.

DRS will continue with its implementation of new database management systems. This implementation process will be costly in staff time and financial resources, but the payoff will be great in our ability to operate more efficiently and to better manage our data.

DRS will aggressively seek out and try to secure state, federal and private grant funds that will supplement existing state and federal funds to expand our service provision and meet programmatic needs that cannot be addressed with current funding levels.

DRS will continue to work as a partner in Virginia's Workforce Development System to ensure that the One-Stop service delivery system is physically and programmatically accessible to people with disabilities and to ensure a dedicated federal funding stream for VR services.
Summary of Potential Impediments to Achievement

Like many other state agencies, DRS is facing the need to replace a significant proportion of its workforce in the next five years, mainly due to retirements. The change in the workforce will result in a significant loss of institutional knowledge that helps DRS provide exceptional services to Virginians with disabilities. Difficulty in recruiting qualified employees, particularly in rural areas, results in long periods of staff vacancies. These staff vacancies cause interruptions in the provision of services. DRS will use creative means to continue to hire qualified employees, but these means could lead to higher administrative costs in ensuring an adequate transition between retirees and the hiring of new replacements and the cost of higher salaries to attract new qualified workers.

Employment and independence for Virginians with disabilities is affected by the lack of accessible and affordable transportation services and housing, the need for affordable assistive technology devices, and work disincentives in the Social Security System. These are major issues that will require the collaboration and cooperation among many state agencies and advocacy groups to address.

The centralizing of state government activities for office space leases, information technology services and enterprise applications will effect DRS' administrative operations. DRS maintains low-cost and efficient systems that serve all of the Disability Services Agencies. While DRS may benefit financially in the long run from this centralization effort, the centralized systems programs will continue to cause temporary disruption and potential loss of efficiency to respond to the needs and requirements of the new centralized programs.

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Service Area List

Service Number	Title
262 454 04	Vocational Rehabilitation Services
262 454 06	Community Rehabilitation Programs
262 461 02	Social Security Disability Determination
262 499 00	Administrative and Support Services

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Agency Background Information

Statutory Authority

DRS' statutory authority is found at Title 51.5 of the Code of Virginia.

Chapter 2 contains pertinent definitions and establishes the State Rehabilitation Council with its delineated duties.

Chapter 3 provides for the establishment of the agency, designates the agency, along with the Department for the Blind and Vision Impaired, as the state agency responsible for carrying out the provisions and purposes of the federal Rehabilitation Act; designates the agency as the body to coordinate rehabilitative services to persons with functional and central nervous system disabilities; establishes the Long-Term Rehabilitative Case Management System and the eligibility criteria for this program; authorizes the agency to accept gifts and donations; allows the agency to retain title to nonexpendable equipment purchased for individuals with disabilities until the equipment is fully depreciated; establishes the spinal cord and brain injury registries; establishes the authority of the agency regarding the prevention or elimination of environmental barriers and requires the agency to establish and maintain the central registry for brain and spinal cord injuries.

Chapter 3.1 creates the Commonwealth Neurotrauma Initiative Trust Fund and Advisory Board and authorizes the agency to administer the fund.

Chapter 4 establishes the authority of the Commissioner, including the authority to operate and maintain the Woodrow Wilson Rehabilitation Center; establishes requirements for the agency to collaborate with the Department of Mental Health, Mental Retardation and Substance Abuse Services in activities related to licensing providers of services under the Individual and Families Developmental Disabilities Support Waiver, and authorizes the Commissioner to promulgate regulations for human research that is conducted or authorized by the agency, any sheltered workshop, or independent living center, or the Woodrow Wilson Rehabilitation Center.

Chapter 5 establishes the requirements regarding the administration of the vocational rehabilitation program.

Chapter 6 authorizes the agency to make grants and enter into contracts for local independent living services, independent living centers, personal care assistance and to assist employers in hiring, training and providing other services to persons with severe disabilities and provides criteria for such grants and contracts. This chapter also creates the Statewide Independent Living Council.

Chapter 10 establishes the requirements for the Disability Services Boards, the Disability Services Council, and the Rehabilitation Services Incentives Grants and the responsibility of the agency in administering the funds for the Disability Services Boards, providing guidance and technical assistance to these boards, serving on the DSC, and distributing guidelines to the local boards for their local reports and distributing RSIF grant application guidelines.

There also is federal statutory authority regarding the programs and services of the agency.

Title IV of the Workforce Investment Act of 1998 (Public Law 105220) is the Rehabilitation Act of 1973, as amended. Title I of the Rehabilitation Act establishes the Vocational Rehabilitation program, Title VI Part B establishes the Supported Employment Services for Individuals with the Most Significant Disabilities, and Title VII establishes Independent Living Services and Centers for Independent Living.

The Ticket to Work and Work Incentives Improvement Act of 1999 (Public Law 106107) provides Social Security beneficiaries with disabilities expanded options for access to employment services, vocational rehabilitation services, or other support services. Providers of those services are paid for the services after the beneficiaries achieve certain levels of work.

The Assistive Technology Act of 1998, as amended (P.L. 108364) supports State efforts to improve the provision of assistive technology by providing states with financial assistance to implement programs designed to meet the assistive technology needs of individuals with disabilities.

For the purposes of Title II (42 U.S.C. 421) and Title XVI (42 U.S.C. 1382) claims, the Code of Federal Regulations enumerates the responsibilities of the Social Security Administration and the agency within state government which performs the disability determination function. Code of Federal Regulations 404.1503 and 404.1603 for Title II recipients indicates that the states will make a determination of disability or blindness for the Social Security Administration Commissioner for persons living in each individual state. These rulings outline how the state will conduct its reviews based on the disabling condition of each individual and their insured status from previous work experience. Code of Federal Regulations 416.903 for Title XVI recipients indicates that the states will make a determination of disability or blindness for the Social Security Administration Commissioner for person living in each individual state. These rulings outline how the state will conduct its reviews based on the adult or child's disabling condition.

Customers

Customer Group	Customers served annually	Potential customers annually
Community Rehabilitation Program Consumers	38,721	38,747
General and Support Services Consumers	1,678	1,678
Social Security Determination Consumers	82,117	83,702
Vocational Rehabilitation Program Consumers	34,591	34,825

Anticipated Changes To Agency Customer Base

Overall:

Returning veterans with disabilities may impose additional demand on DRS’ programs. However, the number of returning veterans who may try to access these services is unknown at this time.

The “Money Follows the Person” demonstration program administered through the Virginia Department of Medical Assistance Services (DMAS) is a $1.75 billion federal initiative designed to help states rebalance their long term care systems by shifting funding and services from institutions to the community, where it is usually less expensive to serve individuals. The impact of this effort on DRS’ Community Rehabilitation and VR services could result in a greater demand for specialized services including: case management, personal assistance services, assistive technology, therapeutic services and vocational training. As individuals transition from once institutionalized settings to community living the need for on-going, intense supports is inevitable.

Vocational Rehabilitation Consumers:

Due to a projected budget shortfall, on April 1, 2007, DRS began providing services only to individuals with the most significant disabilities and those other individuals who already were receiving services prior to April 1 under its order of selection. As of August 31, 2007, the waiting list for individuals seeking services was 462. In spite of order of selection, the number of consumers continues to grow. In Federal Fiscal Year 2006, 23,716 consumers were served. It is projected that the number served will be 24,000 for Federal Fiscal Year 2007 and beyond. While the 2007 General Assembly appropriated an additional $500,000 for the VR program to address order of selection, this appropriation is still not sufficient to address the VR program’s projected budget shortfall. Accordingly it is anticipated that DRS will remain in order of selection for the next biennium and most likely will only be able to serve consumers who are most significantly disabled.

DRS continues to serve a large number students (age 14 to 22) seeking VR services to enable them to transition from secondary school to work. In Fiscal Year 2006, 38% of the VR consumers who received services were students in transition. During that same fiscal year, 28% of all VR consumers who achieved an employment outcome were transition students. Based on the U.S. Census population projections, the civilian non-institutionalized population 5 to 20 years of age is expected to increase 9.4% between 2005 and 2015. In this time period, approximately 8.1% of 5 to 20 year olds will be students with disabilities. Therefore, the numbers of students needing transition services will continue to increase, requiring more dedicated resources to this population.

Due to a number of outreach activities and systems change initiatives, it is expected that the VR program will experience a significant increase in referrals for adults and youth exiting Virginia’s correctional system.

With state funding, DRS is able to serve individuals with significant disabilities requiring follow along after they complete their VR program and are employed. These services are provided through the State’s 87 Employment Services Organizations. In State Fiscal Year 2007, 3091 consumers received follow along services with an expenditure of $8.6 million. With the increase of $763,500 that was provided in the Governor's Budget for FY 2007-2008, it is projected that DRS will be able to serve 494 additional consumers. However, the follow along services appropriation is still not sufficient to address the need.

Virginia businesses need qualified workers. DRS serves these employers by providing qualified job candidates, helping businesses build workforce diversity programs, identifying reasonable accommodations for prospective or existing employees with disabilities or improve workplace accessibility, and conducting corporate disability awareness training that includes information on the various tax incentives for employers who hire and/or accommodate people with disabilities in their workplace.

DRS continues to address the communication needs of customers by having counselors who specialize in deaf caseloads and other employees who can communicate in sign language. In addition, sign language and foreign language interpreters are contracted as needed for employees and customers in need of interpreting services and counselors use other resources, including assistive technology, to communicate with customers with special needs. All VR forms used by the public have been translated into Spanish and posted on the Internet for public use. DRS is working to develop an effective outreach plan to inform and educate individuals and their family members with Limited English Proficiency about our vocational rehabilitation program.

Social Security Disability Determination Consumers:

Initiatives are underway to affect a collaborative effort with the Veteran’s Administration Hospital to assure Iraqi War returnees receive all appropriate disability benefits. Methods of expedited delivery of services are currently being developed particularly with the Poly-Trauma Unit at the McGuire Veteran’s Administration Hospital. This is expected to increase the number of disability claims processed by the DDS.

Outreach programs are underway within the prison system to urge prisoners who have disabling medical conditions and are pending release from prison to apply for Medicaid benefits. Efforts are currently underway to develop a revision of the memorandum of understanding between DDS, SSA and the Virginia Department of Corrections to expedite delivery of these services. These initiatives are expected to increase the volume of incoming Medicaid and Title XVI claims.

Outreach programs are underway to assist in making Social Security Disability paperwork more readily available to homeless individuals and for third party advocacy groups to help assist them in their application process. Early experience showed a rise in the number of Title XIX and XVI disability claims and this is expected to continue as the initiative is implemented throughout the Commonwealth.

According to the SSA Commissioner, the Commonwealth of Virginia should expect to receive 4,500 additional Continuing Disability Review (CDR) claims in the next fiscal year due to an increase in workload for the Philadelphia Region. CDRs are case reviews that are conducted on individuals that are currently receiving Social Security disability benefits. Social Security Disability Determination conducts a medical review to ensure that the individual still remains disabled according to Social Security Guidelines.

The SSA Office of Disability Adjudication and Review (ODAR) has a substantial backlog of hearing decisions pending. Those claims with a high probability of decision reversal on the record are being remanded to the DDS for adjudication. This initiative is one of SSA’s highest priorities and is expected to continue in the foreseeable future. This will increase the volume of disability claims processed by the DDS.

Community Rehabilitation Program Consumers:

In Fiscal Year 2005, the General Assembly appropriated $825,000 to support a network of new and established brain injury services through Brain Injury Contracted Program Services; this amount increased to $1,075,000 in Fiscal Year 2006. The increase of $250,000 will provide services to an additional 547 customers. However, a $200,000 Federal Traumatic Brain Injury Act Grant Program administered by DRS ended in March, 2005. The services provided to approximately 4500 through this grant will no longer be available, resulting in a reduction of 4500 people served during Fiscal Year 2006 through this grant program. The Governor allocated $285,000 in the FY 2007-2008 budget to support brain injury services in Southwest Virginia, which is projected to support another 200 consumers.

The Long Term Rehabilitation Case Management (LTRCM) program has 213 individuals on the waiting list for services. With the receipt of $150,000 in additional funding and restoration of two positions in Fiscal Year 2006, the waiting list for those needing services is being addressed, resulting in services to an additional 225 consumers. However, since receipt of the additional funding and positions, referrals to the program have increased, indicating a pent-up demand for services. There will be a possible increase in the customer base of the Omnibus Budget Reconciliation Act (OBRA) program by 50 consumers based on the potential for new referrals as a result of increased outreach activities in conjunction with the Department of Mental Health Mental Retardation and Substance Abuse Services. Nursing Home Outreach initiatives by other entities such as the Centers for Independent Living will also likely increase referrals.

In 2003, there was a $700,000 reduction in funding for the Disability Services Boards (DSBs) and the Rehabilitative Services Incentive Grant Fund (RSIF). Currently, $180,000 provides services to 360 consumers through local grants awarded. If funding were restored, the DSBs would be able to restore their service provision to full potential by funding local grants designed to address unmet or underserved needs identified in the DSB needs assessments and develop community programs for people with physical and/or sensory disabilities.

There are sixteen Centers for Independent Living (CILs) and two Satellite Centers in the Commonwealth of Virginia. The national recommended minimum funding level for a CIL is $250,000 per year. Two of the existing CILS (Danville and the Eastern Shore) are currently funded below the recommended minimum national level. With increased funding, these Centers would be able to increase their catchment area and serve additional consumers. The four Satellite Centers are also funded below the national recommended standard that would be required to have them become a “free standing” CIL. New CILs serve an average of 150 individuals and provide up to 2000 hours of community outreach and education per year. Currently, the two oldest Satellite CILs (Petersburg and Christiansburg) are funded at approximately $70,000. The two newest Satellite CILs ( Loudon and the Middle Peninsula) are funded below $10,000.

With a budget of approximately $2.6 million, the Personal Assistance Services (PAS) program serves 186 consumers. Currently, fifty-four consumers are on the waiting list and it is anticipated that the number of consumers to be served will decrease to 140.

In 2007, the Consumer Service Fund awarded grants to 102 individuals. During Fiscal Year 2008, we anticipate awarding grants to 107 individuals based upon the dollar amount of the requests that we received during the first quarter of 2008.

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Partners

Partner	Description
Administrative State Agencies	Many additional state agencies which interpret the laws and regulations and develop the policies and procedures that the General and Support Services area operates under. These agencies also provide administrative oversight of the functions. The state agencies include, but are not limited to, the Departments of General Services, Planning and Budget, Accounts, Human Resource Management, and the Auditor of Public Accounts.
Advocacy Groups	There also are numerous advocacy groups, too many to mention in this plan, that work collaboratively with DRS to advocate for services for Virginians with disabilities and advise the agency on ways to improve its programs and services. There also are authorized claimant representatives which include patient advocacy groups and attorneys which advocate for Social Security claimants.
Assistive Technology Loan Fund Authority	The Assistive Technology Loan Fund Authority which, by memorandum of understanding, provides administrative support services for the administration of the Consumer Service Fund.
Boards and Councils	The agency also has numerous boards/councils and advocacy groups who perform their statutorily mandated functions and provide advice and guidance to the agency on its many programs. These groups include: the Statewide Independent Living Council, the State Rehabilitation Council, the Employment Services Organization Advisory Council, the Long-Term Employment Support Services Advisory Council, the Disability Services Council, the Virginia Brain Injury Council and the Commonwealth Neurotrauma Initiative Trust Advisory Board.
Centers for Independent Living	The Centers for Independent Living that provide direct services, information and advocacy to Virginians with disabilities and provide services for the Personal Assistance Services Program (assessments, annual reassessments, orientation training and maintenance of the PAS registry which identifies personal assistants for hire in the community).
Department for the Deaf and Hard of Hearing	The Department for the Deaf and Hard of Hearing, which collaborates with DRS to expand interpreting services statewide.
Department of Education	The Department of Education and public school personnel, particularly those involved in Special Education, work collaboratively with the VR program to serve youth with disabilities who are transitioning from secondary school to work.
Department of Medical Assistance Services	The Department of Medical Assistance Services that provides funding thru the Individual and Family Developmental Disabilities Support Waiver Program for program consumers who are eligible for the waiver and receive support coordination through the Long Term Rehabilitation Case Management Program, and through a memorandum of understanding, requires Disability Determination Services to provide determinations on Medicaid eligibility claims in the disability category. DMAS also partners with DRS on administering grants to develop the infrastructure for a Medicaid Buy-In Program in Virginia.
Department of Mental Health, Mental Retardation and Substance Abuse Services	The Department of Mental Health, Mental Retardation and Substance Services and the Community Service Boards, provide support for VR program services to persons with substance abuse and mental illness disabilities. DMHMRSAS also, through contract with DRS, collaborates on screening, evaluating, identifying and coordinating services for OBRA-eligible individuals with significant physical and sensory disabilities residing in nursing homes. In addition, DMHMRSAS provides funding and positions to DRS to meet the specific OBRA requirements.
Department of Social Services	The Department of Social Services which, through grant funding, supports VR services to TANF recipients who are at risk of losing benefits if they do not enter employment and, through a memorandum of understanding, requires Disability Determination Services to provide determinations on Medicaid eligibility claims in the disability category.
Disability Services Boards	Virginia’s forty Disability Services Boards who conduct needs assessments of individuals with disabilities in their areas and that provide matching funds for Rehabilitative Services Incentive Funds grants to improve services to individuals with disabilities in their localities.
Employment Services Organizations	Eighty-seven Employment Service Organizations serve as vendors to the VR program to provide work adjustment training and supported employment services to consumers with the most significant disabilities. These organizations also provide long term employment supports to consumers who have successfully left the VR program and need additional supports to remain employed.
Local government	Local government, private entities or sub-grantees that provide the matching funds required to receive the Rehabilitation Services Incentive Fund grants. Medical and psychological professionals All medical and psychological sources which provide pertinent data to Social Security Disability Determination which allows for the adjudication of disability claims. This includes local school systems, the healthcare community, Department of Corrections, and other sources which allow us to better service our customers needs.
Social Security Administration and Rehabilitation Services Administration	DRS’ federal partners, the Social Security Administration and the Rehabilitation Services Administration, that provide oversight, policy directives, and guidance on the implementation of the DDS and VR programs.
VATS Regional Sites	The Virginia Assistive Technology System (VATS) Regional Sites at Old Dominion University, Virginia Tech and George Mason University, receive state and federal funds through DRS to provide assistive technology training, device reutilization programs, device loan programs and device demonstrations.
Virginia Workforce Council, Virginia Employment Commission & Local Workforce Investment Boards	The Virginia Workforce Council, the Virginia Employment Commission and the Local Workforce Investment Boards and other mandated partners are collaborative bodies in the administration and implementation of the Workforce Investment Act.
Woodrow Wilson Rehabilitation Center	The Woodrow Wilson Rehabilitation Center (WWRC) is a comprehensive residential rehabilitation Center in Fishersville, Virginia. While the DRS Commissioner has the statutory responsibility of operating WWRC, WWRC is completing a strategic plan separate from DRS. Therefore, for the purposes of this plan, WWRC is a partner in working collaboratively with DRS’ VR program to provide rehabilitation and training services to VR consumers referred to the Center for assistance.

Products and Services

Description of the Agency's Products and/or Services:

Vocational Rehabilitation: Provides direct delivery of services to eligible persons with disabilities to help them remove barriers to employment and reach an employment goal. Long-term services needed by consumers for successful job placement include supported employment and extended employment services.

Social Security Disability Determination: Provides accurate, timely, efficient and cost-effective evaluations of medical evidence related to claims filed by citizens of Virginia for benefits under the Social Security Act; and to process claims filed for Medicaid based on disability in a timely and accurate manner.

Community Rehabilitation Program: Improves the employability and independence of the most severely disabled citizens in Virginia through independent living, personal assistance services, long term case management, brain and spinal cord injury programs, and local assessment and systems change.

Management and Administrative Support: Ensures compliance with all state and federal laws and guidelines related to fund usage, accounting, expenditures, procurement of goods and services. Efforts to enhance the development of employees to provide effective and efficient services through human resources administration, employee development, and information technology systems.
Factors Impacting Agency Products and/or Services:

A significant number of VR employees are expected to retire or leave the agency for other jobs in the coming years and staff vacancies affect the timely delivery of services.

Funding for employee training and development may decrease, which would eventually impact service provision as staff are no longer working with “cutting edge” knowledge.

The VR program receives approximately 78% of its Title I funding from the Federal Rehabilitation Services Administration. The required state match for the federal funds is about 22%. For every dollar DRS spends for VR services, it receives $3.69 in federal funding. From State Fiscal Year 1991 to State Fiscal Year 2007, the Federal Title I funding increased by 98% as opposed to the agency’s available State fund match appropriations that increased by only 6%. While VR is DRS’ largest program, only 26% of the agency’s general fund appropriations remain available for VR program participation (match). In 1991, 50% of the agency’s general fund appropriation was available for match. The lack of financial resources to serve all Virginians who need and are eligible for VR services will continue to be an issue.

For many individuals with disabilities, their major impediments to employment are: accessible and affordable transportation (particularly in rural areas); the possibility that their earnings may put them above the threshold for Medicaid benefits, resulting in the loss of health insurance; and access to affordable assistive technology.

DRS is actively pursuing grant funding to supplement the federal funding and state match funding for the VR program. However, anticipated budget cuts at the Federal level may reduce the amount of grant funding available and increase the competition for available funds.

Disability claims are expected to increase due to unemployment rates in areas of Southwest Virginia. Factors include the closing of coal mines and various industrial plants, increased population in the Commonwealth of Virginia, and various outreach initiatives to reach the disabled population. This will increase staffing and training needs.

Expansion of Electronic Records Express (ERE) will improve the efficiency of obtaining medical evidence used to make disability decisions. Ongoing initiatives by the Professional Relations staff are needed to support this initiative and will require a substantial amount of time for travel and outreach with medical and community resources.

Increasing demands from the SSA to implement eDIB will cause numerous revisions of the business workflow process in DDS. We can anticipate some system failures affecting production as a result of the rapid roll out of changes.

The demand for services to Virginians with acquired brain injuries and spinal cord injuries continue to outweigh available resources. The Virginia Central Registry receives an average of 12,000 brain injury reports and approximately 200 spinal cord injury reports each year. Of those numbers, approximately 2,000 people will require significant, long-term supports and services. In Fiscal Year 2006, an additional $1.9 million was appropriated for the network of brain injury services throughout the Commonwealth. While this new funding will have lasting consequences in the upcoming year, additional Regional Brain Injury Resource Coordinators and vocational clubhouse programs for people with brain injuries would help address the critical need. Some areas of the Commonwealth remain un-served or underserved.

Previous reductions in staff positions and funding has resulted in the DSBs receiving less support and technical assistance from DRS. The DSBs could benefit from enhanced involvement by DRS in assisting them in preparing and administering their triennial needs assessments, preparing for and administering their RSIF grants, and assisting them in meeting their Code mandated requirement to provide information and resource referral to local governments regarding the Americans with Disabilities Act. In addition, past reductions ($700,000 in Fiscal Year 2003) in the RSIF has greatly limited the amount of funding available for local communities to utilize in improving services and programs for their residents with disabilities.

Two of the CILs are currently funded below the national recommended minimum level, which impacts their ability to provide services to those in need. Consumers needing services in the geographic areas of the two Satellite Centers would benefit by having the CIL Satellites fully funded. Planning District 9 is underserved and Planning Districts 13 and 14 have no independent living services.

The low pay rate for Personal Assistants has a negative impact on the ability of PAS consumers to attract, hire, and retain qualified Personal Assistants, particularly in Northern Virginia. The pay rate is driven by funding issues.

VITA provides information technology services to the DSA and is taking an active role and responsibility for creating standards, policies, and guidelines. Technology expense has dramatically increased and the scope of services has narrowed. Services, particularly procurement, have been delayed. Lack of infrastructure change management has resulted in interruption of direct client services. Poor communication both within VITA and with DSA entities has resulted in gaps in services, particularly when technology is a critical component of direct client services.

VITA intends to refresh or replace much of the DSA in-scope computer equipment and network equipment. Part of the refresh effort is discontinuation of support for the out-of-scope portions of the computer network, that portion most important for direct service programs. The refresh needs to be carefully planned to maintain continuity of services.

Technology advances continue to develop at a more rapid pace than agency information technology resources can implement effectively. There is growing demand for use and diverse applications of video-teleconferencing for both direct services and administrative functions. This presents unique challenges to the DSA’s current IT infrastructure.

The agency runs an HP3000 mini-computer, a hardware platform which has been retired by the manufacturer. We hope to eliminate HP3000 based applications during the next biennium. Costs of application systems migration will continue to use a significant portion of the agency’s information technology resources.

A comprehensive Integrated Case Management (ICM) computer system will go live in 2008. ICM will provide a single management tool which impacts elements of DRS and DBVI service programs, allowing them to become more efficient and effective. It increases opportunities for significant collaboration between DRS, DBVI and its residential rehabilitation centers.

A comprehensive Financial Management System is scheduled to go live in 2009. Supporting between four and six agencies, it will have interfaces to multiple agency case management systems and eventually, the Virginia Enterprise Application Program (VEAP). As with ICM, the system will present opportunities to promote common business practices and reduce our reliance on antiquated and obsolete computer hardware.

VITA now provides systems engineering and network services to DRS and is taking an active role and responsibility for creating standards, policies, and guidelines. These activities may delay, negatively impact, or complicate DRS’ ability to communicate with its external customers and/or partners.

Antiquated, multiple State wide computer systems continue to cause duplication of efforts in many areas.

A web based facilities management system will provide enhanced case management services and automated billing to DRS Employment Support Organizations. This system is scheduled to go live in 2008.

New initiatives of central state agencies, including ARMICS, SWAM quotas, E-Virginia, planning and implementation of the VEAP, VA Performs Scorecards, Strategic Planning and Performance Measures and VITA Project Dashboards add at least transitional expense and effort in documenting agency operations. While these initiatives all possess long term benefits, processing standards for some agency programs, redesign of systems and episodes of non-compliance with standards and regulations will likely result.

New initiatives to improve grants management, better manage staff development and training, better utilize program evaluation will increase special fund revenue, reduce staff training costs and add accountability and ‘evidence based’ strategies for direct service program improvement.

The Division of Real Estate Services of the Department of General Services is working with DRS and DBVI to renew leases and co-locate state government offices. They are working with local government as well as private sector entities involved in the provision of employment services. These relocations, along with the telecommuting initiative for state employees will result in reduced costs for remote offices and better services to clients.
Anticipated Changes in Products or Services:

Vocational Rehabilitation:

In 2006, the VR program adopted a new management philosophy towards enhancing VR services for Virginians with disabilities. Entitled “Roadmap to Success”, the philosophy sets in motion case management techniques that are carefully constructed, focused on employment and cost efficient. VR counselors have been challenged to put extra energy into the analysis of their clients’ goals and the step by step strategies that make it possible for them to go to work. These strategies include increasing communication with clients and vendors who provide services to clients; negotiating with them to achieve the best result; and developing with each client a detailed plan describing each step towards success. The goal is to have shared responsibility for the employment outcome—counselor and other DRS staff, the client, the vendor, parents and community partners.

The VR program is sometimes perceived as being overly bureaucratic, process oriented, and slow which negatively impacts on consumer-focus and expedited means to assist consumers in becoming employed. Accordingly, DRS is examining strategies to provide more expeditious services to VR clients needing to become employed. These strategies could be most helpful for clients who are TANF recipients and are operating under an employment timeline.

The VR program will need to position itself to respond to the growing number of students who will be seeking transition changes. This will require enhancing outreach activities to school personnel and students and their families to educate them on the availability and purpose of DRS transition services, adjusting counselor caseloads to respond to the growth, and working collaboratively with the Department of Education and local secondary schools to develop a teamwork approach to transition services.

As a cost efficiency measure, DRS is actively expanding opportunities for “mobile workers”. Over the past few years, many VR counselors began spending much of their work time in the public schools, in One-Stop Career Centers, and other locations to effectively work with consumers. The expansion of this “mobile work” environment requires staff to be more proficient and comfortable with the use of technology and working independently. DRS is also working to co-locate offices with WIA partners as means of enhancing one-stop delivery for Virginians with disabilities. DRS is currently working on three model one-stops with the support of the Governor’s Workforce Development Office.

DRS’ Deaf and Hard of Hearing Unit will be collaborating with the Department for the Deaf and Hard of Hearing in producing a statewide needs assessment/census for individuals who are deaf, hard of hearing, or deaf blind, and expanding interpreting services statewide via remote video conferencing equipment to enhance communication accessibility.

DRS has applied for new grant funding from the Department of Social Services to provide VR services to TANF recipients through counselors trained specifically to provide VR services to this population. If this grant funding is received, DRS will be able to provide services to 427 of TANF recipients, resulting in the employment of 277 of these individuals.

DRS is partnering with the Governor’s Office on Workforce Development to implement the Disability Program Navigator initiative with all local Workforce Investment Boards.

If Federal funding opportunities are reduced, the focus of grants development may shift to include more proposals to private funding sources, including private foundations, charitable organizations, and corporate giving programs.

New State certification requirements for One-Stop Career Centers may necessitate an increase in accessibility surveys conducted by DRS and other partners to ensure physical and programmatic access to the Centers for people with disabilities. The Virginia Workforce Council is recommending that frontline workers in One-Stop Centers participate in staff training and the certification process. The training takes approximately 75 hours per participant. DRS is seeking to obtain reciprocity for VR staff with the CRC credential so that they will not have to participate in this training.

With the passage of House Bill 2636, DRS will be working with the Department of General Services to identify ESOs and their products and services for agencies and institutions in Virginia to access in purchasing needed goods and supplies.

The reauthorized Assistive Technology Act shifts the focus from systems change to service delivery. The legislation requires that States spend 60 percent of the federal funds received by each state Assistive Technology program go to the following new required activities (referred to as “state level activities”): device reutilization programs, device loan programs and device demonstrations. DRS has received a grant from the Rehabilitation Services Administration to develop an assistive technology recycling network within Virginia to enhance the VATS service options.

The implementation of the new VR database system, AWARE, which will help the VR program staff be more efficient and effective in their jobs and will provide more sophisticated information for program management.

Disability Determination Services:

The disability workload is expected to increase as Virginia's population ages and increases.

Hiring and training of new staff that is needed to address the increasing workload will be ongoing and labor intensive.

Increasing demands from the Social Security Administration to implement new computer system changes will cause numerous revisions of the business workflow process in DDS.

DDS anticipates losing more employees to retirement and resignation as the job market continues to be more and more competitive. Losing a strong knowledge base due to retirements is hard to replace in a short amount of time.

Community Rehabilitation Services:

The demand for community rehabilitation programs and community living options will continue to grow as people with significant disabilities move from institutional settings, such as nursing facilities, into local communities. The Supreme Court's Olmstead decision interpreted the Americans with Disabilities Act to require States to administer their services, programs and activities in the most integrated setting appropriate to the needs of qualified individuals. The Governor's Executive Orders 61 and 84 continue the Commonwealth's commitment to, and compliance with, the Olmstead decision through the Olmstead Implementation Team and the Olmstead Advisory Committee. Several initiatives within these Executive Orders require cooperation, facilitation, and implementation by DRS.

General and Support Services:

Technology will be leveraged through the use of Commonwealth of Virginia Knowledge Center (CoVKC) web portal to enhance professional development opportunities for staff.

A Workforce Planning initiative will address the loss of institutional knowledge from employee retirements and reduce the impact on the operation of critical agency functions as follows:

Increased presence of CommonHealth promotion activities,
Development of brochures and web site information on retention of retirees through mentorship or training positions,
Identify and cross train critical functions of the agency,
Succession planning,
A student internship program with various colleges and universities, and
Expanded use of telecommuting, alternate work schedules, and flexible work hours to attract and retain staff.

The agency will continue to cooperate with the VITA/NG partnership to transform its infrastructure and development activities to comply with Commonwealth standards. This includes desktop and server refresh; a new MPLS network protocol; adoption of a new Help Desk support tool and migration to VCCC services; regionalization organization of support services; new e-mail services; participation in consolidated data recovery services; implementation of enhanced security standards; implementation of ITIL, change management protocols; and implementation of Investment Portfolio Management (ITIM) processes and appropriate utilization of the ProSight tool, full compliance with Web Template Standard and full compliance with IT Accessibility Standard.

While VITA technology expense will increase, we hope to control and plan the increases by careful planning of VITA activity.

VITA will discontinue support for the out-of-scope portions of the technology infrastructure, that portion most important for direct service programs. Implementation of technology infrastructure for this equipment and software will be implemented.

The growing demand video-teleconferencing for both direct services and administrative functions will be addressed by a partnership between the DSA, our Workforce investment partners and other interested state agencies.

A comprehensive ICM computer system will provide a single management tool which will be more efficient, effective and increase opportunities for significant collaboration between DRS, DBVI and their residential rehabilitation centers.

A comprehensive Financial Management System, supporting between four and six agencies, will present opportunities to promote common business practices, modernize our technology infrastructure and provide economies of scale for software maintenance.

A re-engineered Facilities system will provide case management and automated billing to DRS’ Employment Service Organizations. The result will be more accurate case management information and better financial management.

A re-engineered Brain Injury Information System will provide better case management services to local partnerships.

Continued purchases of software licenses, maintenance contracts, and in-house maintenance support as appropriate for adjustments for Federal, State and Local mandates to production systems. Such purchases may included but are not limited to -

-WorkWorld: This application contains the most up to date technical and substantive information on benefits for VR consumers.
-Citrix/OASYS, Career Scope - Job Matching, support software for VR consumers.
-CAD and other programs used by Rehab Engineers
-Replacement of Athena Library Services tool
-Development of the Virginia Assistive Technology System (VATS) Equipment Recycling Tracking System.
-Procurement of a Grant/Donation Software like RaiserEdge

ARMICS, SWAM quotas, E-Virginia, Strategic Planning objectives, planning and implementation of the VEAP, VA Performs Scorecards and Performance Measures and VITA Project Dashboards will address improved management practices for agency programs and promote compliance with policies, standards and guidelines.

Improvements in grants management, management and training of staff, and utilization of program evaluation will increase special fund revenue, reduce staff training costs and add accountability and ‘evidence based’ strategies for direct service program improvement.

A greater number of state employees that work as telecommuters along with a larger number of remote offices co-located with other state agencies, local government agencies and one stop employment service centers will reduce costs and improve access to services by clients.

Finance

Financial Overview:

The Department of Rehabilitative Services’ funding comes from federal funds (70%), general funds (21%) and indirect cost funds recovered from federal grants (7%). In addition, there are dedicated special revenue funds for the Commonwealth Neurotrauma Initiative Trust Fund (2%).

Financial Breakdown:

	Fiscal Year 2009		Fiscal Year 2010
	General Fund	Nongeneral Fund	General Fund	Nongeneral Fund
Base Budget	$30,497,693	$105,922,275	$30,497,683	$105,922,275
Change To Base	$0	$0	$0	$0
Agency Total	$30,497,693	$105,922,275	$30,497,683	$105,922,275

This financial summary is computed from information entered in the service area plans.

Human Resources

Overview

As of July 1, 2007, DRS has an authorized Maximum Employment Level (MEL) of 704. Because Disability Determination Services is exempt from the MEL, this number increases. DRS' Central Office for administrative functions, the Central Regional Office for DDS and Eastern Regional Office for the Field Rehabilitative Services (including several field offices) are located in Richmond. The highest concentration of employees is in Richmond with approximately 36% of the workforce represented. The Tidewater area has approximately 15.5% of the workforce, the Roanoke area approximately 13.5%, the Northern Virginia area approximately 15% and other locations throughout the State account for the remainder, approximately 20%. The VR program field staff are located in 37 sites across Virginia. The Social Security Disability Determination has staff located in the Central Office, four regional offices and the Medicaid Unit in Richmond. DRS uses 38 role codes with the largest employee population in Counselor II and Program Administration Specialist I. DRS will face human resource issues as the current workforce retires or leaves DRS for higher paying jobs or jobs with better benefits in other employment sectors
Human Resource Levels
- Effective Date 7/1/2007
- Total Authorized Position level 704
- Vacant Positions -107
- Current Employment Level 597.0
  - Non-Classified (Filled) 3
  - Full-Time Classified (Filled) 790 breakout of Current Employment Level
  - Part-Time Classified (Filled) 4.4
  - Faculty (Filled) 0
  - Wage 30
  - Contract Employees 40
- Total Human Resource Level 667.0 = Current Employment Level + Wage and Contract Employees
Factors Impacting HR

Dealing with the affects of a workforce eligible to retire: Twenty-seven percent of DRS' classified workforce is eligible to retire, with unreduced benefits, within the next five years. This possible loss of personnel represents a significant loss of knowledge, skills and abilities.

The primary issue affecting human resources is the availability of federal funds from the SSA to enable Social Security Disability Determination to hire sufficient staff. Due to federal budget constraints over the past three years, the unit has operated under federal hiring freezes for most of each fiscal year. This causes problems with recruiting, training, and retaining staff because large numbers of staff are hired at the same time. In addition, short time frames required to complete the hiring process make it difficult to recruit and hire quality candidates in accordance with the Department of Human Resource Management policies.

Retention of current employees: Particularly in the VR and Social Security Disability Determination programs, DRS is losing qualified employees to other employers (school systems, federal government, private VR providers) who can offer higher salaries and better benefits.

Recruitment of qualified employees: As the competition for qualified employees has become more intense, DRS is feeling the challenge of being able to recruit qualified employees to fill vacant positions. This is especially true for VR counselors where they must meet the minimum standard of a masters degree in VR or a closely related field to become employed at DRS. The higher education programs across the country that produce professionals for the VR program are not providing sufficient numbers of master level graduates wanting to work in the public VR program to fill this void and there is competition from other states who are in a like situation for those that are available. DRS will have to offer non-financially based incentives to attract qualified employees.

Employee Training: DRS has always provided an extensive and comprehensive employee training program. Much of this training has been provided through federal grant funds. If there is a reduction in these federal grant funds, DRS will have to develop creative measures to continue to provide training to enhance the skills of our employees. In addition, many DRS will be expending a large amount of their time in the implementation of the ICM.

Cross Training and Staff Vacancy Coverage: With the expectation that large numbers of DRS employees will soon retire, DRS must make provisions to crosstrain staff in the essential functions of the employees that will be leaving and provide creative means to cover the duties of those leaving until qualified replacements can be found.

Benefits Plans: Increased use of benefits under the new Virginia Sickness and Disability Plan have resulted in diminished productivity for various divisions. With the necessity of more direct handling by supervisors of employee absences, more time is being spent between supervisors and employees with Human Resources about benefits management and staffing needs due to prolonged absences.
Anticipated HR Changes

DRS will need to implement new recruitment and retention plans to address the anticipated vacancies in critical positions. These plans will include: an expanded student internship program with college and universities to attract masters level students to DRS for the VR program; hiring former employees (retirees) in wage positions to train and mentor new employees and current employees who are changing job functions; and developing a trainee VR counselor position to attract candidates who do not meet the federal requirements for a VR counselor, but agree to acquire these credentials within an agreed upon period of time. In addition, more resources will be expended on severance costs, recruitment and in responding to salary competition.

DRS will need to maintain its commitment to staff development activities to ensure that employees are provide effective and efficient services to their consumers. This commitment will include expanding the use of video conferencing and online training as a means of reducing training costs and time spent out of the office traveling to and from training sites. In addition, DRS will need to stay committed to succession planning to enable current staff to move into future leadership positions.

DRS will continue to expand opportunities for "mobile workers" and co-location of VR staff with other appropriate agencies.

Information Technology

Narrative overview of the current state of IT in the agency:

The business environment for the Department of Rehabilitative Services is divided into 4 major business subdivisions –

Vocational Rehabilitation Services (VR)
Community Based Services (CBS)
Disability Determination Services (DDS)
Rehabilitation Facility Services (based @ the Woodrow Wilson Rehabilitation Center-WWRC)
Administration Services

Each of these business environment functions and related service areas are detailed in the Agency Strategic Plan. For purposes of the IT Strategic Summary, it is noteworthy that the IT services are provided through the Administration Services Service Area, and those services along with other Administration Services (Fiscal Management, Human Resources, Internal Audit) are shared and provided by and to 3 other agencies and their subdivisions including the Department for the Blind and Vision Impaired (DBVI), the Virginia Board for People with Disabilities (VBPD), and the Virginia Department for the Deaf and Hard of Hearing (VDDHH). This relationship of the 4 agencies is formalized through renewable Agreements signed by each of the Agency Heads in exchange for services, staff, and monetary compensation. The entity collectively is known as the Disability Services Agencies (DSA).

Since 1995, the IT Division offered support of the business environments of the agencies for infrastructure, applications, analysis, production, maintenance, support and data recovery services as needed and determined necessary by the management staff of each of the agencies. Collectively, agency business management and / or their proxies meet with IT management on a periodic basis and determine allocation of computer resources and priorities.

Decisions included but were not limited to:

-translation of federal, state and local requirements and grants into IT solutions
-development and support of more than 30 data tracking / management (legacy) systems – including shared HR and Fiscal management systems, VRIS (DRS VR), VCPS (DRS DDS), StarBase (DBVI VR), COMET (WWRC)
-IT production services
-integration of LAN, WAN data networks and telecom, servers and support
-continued updating and integration of voice, data, video network services including transition of voice service from ISDN to VoIP and unified messaging
-management of network services
-development and support of web presence and informational content
-development of standards
-information and building security
-information backup and recovery services and business continuity planning
-IT quality assurance and training
-messaging services
-IT purchasing of infrastructure and application systems
-retirement of HP3000 platform and associated production applications
-consolidate systems with a common look, feel and process
-purchase of an integrated case management system to be used by DRS, DBVI, WWRC
-purchase of an integrated Fiscal Management System to be used by the DSA
-support of a more mobile workforce with introduction of laptops, cell phones, pda’s, blackberries, wireless and air card technology.
-development of remote conferencing technology including tools such as “Go To Meeting”, computer based training, and video teleconferencing.
Narrative description of the factors impacting agency IT:

Two fairly recent events have impacted the direction of IT decisions by the internal management teams:

In 2000, a decision was made by the Social Security Administration (SSA) the primary funding source for the DDS division to provide all IT infrastructure services nationwide for the DDS’, including network, messaging, servers, software, and support staff.

In 2003 the Commonwealth of Virginia (COVA) made a decision to integrate IT infrastructure, telecom, server, and related support staff across all executive branch agencies. The infrastructure components and services for the DSA as well as all other COVA agencies were transferred to VITA and subsequently to the VITA / NG Partnership. The other IT services remained within the DSA.

In addition to continue the support of IT decisions outlined above in current state, these events have created new challenges for the DSA IT, including but not limited to:

-determination of IT infrastructure, software, application components as in-scope or out of scope (OOS) as relates to agency or partnership responsibility and control
-development of transition planning for the transfer of IT components, services, responsibility, control and staff to in-scope or OOS
-working with the Partnership to transform current state to target state as determined by the Partnership including network architecture and protocol, asset refresh, server consolidation, transfer of hosting services to centralized facility, messaging services, regionalization of support staff, help desk services, security configuration standards and services, supply chain management, asset management, etc.
-determination, monitoring and funding of appropriate charges for services provided by the Partnership
-integrating new COVA standards governing change management, asset portfolio management, accessibility such as Information Technology Infrastructure Library (ITIL) process, Information Technology Investment Management (ITIM), Web Template Standard, IT Accessibility standard as it relates to the Federal Section 508 compliance to accessibility.

In addition to IT relationships already established through the back office consolidation for the DSA, continued and new business relationships with agency federal, state, local government, as well as charitable and private organization partnerships as outlined in other sections of the plan have added impacts on IT resources, including but not limited to:

-consolidation of more than one agency in a single office location necessitating common IT infrastructure requirements

-sharing of data, information, video teleconference capability, applications, resources among all agency business partners at federal, state, local government as well as charitable and private organizations.
-HIPAA compliance
-mobilization of staff resources for more accessible contact to consumers
-executive orders relating to telecommuting and reduction of work space placing increased emphasis for technology supporting “hoteling”.
-Increased security concerns complicated through mobilization and selective sharing with partners.
-Integrate agency fiscal, human resources, supply change information and processes in the Virginia Enterprise Architecture Process (VEAP).
Describe any anticipated or desired changes to agency IT:

While VITA technology expense will increase, we hope to control and plan the increases by careful planning of VITA activity.

The agency will continue to transform its infrastructure and development activities to Commonwealth standards. This includes –

-desktop and server refresh;
-the MPLS network protocol;
-integration of data, voice and video services;
-transition of voice services to VoIP and integration with unified messaging services
-adoption of Peregrin support tool, and migration to VCCC services;
-regionalization organization of support services;
-migration to the Chester facility when it makes sense to do so;
-new consolidated messaging services
-participation in data recovery services -implementation, full compliance with security standard
-implementation, full compliance with ITIL, Change management services
-implementation, full compliance with Investment Portfolio Management (ITIM) processes and appropriate utilization of the ProSight tool
-full compliance with Web Template Standard
-full compliance with IT Accessibility Standard.

VITA will discontinue support for the out-of-scope portions of the technology infrastructure, that portion most important for direct service programs. Implementation of technology infrastructure for this equipment and software will be implemented.

The growing demand video-teleconferencing for both direct services and administrative functions will be addressed by a partnership between the Disability Services Agencies, our Workforce investment partners and other interested state agencies.

A comprehensive, Integrated Case Management (ICM) computer system will provide a single management tool which will be more efficient, effective and increase opportunities for significant collaboration between DRS, DBVI and their residential rehabilitation centers.

A comprehensive, Financial Management System, supporting between four and six agencies, will present opportunities to promote common business practices, modernize our technology infrastructure and provide economies of scale for software maintenance.

A re-engineered Facilities system will provide case management and automated billing to DRS’ Employment Service Organizations. The result will be more accurate case management information and better financial management.

A re-engineered Brain Injury Information System will provide better case management services to local partnerships.

Continued purchases of software licenses, maintenance contracts, and in-house maintenance support as appropriate for adjustments for Federal, State and Local mandates to production systems. Such purchases may included but are not limited to -

-WorkWorld: This application contains the most up to date technical and substantive information on benefits for VR consumers
-Citrix/OASYS, Career Scope - Job Matching, support software for VR consumers.
-Office suite products, Mavis Beacon for OOS PC’s to be used in training facilities and consumer workstations in ERC’s.
-CAD and other programs used by Rehab Engineers
-replacement of Athena Library Services tool
-development of the Virginia Assistive Technology System (VATS) Equipment Recycling Tracking System.
-Procurement of a Grant/Donation Software like RaiserEdge
-Procurement of SQL database management tools

ARMICS, SWAM quotas, E-Virginia, planning and implementation of the VEAP, VA Performs Scorecards and Performance Measures and VITA Project Dashboards will address improved management practices for agency programs and promote compliance with policies, standards and guidelines.

Improved grants management, better managed and trained staff, better utilized program evaluation will increase special fund revenue, reduce staff training costs and add accountability and ‘evidence based’ strategies for direct service program improvement.

A greater number of state employees that work as telecommuters along with a larger number of remote offices co-located with other state agencies, local government agencies and one stop employment service centers will reduce costs and improve access to services by clients.

IT Current Services:

	Cost - Year 1		Cost - Year 2
	General Fund	Nongeneral Fund	General Fund	Nongeneral Fund
VITA Service Fees	$100,000	$2,700,000	$110,000	$2,970,000
Specialized Infrastructure Costs	$0	$100,000	$0	$100,000
Application Costs	$0	$2,513,725	$0	$2,639,411
Agency IT Current Services	$100,000	$5,313,725	$110,000	$5,709,411

Proposed IT Investments

	Cost - Year 1		Cost - Year 2
	General Fund	Nongeneral Fund	General Fund	Nongeneral Fund
Major IT Projects	$0	$2,001,525	$0	$0
Non-Major IT Projects	$0	$0	$0	$0
Major IT Procurements	$0	$0	$0	$0
Non-Major IT Procurements	$0	$240,000	$0	$240,000
Proposed Changes IT Services	$0	$2,241,525	$0	$240,000

Projected Total IT Budget

	Cost - Year 1		Cost - Year 2
	General Fund	Nongeneral Fund	General Fund	Nongeneral Fund
Agency IT Current Services	$100,000	$5,313,725	$110,000	$5,709,411
Proposed Changes IT Services	$0	$2,241,525	$0	$240,000
Agency Proj. IT Budget	$100,000	$7,555,250	$110,000	$5,949,411

Appendix A - Agency's information technology investment detail maintained in VITA's ProSight system.

Capital

Current State of Capital Investments:

None
Factors Impacting Capital Investments:

None
Capital Investments Alignment:

None

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Agency Goals

Goal 1

Provide consumer focused and cost effective services that prepare and enable Virginians with disabilities to be gainfully employed.

Goal Summary and Alignment

Virginia benefits from VR services because they enable individuals with significant disabilities to become employed or remain employed. Their employment helps businesses secure qualified workers, increases the tax base and helps reduce dependency on public benefits. Virginians with disabilities also benefit from VR services by receiving educational and vocational training, and other services, to enhance their employment capabilities and to secure sufficient wages to provide for themselves and their families.

Goal Alignment to Statewide Goals

Elevate the levels of educational preparedness and attainment of our citizens.
Be a national leader in the preservation and enhancement of our economy.
Inspire and support Virginians toward healthy lives and strong and resilient families.

Goal 2

Maximize the independence and self-sufficiency of Virginians with disabilities.

Goal Summary and Alignment

Due to their age, the severe nature of their disability or the recent onset of their disability, some Virginians with disabilities may not be able to enter or return to the workforce. They, however, may need individualized services to live independently in their homes, become as self-sufficient as possible, and allow their family members and other caregivers to maintain their employment.

Goal Alignment to Statewide Goals

Engage and inform citizens to ensure we serve their interests.
Inspire and support Virginians toward healthy lives and strong and resilient families.

Goal 3

Enhance customer service delivery through effective and efficient management of fiscal processes, human resources, use of technology and current administrative processes.

Goal Summary and Alignment

DRS' services are provided by knowledgeable, well-trained, creative and committed employees who support the agency's mission, vision and values. By maximizing their effectiveness and effieciency in partnering with Virginians with disabilities to meet their personal goals, Virginia benefits.

Goal Alignment to Statewide Goals

Engage and inform citizens to ensure we serve their interests.
Be recognized as the best-managed state in the nation.

Goal 4

We will strengthen the culture of preparedness across state agencies, their employees and customers.

Goal Summary and Alignment

This goal ensures compliance with federal and state regulations, policies and procedures for Commonwealth preparedness, as well as guidelines promulgated by the Assistant to the Governor for Commonwealth Preparedness, in collaboration with the Governor’s Cabinet, the Commonwealth Preparedness Working Group, the Department of Planning and Budget and the Council on Virginia’s Future. The goal supports achievement of the Commonwealth’s statewide goal of protecting the public’s safety and security, ensuring a fair and effective system of justice and providing a prepared response to emergencies and disasters of all kind.

Goal Alignment to Statewide Goals

Protect the public’s safety and security, ensuring a fair and effective system of justice and providing a prepared response to emergencies and disasters of all kinds.

Goal Objectives

We will be prepared to act in the interest of the citizens of the Commonwealth and its infrastructure during emergency situations by actively planning and training both as an agency and as individuals.

Objective Strategies
- The Emergency Coordination Officer will stay in continuous communication with the Office of Commonwealth Preparedness and the Virginia Department of Emergency Management.
- The agency will follow its COOP test plan and improve the COOP plan based on testing results.
- The agency will address each of the 24 COOP requirements attained on the COOP Assessment Review for non-compliant items and implement a plan of remediation.
Objective Measures
- Agency Continuity of Operations Plan (COOP) Assessment Score
  
  Governor's Key:
  
  No
  
  Measure Type:
  
  Outcome
  
  Measure Frequency:
  
  Annual
  
  Measure Baseline: 2007 COOP Assessment Results (75% out of 100)
  
  Measure Target: 80%
  
  Data Source and Calculation: The COOP Assessment Review is a 24 component assessment tool that helps measure the viability of a COOP Plan.

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Service Area Strategic Plan

12/18/2007 2:20 pm

Department of Rehabilitative Services (262)
Service Area 1 of 4
Vocational Rehabilitation Services (262 454 04)

Description

This service area provides comprehensive services to eligible individuals with disabilities necessary for them to prepare for or retain employment.

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Background Information

Mission Alignment and Authority

Describe how this service supports the agency mission

This service area directly aligns with DRS’ mission of empowering individuals with disabilities to maximize their independence and full inclusion into society.
Describe the Statutory Authority of this Service

Title 51.5 of the Code of Virginia:

Chapter 3 designates the agency, along with the Department for the Blind and Vision Impaired, as the state agency responsible for carrying out the provisions and purposes of the federal Rehabilitation Act.

Chapter 5 establishes the requirements regarding the administration of the vocational rehabilitation program.

Chapter 6 authorizes the agency to make grants and enter into contracts to assist employers in hiring, training and providing other services to persons with severe disabilities and provides criteria for such grants and contracts.

There also is federal statutory authority regarding the programs and services of the agency, as follows:

Title IV of the Workforce Investment Act of 1998 (Public Law 105-220) is the Rehabilitation Act of 1973, as amended. Title I of the Rehabilitation Act establishes the Vocational Rehabilitation program and Title VI Part B establishes the Supported Employment Services for Individuals with the Most Significant Disabilities.

The Ticket to Work and Work Incentives Improvement Act of 1999 (Public Law 106-107) provides Social Security beneficiaries with disabilities expanded options for access to employment services, vocational rehabilitation services, or other support services. Providers of those services are paid for the services after the beneficiaries achieve certain levels of work.

The Assistive Technology Act of 1998, as amended (P.L. 108-364), supports State efforts to improve the provision of assistive technology by providing states with financial assistance to implement programs designed to meet the assistive technology needs of individuals with disabilities.

Customers

Agency Customer Group	Customer	Customers served annually	Potential annual customers
Vocational Rehabilitation Program Consumers	Employers	7,500	7,500
Vocational Rehabilitation Program Consumers	Follow Along Support Services Consumers	3,091	3,325
Vocational Rehabilitation Program Consumers	Vocational Rehabilitation Field Services Consumers	24,000	24,000

Anticipated Changes To Agency Customer Base

When the vocational rehabilitation (VR) program has insufficient funds to serve all eligible consumers, federal law requires that services be prioritized. This is what is called an order of selection. DRS entered into order of selection on July 1, 2004, and has not been able to serve all eligible individuals since that date. On April 1, 2007, DRS began providing services only to individuals with the most significant disabilities and those other individuals who already were receiving services prior to April 1. As of August 31, 2007, the waiting list for individuals seeking services was 462. In spite of order of selection, the number of consumers continues to grow. In Federal Fiscal Year 2006, 23,716 consumers were served. It is projected that the number served will be 24,000 for Federal Fiscal Year 2007 and beyond. While the 2007 General Assembly appropriated an additional $500,000 for the VR program to address order of selection, this appropriation is still not sufficient to address the VR program’s projected budget shortfall. Accordingly it is anticipated that DRS will remain in order of selection for the next biennium and most likely will only be able to serve consumers who are most significantly disabled.

Returning veterans with disabilities may impose additional demand on the VR program. However, the number of returning veterans who may try to access these services is unknown at this time.

The “Money Follows the Person” demonstration program administered through the Virginia Department of Medical Assistance Services (DMAS) is a $1.75 billion federal initiative designed to help states rebalance their long term care systems by shifting funding and services from institutions to the community, where it is usually less expensive to serve individuals. The impact of this effort on VR services could result in a greater demand for specialized services including: personal assistance services, assistive technology, therapeutic services and vocational training. As individuals transition from once institutionalized settings to community living the need for on-going, intense supports is inevitable.

Partners

Partner	Description
Department for the Deaf and Hard of Hearing	The Department for the Deaf and Hard of Hearing partners with DRS on expanding interpreting services statewide.
Department of Education and local public schools	The Department of Education and local public schools, particularly those involved in Special Education, work collaboratively with DRS to serve youth with disabilities who are transitioning from secondary school to work.
Department of Medical Assistance Services	The Department of Medical Assistance Services partners with DRS on administering grants to develop the infrastructure for a Medicaid Buy-In Program in Virginia and on implementation of Medicaid Works.
Department of Mental Health, Mental Retardation and Substance Abuse Services & Community Services Boards	The Department of Mental Health, Mental Retardation and Substance Abuse Services and the Community Services Boards, through a cooperative agreement, support VR services to persons with substance abuse and serious mental illness disabilities.
Department of Social Services	The Departmentof Social Services, through a cooperative agreement and grant funding to DRS, supports the provision of VR services to Temporary Assistance to Needy Families (TANF) recipients who are at risk of losing benefits if they do not enter employment.
Department of Veterans Services	The Department of Veterans Services and DRS have a Memorandum of Understanding to work together to mutually enhance services to Virginians with disabilities.
Employment Services Organizations	Employment Services Organizations certified as vendors to the VR program provide work adjustment training and supported employment services to consumers with the most significant disabilities. These organizations also provide follow along supports to these consumers who have successfully left the VR program and need additional supports to remain employed.
LTESS Steering Committee and ESO Advisory Committee	The Long Term Employment Support Services Steering (LTESS) Committee recommends to the DRS Commissioner a mechanism to allocate the LTESS funds to Employment Services Organizations ESO). The ESO Advisory Committee advises the Commissioner on ESO activities.
Rehabilitation Services Administration	The Federal Rehabilitation Services Administration provides federal funding, technical assistance, policy guidance, monitoring and oversight, and training and educational materials for the VR program.
Social Security Administration	The Social Security Administration, through Maximus (the contractor for the administration of the Ticket-to-Work program), provides assistance to DRS in receiving reimbursements for Ticket-to-Work consumers.
State Rehabilitation Council	The State Rehabilitation Council serves as an advisory council to DRS regarding its VR and supported employment programs and other agency programs and services that support Virginians with disabilities.
The Woodrow Wilson Rehabilitation Center	The Woodrow Wilson Rehabilitation Center (WWRC) is a comprehensive residential rehabilitation center in Fishersville, VA. While the DRS Commissioner has the statutory responsibility of operating WWRC, WWRC is completing a strategic plan separate from DRS. Therefore, for purposes of this plan, WWRC is a partner in working collaboratively with DRS' VR program to provide rehabilitation and training services to VR consumers referred to the Center for assistance.
VATS Regional Sites	The VATS Regional Sites at Old Dominion University, Virginia Tech and George Mason University receive state and federal funds through DRS to support the AT recycling, demonstration and loaner programs. They also provide device specific training and technical assistance, public awareness, and coordination and collaboration with entities responsible for policies, procedures, or funding for AT devices and services.
Virginia Workforce Council, VEC & Local Workforce Investment Boards	The Virginia Workforce Council, the Virginia Employment Commission and the Local Workforce Investment Boards and other mandated partners are collaborative bodies in the administration and implementation of the Workforce Investment Act.

Products and Services

Factors Impacting the Products and/or Services:

The VR program receives approximately 78% of its Title I funding from the Federal Rehabilitation Services Administration. The required state match for the federal funds is about 22%. For every dollar DRS spends for VR services, it receives $3.69 in federal funding. From State Fiscal Year 1991 to State Fiscal Year 2007, the Federal Title I funding increased by 98% as opposed to the agency’s available State fund match appropriations that increased by only 6%. While VR is DRS’ largest program, only 26% of the agency’s general fund appropriations remain available for VR program participation (match). In 1991, 50% of the agency’s general fund appropriation was available for match. The lack of financial resources to serve all Virginians who need and are eligible for VR services will continue to be an issue.

A significant number of VR employees are expected to retire or leave the agency for other jobs in the coming years. Staff vacancies affect the timely delivery of services to VR consumers. In addition, VR counselor positions are difficult to recruit because of the federal requirement that counselors possess a Masters degree in rehabilitation counseling or a closely related field. The higher education institutions are not producing sufficient numbers of graduates with these qualifications who want to work in public VR program to meet the demand, particularly in the rural areas.

Even prior to the implementation of order of selection, the VR program had a very high rate of consumers who are significantly disabled. This rate has risen thru the years from 82.2% in Federal Fiscal Year 1998 to 88% in Federal Fiscal Year 2007. Successful employment of VR consumers, particularly those with significant disabilities, is dependent on their receipt of individualized and appropriate services to address their ever increasing complex needs. The lack of financial resources to serve all Virginians who need and are eligible for VR services will continue to be an issue.

For many individuals with disabilities, their major impediments to employment are: accessible and affordable transportation (particularly in rural areas); the possibility that their earnings may put them above the threshold for Medicaid benefits, resulting in the loss of health insurance; and access to affordable assistive technology.

DRS is actively

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Agency Strategic Plan

12/18/2007 2:20 pm

Mission and Vision

Mission Statement

Vision Statement

Agency Values

Executive Progress Report

Service Performance and Productivity

Initiatives, Rankings and Customer Trends

Future Direction and Impediments

Service Area List

Agency Background Information

Statutory Authority

Customers

Partners

Products and Services

Finance

Human Resources

Information Technology

Capital

Agency Goals

Goal Summary and Alignment

Goal Alignment to Statewide Goals

Goal 2

Goal Summary and Alignment

Goal Alignment to Statewide Goals

Goal Summary and Alignment

Goal Alignment to Statewide Goals

Goal 4

Goal Summary and Alignment

Goal Alignment to Statewide Goals

Goal Objectives

Service Area Strategic Plan

12/18/2007 2:20 pm

Description

Background Information

Mission Alignment and Authority

Customers

Partners

Products and Services