aloha, y'all!
The New York State Commission for the Blind and Visually Impaired (CBVH)'s
proposed Strategic Plan for Fiscal Years 1998, 1999, and 2000 has been
posted to the CBVH's web site for public review, providing residents of New
York state with the opportunity to provide CBVH with specific and substantive
feedback. The URL of the Strategic Plan is:
http://www.state.ny.us/dss/cbvh/cbvh403.htm
for those without web access, a Lynx-rendered text image of the page is
attached to this emessage...
(Thanks to Ruth-Ellen Simmonds and Ulrike Pohlig for alerting VICUG NYC to
the plan's URL]
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text-image of http://www.state.ny.us/dss/cbvh/cbvh403.htm
The New York State Commission for the Blind and Visually Handicapped
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Strategic Plan For Federal Fiscal Years 1998, 1999 & 2000
Table of Contents
1. Introduction and Overview of the Plan
2. I. Mission, Philosophy, Values, and Principles
3. II. Specific Goals and Objectives
4. II. Goal 1
5. II. Goal 2
6. II. Goal 3
7. III. Evaluation
8. IV. Progress Reports
9. To Order Copies in a Specified Format
Introduction and Overview of the Plan
The Commission for the Blind and Visually Handicapped (CBVH) is the
designated State unit to provide vocational rehabilitation services to
individuals in NYS who are blind. CBVH is required, under The
Rehabilitation Act as amended, to prepare and submit to the
Commissioner of the Rehabilitation Services Administration, United
States Department of Education, a Strategic Plan for developing and
using innovative approaches for achieving long-term success in
expanding and improving vocational rehabilitation services. This
Strategic Plan covering the period spanning Federal Fiscal Years 1998,
1999, and 2000, becomes effective October 1, 1997.
CBVH produced its first Strategic Plan for Federal Fiscal Years 1994,
1995, and 1996. That Plan was based on the recommendations included in
the Study of Vocational Rehabilitation and Related Services for
Persons Who Are Blind, authorized by the New York State interagency
Council of Vocational Rehabilitation in 1993. The recommendations
contained in the Study under the categories of employment, public
awareness, services to older individuals, children's services,
independent living services, technology and access to and provision of
services were encompassed as goals and objectives in the former Plan.
In successfully completing these goals and objectives, CBVH became a
more efficient and responsive agency to the needs of consumers and
staff.
In the Spring of 1994, CBVH formed a Services Workgroup which was
charged to examine the entire service delivery system for persons who
are blind in New York State and make recommendations for an improved
local service delivery system that is consumer based, streamlined,
timely and accountable. The Workgroup, composed of CBVH staff,
providers and consumer representatives used Total Quality Management
principles to assess data obtained from a series of focus groups
conducted with CBVH staff, providers and consumers across the state.
After identifying and obtaining additional information needed to make
meaningful recommendations, the Workgroup issued its initial report,
"CBVH Elderly Services: A Time for Partnership". Completed in November
1994, that report contained recommendations to improve services for
people who are legally blind, age 55 and older, and not seeking
employment. The Implementation Team, a second Workgroup reflecting the
first group's composition, was formed to begin to operationalize some
of the recommendations from the report.
In the second phase of the CBVH Services Workgroup activities, the
attention was on employment and children's services. Membership
evolved so that the Workgroup was composed of CBVH staff and consumer
representatives. This Workgroup determined that it is essential for
CBVH to focus staff energies and resources on improving and
facilitating services for consumers who are seeking to obtain or
maintain paid employment. Their recommendations, issued December 1995
in "The Focus Is Employment" served as the basis for the 1997, 1998,
1999 Strategic Plan developed in place of a fourth year "update".
After formulating a plan to develop outcome based contracts, CBVH
focused its attentions on activities which would not require
contractual changes or additional staff. Under these parameters, eight
workteams were formed in late 1997. Encompassing issues of:
Streamlining, Job Coaching, Assessment Tool, Homemaker Policy and
Homemaker Coordination Model, Strategies for Employment, Closure
Packages, Tools and Materials, Adaptive Technology and the Laptop
Project, the workteams were charged with operationalizing specific
recommendations of the Services Workgroup.
In the development of this Strategic Plan, CBVH again complied with
the requirements of the Rehabilitation Act, as amended, by informing
the public of innovative activities planned by CBVH for the next three
years which related to the employment of consumers who are legally
blind; and by providing through public forums, the opportunity for
public comment; and by obtaining comments and recommendations from
members of the CBVH Rehabilitation Advisory Council and Statewide
Independent Living Council. This Strategic Plan builds on last year's
plan, incorporating the work of the eight workteams, as well as
comments from the public and the Rehabilitation Advisory Council to
focus on critical concerns that consumers and staff perceive should
guide program development, resource acquisition and utilization, and
the public posture of the agency in coming years.
CBVH will spend the 1.5% of its Title I Part B allotment for
activities described in Section 123 of the Rehabilitation Act, as
amended. The plan is intended to set broad directions for the agency
and should be read by all involved parties with an understanding that
ongoing public sector resource constraints may preclude implementation
of specific activities.
Since January 1997, CBVH has been under the direction of a new
Assistant Commissioner. The entire agency structure and service
delivery system is being reexamined in order to further increase
CBVH's responsiveness and equip the agency to deliver services more
effectively in the year 2000 and beyond. Consequently, this Strategic
Plan is a work in progress and may undergo significant revisions as
the Commission continues this process. CBVH will seek the continuous
input of consumers, parents, staff, providers, employers and others
vested in the successful rehabilitation of individuals who are blind.
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Strategic Plan Table of Contents
I. The Mission, Philosophy, Values, and Principles of the CBVH Vocational
Rehabilitation Program
The Commission for the Blind and Visually Handicapped is the
designated State unit, pursuant to Federal and State laws and
regulations, responsible for the administration of vocational
rehabilitation and other related services to legally blind residents
of New York State.
MISSION - The Mission of the Commission for the Blind and Visually
Handicapped is to enhance employability, to maximize independence, and
to assist in the development of the capacities and strengths of people
who are legally blind.
VALUES/PHILOSOPHY - CBVH values the worth, dignity and rights of
people who are blind. It seeks to encourage, empower, and enable
individuals to live independently, pursue meaningful employment, and
enjoy full inclusion and integration into the cultural, economic,
educational, political, and social mainstream of society. The active
participation of consumers in their own rehabilitation programs,
including the ability to make meaningful and informed choices
regarding their vocational goals and the rehabilitation services they
receive, is a fundamental principle of all CBVH programs, projects,
and policies.
CBVH is committed to working closely with children and their families
to enable each child to achieve the maximum possible independence in
working, living, and participating as an adult.
CBVH seeks to incorporate an interactive teamwork approach to
providing quality vocational rehabilitation services that not only
meet, but exceed the needs of consumers. By building a strong team
composed of people who are blind, CBVH staffers, community-based
service providers, and current and potential employers, the rewards of
consumer employment and satisfaction may be shared by all.
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Strategic Plan Table of Contents
II. Specific Goals and Objectives for Expanding and Improving the System for
Providing the Vocational Rehabilitation Program
GOAL 1 - All eligible individuals who are blind will have the opportunity
to obtain high quality employment which reflects their interests, abilities
and choices.
Objective 1 - Increase the number of individuals who are blind who are
successfully employed in remunerative positions.
1. Increase expectations - raise the remunerative employment goals of
CBVH district offices each year, achieving a 60% increase in the
number of individuals placed in paid employment over the next
three years.
2. Implement a model of Homemaker services which makes the best use
of resources so that staff can focus more on remunerative
employment activities.
+ Implement Revised Homemaker policy.
+ Expand Homemaker Coordination Model.
+ Increase use of group training models where feasible.
3. Provide opportunities for CBVH staff to gain the skills and
information necessary to assist consumers in choosing appropriate
employment goals and services to achieve those goals, and to
develop employment opportunities with employers.
+ Increase staff involvement in local placement consortiums.
+ Incorporate placement issues in In-Service Training.
+ Develop/maintain tools & materials which will be available to
counselors to assist them in assessment, training & placement
efforts.
+ Explore implementation of Business Advisory Council(s) at the
state or local level, or joining VESID Regional Employment
Councils or Projects with Industry.
4. Develop, implement and revise Regional Employment and Children's
Services Plans which formulate regional strategies to increase
employment of individuals who are blind.
5. Foster closer working relationships with other public and private
providers of employment services.
+ Increase involvement with local placement consortiums.
+ Increase use of Department of Labor Resources.
+ Develop cooperative agreements, as needed.
6. Increase opportunities for individuals to direct their
rehabilitation program and advocate for their needs with
employers.
+ Establish or support regional job clubs.
+ Develop information packets for consumers.
+ Use CBVH Web Page to provide information & resources.
+ Work with Independent Living Centers, Community
Rehabilitation Programs etc. to train individuals in
self-advocacy skills.
7. Expand access to a variety of supported employment (SE) options
for individuals with the most severe disabilities; use job coaches
more creatively for both supported and traditional employment.
+ Use Title I funds to provide supported employment services
where no slots are available through VI-C contractors.
+ Provide opportunities for contractors to learn how to
implement a broader array of SE models (technical assistance,
peer modeling, etc.).
+ Assess the distribution of current VI-C contracts to
determine need to issue new Requests for Proposals to serve
unserved or underserved areas.
+ Provide training to staff re: job coaching; identify new
sources of job coaches and examine rates.
+ Explore and support use of Business Enterprise Program
facilities as supported employment sites.
8. Access existing networks regarding employment opportunities and
accommodations for persons who are blind or disabled (e.g. Job
Accommodation Network, NFB's Job Opportunities for the Blind,
AFB's Technology and Career Information Bank, etc.).
9. Develop employment opportunities under the Randolph-Sheppard
Program.
+ Identify potential new facilities, refurbish existing
facilities under the Business Enterprise Program (BEP).
+ Consolidate the BEP on-site food service training component
to ensure greater skill consistency and high quality of new
managers.
10. Increase opportunities for youth to gain career awareness, job
training and work experiences.
+ Work cooperatively with Private Industry Councils, community
rehabilitation providers, independent living centers, etc. to
develop summer youth employment opportunities.
+ Join local School-to-Work partnerships to ensure access by
students who are blind.
11. Develop brochure(s) to market CBVH services and the potential
contributions of employees who are blind.
12. Expand the Buffalo "job save" model statewide, to provide
intervention before an individual becoming blind loses his or her
job and becomes dependent upon the public.
Objective 2 - Increase consumer knowledge of the variety of vocational
goals and service options available to them.
1. Use CBVH Web Page to share information on employment goals,
providers of services, etc.
2. Work with the CBVH Rehabilitation Advisory Council (RAC), staff,
providers and consumers to develop a system to help individuals
make informed choices about service options available to them.
3. Develop opportunities for individuals to interact with "mentors"
(successfully employed adults who are blind; older students who
are blind; parents of children who are blind) to share
experiences, knowledge and resources.
4. Increase counselors' knowledge base for provision of counseling &
guidance.
5. Repeat of #8 above.
Objective 3 - Increase the functional skills of persons who are blind
which serve as the basis for successful employment and integration
into the community.
1. Promote the provision of instruction in Braille to individuals
wanting this skill.
2. Provide opportunities for children and adults to access programs
which will increase their social and recreational skills.
3. Examine the delivery of rehabilitation teaching and orientation &
mobility skill instruction in the private and public sectors to
make the best use of resources and to meet the needs of consumers.
4. Increase opportunities for group instruction, where feasible, to
serve the greatest number of persons while providing opportunities
for peer support (e.g. Adaptive Skills Program).
5. Advocate for the inclusion of communications skills,
rehabilitation teaching, and mobility instruction in students'
school programming.
Objective 4 - Increase ability of individuals to direct their
vocational program and advocate for themselves in educational and
employment settings.
1. Working with independent living centers and community
rehabilitation programs, provide opportunities for individuals who
are blind, including youth, to participate in leadership and/or
self-advocacy skill development programs.
2. Develop and distribute "consumer placement packet" which provides
information to support self-advocacy with employers.
Objective 5 - Improve access to technology needed to support
educational and employment goals.
1. Pilot local technology acquisition model in the Buffalo area;
assess effectiveness of the model; duplicate in other areas if
successful.
2. Complete Adaptive Technology evaluation and implement resultant
recommendations of workgroup, particularly in relation to Adaptive
Technology Center contracts.
3. Assess available Computerized Case Management systems for ease of
use, effectiveness in reducing counselor paperwork, accessibility
by users with disabilities, etc. Acquire and implement best
system.
4. Work with schools and community rehabilitation programs to improve
technology assessment of students who are blind and acquisition of
needed equipment and to implement the State Education Department
memorandum on assistive technology.
5. Provide each counselor with a computer (for case management
purposes and to work with consumers in using placement software).
Evaluation - In evaluating progress toward achieving this goal and
related objectives, CBVH will look at factors such as: results of
consumer satisfaction surveys; the number of remunerative placements
achieved (including comparison to number of consumers seeking
employment); the reasons for unsuccessful closures; the extent to
which adaptive technology is provided on a timely basis and used by
the individual; the number of cooperative relationships established
with other stakeholders in the placement process; and the number of
district offices involved in School to Work partnerships.
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Strategic Plan Table of Contents
GOAL 2 - Individuals who are blind, their families, their employers and
their communities will develop higher expectations of people who are blind.
Objective 1 - CBVH staff will reflect respect and a positive
understanding of the abilities of persons who are blind.
1. Convey this message throughout all levels of management.
2. Implement staff training to reinforce positive attitudes.
3. Share success stories - CBVH Newsletter, CBVH Annual Report,
newspaper articles, etc.
Objective 2 - CBVH will assist family members in developing high
expectations of individuals who are blind and supporting them in
obtaining their goals.
1. Assist families in matching with others who have had positive
experiences.
2. Establish mentorship programs.
3. Share success stories.
4. Develop informational brochures.
Objective 3 - Persons who are blind will see themselves as capable of
achieving their personal goals and contributing to their communities.
1. Foster mentor relationships between VR clients and successfully
employed adults who are blind, and/or older students successfully
enrolled in post-secondary education.
2. Work cooperatively with community rehabilitation programs and
independent living centers to develop self-advocacy training
programs. Encourage participation of individuals who are blind.
3. Share success stories.
4. Develop informational brochures.
Objective 4 - By recognizing the abilities of people who are blind,
employers will offer employment opportunities and necessary
accommodations.
1. Utilize expertise of Business & Industry Representatives on RAC to
identify strategies to work effectively with employers.
2. Explore development of Business Advisory Council(s) at state or
local level..
3. Share success stories - television spots, newsletters, newspaper
articles.
4. Develop and distribute brochure marketing the abilities of workers
who are blind.
Evaluation - in assessing its progress in achieving this goal and
related objectives, CBVH will look at factors such as: consumer
surveys; employer surveys; number of remunerative placements with new
employers; student involvement in the IEP/IWRP process; the number and
distribution of individuals accessing "leadership, self-advocacy
training"; and the extent of media coverage of success stories.
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Strategic Plan Table of Contents
GOAL 3 - Recipients of CBVH services will have access to a streamlined,
responsive, efficient, accountable service delivery system.
Objective 1 - CBVH's case management and fiscal management systems
will support timely, easy access to services.
1. Participate in Region II streamlining activities with other state
vocational rehabilitation programs in NY, NJ, Puerto Rico and
Virgin Islands.
2. Implement recommendations of CBVH Streamlining Workgroup.
3. Assess case management systems available; acquire system which
best meets CBVH needs.
Objective 2 - The structure of CBVH central and district offices will
make the best use of resources to provide individuals who are blind
with accessible, responsive, efficient services.
1. Review home-based counselor model, including use of laptop
computers.
2. Assess current district office structure in upstate and downstate
region to identify areas to gain greater efficiency while
maintaining quality and responsiveness.
3. Maintain staffing at level necessary to achieve high quality
outcomes.
Objective 3 - Individuals who are blind will be able to select from a
broad array of high quality, efficient providers of rehabilitation and
independent living services.
1. Implement outcome-based contracting methodology which incorporates
reasonable cost-allocation methodology and allows degree of
flexibility in service provision.
2. Develop program monitoring system with input from staff,
contractors and consumers. Implement regularly scheduled review
system.
3. Identify service gaps and develop additional resources as needed.
Objective 4 - Recipients of CBVH services will report a positive
experience which contributed to the achievement of their goals.
1. Assess consumer satisfaction through a variety of methodologies:
RAC consumer survey, routine assessments as part of contracting
methodology, review of Adaptive Technology, consumer letters and
phone calls expressing satisfaction/dissatisfaction.
2. Conduct routine case reviews in district offices to ensure fair
and consistent implementation of policy.
Evaluation - Progress toward this goal and its related objectives will
be evaluated by examining such factors as: amount of time individuals
spend in various statuses and from activation to closure; consumer
satisfaction; counselor satisfaction; amount of time it takes for an
individual to be assessed for and obtain needed technology; cost of
service delivery; etc.
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Strategic Plan Table of Contents
III. Evaluation
CBVH intends to evaluate and improve strategic planning by taking into
account the results of reviews, monitoring activities, reports and
input from CBVH staff, consumers and providers. The Strategic Plan
will be shared with staff and made available in accessible format to
consumers, applicants, providers of service, advisory councils and the
general public.
The evaluation statements at the end of each goal specify the criteria
by which CBVH will determine whether the activities have been carried
out and the objectives completed. Evaluation will take into account
how well the strategies are communicated and understood and how well
the key results are achieved. Staff will be asked to look out for
potential problems, identify areas needing improvement and participate
in monitoring activities.
CBVH is required to produce reports to meet both Federal and State
requirements. Included in these periodic (monthly, quarterly, annual),
reports are statistics, and statements concerning the programs,
achievements of goals, unanticipated outcomes, and comparisons to
previous periods. These summary reports will serve as the basis for
assessment, evaluation, feedback and improvement.
In collaboration with the Rehabilitation Advisory Council, CBVH will
conduct annual public forums to solicit comments and suggestions on
the progress and impact of the planned and completed objectives. The
Commission will also actively seek the input of the State Independent
Living Council.
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Strategic Plan Table of Contents
IV. Progress Reports
Planning is a dynamic ongoing process that does not end with the
completion of the Plan document. At every phase of implementation,
changes in factors external to the Plan are expected to alter
time-frames and modify proposed activities. In addition, the execution
of the Plan activities themselves may reveal obstacles and create
opportunities for changes in the way subsequent activities are carried
out and the sequence in which they are performed. In order to be
effective, the Plan will remain responsive to these factors. As stated
at the outset: "The plan is intended to set broad directions for the
agency and should be read by all involved parties with an
understanding that ongoing public sector resource constraints may
preclude implementation of specific activities."
An updated Progress Report will be issued on an annual basis. The
Report will summarize the progress made in the implementation of the
Plan and success in meeting the goals and objectives.
The first Progress Report will review the activities undertaken in
each of the areas between October 1, 1997 and September 30, 1998 and
identify goals and objectives achieved. If specific objectives were
not achieved, then alternative approaches will be developed. Input
from the Rehabilitation Advisory Council, the State Independent Living
Council, and interested parties will be incorporated or an explanation
will be provided for not doing so.
The process for developing, updating, and amending the Strategic Plan
will be followed in years two and three of this Plan.
Updates, like the 3-Year Strategic Plan, will be disseminated to
individuals with disabilities, disability organizations,
rehabilitation professionals and other interested parties, and will be
available in braille, cassette, computer disk, large print, and
regular print.
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For copies of the Strategic Plan and Plan Updates as they are released
(please specify braille, cassette, computer disk, large print, or
regular print format), contact:
Nancy Zygmon
NYS Commission for the Blind and Visually Handicapped
One Commerce Plaza, Room #724
40 North Pearl Street
Albany, New York, 12243
tel. (518)-473-0864
fax. (518)-486-5819
TDD/TTY (518)-474-7501
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November 7, 1997 (links validated)
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