This brief is the first in a series focusing on Employment First implementation as it relates to one of the seven elements within the High-Performing States in Integrated Employment model. It examines the background of circumstances under which Employment First efforts began in seven states, and introduces each state’s values, mission, and goals around increasing employment opportunities for people with disabilities.
The decision to close a facility-based program requires courage and a willingness to take concrete and often risky steps toward that goal. As more organizations develop strategic plans that include the goal of closing a facility-based program, it is our hope that these summaries will provide both guidance and the determination to take substantive steps in the change process. This volume summarizes the themes that were repeated across the experiences of these organizations.
These three case studies are part of a larger study of six organizations that have closed a sheltered workshop or a nonwork, segregated program and replaced it with integrated employment or other integrated, community-based activities for individuals with disabilities. The organizations vary with respect to size, geographic location, and the characteristics of persons receiving supports.
Continuing the expansion of integrated employment opportunities requires a clear understanding of the organizational and systems factors that influence change and expand access to integrated employment. This monograph will focus on change at an organizational level in four organizations that were engaged in a change process during 1998 and 1999.
Over the past 15 years there have been substantial changes in the delivery and funding of day and employment services for individuals with disabilities. Most notably, the introduction of supported employment has led to a dramatic increase in the number of individuals with severe disabilities in integrated community employment. Despite these promising changes, the implementation of supported employment has not resulted in a transfer of resources and services from facilities to integrated employment.
Read the brief here. We conducted an extended search of trainings provided by state agencies and service providers that are targeted towards families. Trainings in the form of written material (handbooks, brochures and computer-based courses) or given in person by service professionals, peers and others have been found to raise expectations that family members with IDD can become employed in their communities.
Beginning in FY 2012 and 2013, the Administration on Intellectual and Developmental Disabilities (AIDD) funded eight Partnerships in Employment (PIE) systems change projects under the Projects of National Significance program. PIE is a national transition systems change project whose purpose is to identify, develop, and promote policies and practices to improve transition, post-secondary, and competitive employment outcomes for individuals with intellectual and developmental disabilities (IDD).
Community providers across the nation are embracing the transformation from facility-based employment supports to competitive integrated employment. While many providers believe in community participation and Employment First for the individuals they support, some struggle to make their vision a reality. The process of organizational transformation can seem daunting without an understanding of the full range of tactics and approaches available.
We have created a series of four Engage Briefs to examine the guideposts in detail. This brief explores the need to implement a plan to help individuals participate in and contribute to their communities.
We have created a series of four Engage Briefs to examine the guideposts in detail. This brief explores the need to tailor supports to an individual's needs and goals.
