DRS conducts continuing statewide studies to determine the current needs of individuals with disabilities within the state, including individuals receiving supported employment services under 34 CFR Part 363, and to identify the best methods to meet those needs. These studies include assessments of the rehabilitation needs of individuals with severe disabilities, program evaluations, and other reviews of methods to provide, expand, and improve vocational rehabilitation services to individuals with disabilities. DRS also uses information obtained from public hearing comments, constituent inquiries, routine case monitoring, and fair hearings when making decisions about program and policy development and about allocation of resources.

In 1990, DRS contracted for a telephone survey of over 10,000 Virginia households in order to obtain baseline data on Virginians 16-64 years old whose health conditions limit their work or housework, as well as to identify statewide service gaps and obtain information to use in agency services planning. This survey found that individuals with disabilities in Virginia have a need for: (1) enhanced personal assistance and rehabilitation technology services; (2) comprehensive, customer-focused, case management; and (3) support for efforts led by consumer advocates and others to improve the housing and transportation options of Virginians with disabilities.

As there has been little change since 1990 in the types of needs those with severe disabilities have (although the degree to which these needs are being met has changed), DRS’ current strategy for conducting statewide needs assessments employs: (1) Targeted needs assessments with specific populations of individuals with severe disabilities and program evaluations of specific programs and services, particularly those which provide "VR support services" to individuals with severe disabilities; (2) Information from the needs assessments conducted by the 41 community-based Disability Services Boards (DSBs) on the needs of people with physical and sensory disabilities in each DSB; and (3) Data from the US Census Bureau on the prevalence in Virginia of various disability-related characteristics. This strategy is comprehensive in that the needs of specific groups of individuals with severe disabilities may be assessed in detail while a wider, statewide perspective - based on Census Bureau and DSB data - is maintained.

The findings of DRS’ statewide studies are most commonly used to help set the overall direction for the agency’s provision of VR services to people with the most severe disabilities. Relatively few specific changes have been adopted in DRS’ plans or policies as a direct result of these studies, primarily because the study findings typically have (1) supported existing plans and policies; (2) addressed issues more general than those that are covered by a particular policy; or (3) suggested areas in planning or policy where clarification, rather than change, was needed.

Recent situations in which changes have been adopted in state agency policy or procedures, the State Plan, or the strategic plan and its amendments as a result of statewide studies include:

The DRS definition of an individual with a most severe disability is a person who has a severe disability as defined by RSA guidelines and who meets the following criteria: (1) a physical or mental impairment that seriously limits three or more functional capacities (including, but not limited to, mobility, communication, self-care, self-direction, interpersonal skills, work skills, or work tolerance) in terms of an employment outcome; and (2) vocational rehabilitation which can be expected to require multiple core vocational rehabilitation services over an extended period of time (six months or more).

In the 1998-2000 State Plan, DRS identified the following specialty service units and/or areas that have staff with expertise in serving individuals with most severe disabilities, and described their plans and activities for improving and expanding services to these individuals. The actions which have occurred to implement these plans and activities are noted in italics.

Deaf and Hard of Hearing Services (DHH)

1. Formalize and strengthen the DHH Resource Team. The team will include regional counselors for the deaf, the DHH Services Unit of WWRC, and the State Coordinator of DHH Services. The State Coordinator for Deaf-Blind Services will serve as an ex-officio member of the Team. The Team will meet on a quarterly basis to provide an internal focal point for agency services and the development of new programs and vendors for customers who are deaf or hard of hearing. It will provide an ongoing review of current agency service areas to ensure integration for deaf and hard of hearing customers. Ongoing

The DHH Resource Team has been formalized and includes all the members listed. It has met on a quarterly basis to coordinate services for the deaf and hard of hearing.

2. Ensure customer accessibility to the classroom by providing funding for interpreting services. Maintain memoranda of understanding with Centers for the Deaf at J. Sargeant Reynolds Community College and New River Community College. Review impact of past funding by tracking current status of former students of the two colleges. Ongoing

The memoranda of understanding with Centers for the Deaf at the two community colleges were written. A program evaluation for the years of 1988 to 1996 was completed by tracking the status of former students of the colleges. The successful status of these students supported the decision to continue this grant. Therefore, funding for interpreter services will continue to be provided through a joint venture between DRS and the colleges.

3. Collaborate with New River Community College and the University of Tennessee (Post-secondary Education Consortium) to expand post-secondary opportunities for deaf and hard of hearing students through outreach and technical assistance to community-based post-secondary education programs. Ongoing

PEPNet, the Postsecondary Education Programs Network, is the national collaboration of the four Regional Postsecondary Education Centers for Individuals who are Deaf and Hard of Hearing. The Centers are supported by contracts with RSA. Virginia is working with the Postsecondary Education Consortium (PEC) and its affiliates to provide training and technical assistance statewide. A resource directory is being developed to assist colleges and universities in providing educational services to students who are deaf, hard of hearing, or deafblind.

4. Assess service delivery to individuals who are hard of hearing and late-deafened. The assessment will include accessibility of field offices; analysis of RSA-911 data; random statewide case reviews; and policy analysis. Submit findings and recommendations to agency management by December 1997.

This objective was completed by December 1997. The WHO codes in the 200 series were changed. Virginia eliminated the requirements concerning decibel loss from policy and broadened the eligibility requirements for persons who are deaf and hard of hearing by focusing on functional limitations instead.

5. Review and update cooperative job placement program with the United States Postal Service to establish statewide consistency in the hiring of persons with disabilities. Determine feasibility of program continuation and review current hiring practices and vocational evaluation processes for determining essential job functions. Ongoing

The cooperative job placement program with the United States Postal Service has not yet been updated. The Virginia State Coordinator for DHH Services is working with a representative from another state in RSA Region III to develop a standardized process for use in hiring persons who are deaf and hard of hearing.

6. Enhance supported employment services for individuals who are deaf. Provide training funds to Employment Service Organizations to train existing job coaches in sign language and/or train fluent signers in job coaching skills. Serve as a resource, provide information and referral, coordinate and network with ESOs regarding service to deaf and hard of hearing customers. Ongoing

Thirteen out of 15 vendors for supported employment have received funds to train job coaches in sign language. Also, one sign language interpreter has been trained as a job coach and the trained interpreter and job coach mentor each other.

7. Collaborate with the Virginia Community College System to increase interpreter-training programs throughout the state. A shortage of qualified interpreters statewide affects the integration of deaf customers into training and employment opportunities. Ongoing

The Virginia General Assembly provided $50,000 for one year to develop standardization for training programs in sign language. Sign Language Programs throughout the US are now being reviewed to determine the requirements to establish programs in Virginia.

8. Facilitate training opportunities and provide technical assistance to DRS staff in how to work with deaf and hard of hearing customers. Ongoing

1. Develop a plan for training community providers as behavioral consultants to work with DRS customers with traumatic brain injury and challenging behaviors. Provide training to field counselors to assist them in hiring, negotiating, and monitoring the services of behavioral consultants. DRS will evaluate the impact of these services in assisting customers to achieve a vocational goal. December 1999

Plans for this objective are ongoing.

2. Develop a plan for training community providers as life skills trainers to work with DRS customers with traumatic brain injury. Provide training to field counselors to assist them in hiring, negotiating, and monitoring the services of life skills trainers. DRS will evaluate the impact of these services in assisting customers to achieve a vocational goal. December 1999

Training was provided to potential providers and to DRS staff in February 1998. Evaluation of services will be ongoing.

3. Assist in the replication of Brain Injury Services (formerly, Head Injury Services Partnership) services for individuals with brain injury in Virginia Beach and Fredericksburg. Ongoing

Subcontracts were awarded to two service providers, one in Virginia Beach and one in Fredericksburg. The Virginia Beach site, which opened in November 1997, currently has a part-time program in operation; the Fredericksburg site has had problems with the building where the program will be located.

4. Monitor the implementation of agency policy and procedure for the purchase of cognitive rehabilitation services that were implemented in July 1995. Conduct a follow-up survey to determine if there has been an increase in the use of services and to evaluate if the service is being purchased appropriately. January 1998

The target date for achieving this objective has been rescheduled to January 1999.

5. Evaluate the effectiveness of the Ohio Valley Center’s substance abuse treatment model implemented in Virginia in August 1996. Determine if training in this approach should be provided to DRS staff and community providers based on the evaluation. June 1998

This will be achieved by June 1998.

6. Assist Brain Injury Services (formerly, Head Injury Services Partnership) to assess the effectiveness of programs in their continuum of services for individuals with brain injury in Northern Virginia. Ongoing

DRS staff completed a site review in December 1997, with a follow-up visit to present a draft report in March 1998.

7. Develop agency guidelines for the purchase of neuropsychological assessments and provide training to DRS field staff. September 1998

Plans are underway to provide this training in conjunction with revised information on psychiatric and psychological services in the Services Reference Manual.

8. Maintain a resource directory of psychologists and neuropsychologists in Virginia. The Brain Injury Association of Virginia (BIAV) works collaboratively with DRS in updating and maintaining this directory. Ongoing

An updated directory was published in January 1998 by BIAV.

9. Utilize VRIS data to analyze services provided and outcomes achieved for customers with brain injury and modify service delivery as appropriate. Ongoing

This objective is currently taking place. It is an ongoing process.

10. Refine and strengthen the Cognitive Rehabilitation Pilot Program. Ongoing

11. Facilitate training opportunities in brain injury rehabilitation for DRS staff and provide technical assistance to field staff. A training survey will be conducted to determine needs and assess future directions. Training is provided, coordinated, and/or arranged by the statewide Coordinator of Brain Injury Services. Training activities for DRS staff will include positive behavior supports, cognitive rehabilitation, neuropsychological assessment, behavior intervention, and person-centered planning. Ongoing

Training was provided to DRS staff in Life Skills Training Services in February 1998. DRS Brain Injury Services will sponsor staff to attend the June 1998 Williamsburg conference and the October 1998 Journey To Independence Conference in Northern Virginia.

12. Facilitate the development of supported employment services for persons with brain injury. Continue collaborative efforts with DRS’ Coordinator of Supported Employment to raise awareness among providers of supported employment services. Ongoing

This objective is currently taking place. It is an ongoing process.

13. Combine and strengthen state-mandated registries for individuals with brain injury and spinal cord injury. Work collaboratively with the Virginia Department of Health to combine registry reporting with the statewide Virginia Trauma Registry. Ongoing

1. Develop a proposal for a redesigned spinal cord injury rehabilitation program at Woodrow Wilson Rehabilitation Center (WWRC). The core work group will identify gaps in services and define a role for WWRC in a collaborative statewide strategy for achieving the greatest gains in health, independence and employment. Consumers, outside organizations, service provides and consultants will review the progress on this goal and provide guidance and advice. January 1998

A proposal has been drafted and submitted for management review. WWRC has established a work group to address the recommended actions.

2. Improve the accuracy and completeness of spinal cord injury and brain injury registry reporting through a project to integrate these two registries with the Virginia Trauma Registry. This project will improve the quality of data and provide linkage with related data sets for population based assessment of these disabilities. Requirements documents are complete and contractors hired as of June 1997. October 1997

A prototype system has been developed by the Virginia Department of Health and a copy received March 19, 1998. Registry operations have met with the Office of Emergency Medical Services and the Office of Information Management of Virginia Department of Health. A formal reporting on the preliminary testing will be completed by May 1, 1998.

3. Facilitate the continued development of the Virginia Spinal Cord Injury Council as an independent statewide consumer/professional group to collaborate with the agency in interpreting the information collected via the spinal cord injury registry, assessing the needs of individuals with spinal cord injury, designing programs to promote independence and employment, as well as evaluating the effectiveness of these efforts. Ongoing

The bylaws of the Council have been adopted and approved by the DRS Board. There is growing interest by professionals and consumers in Council Activities. Attendance at the quarterly meetings has been increasing. The Council has asked for regular review of Registry reporting and follow-up.

4. Establish a customer directed community-based peer support system for individuals with spinal cord injury directed by staff of the independent living centers. Develop methods for collaboration with WWRC staff in the operation and evaluation of this work. October 1998

The Cadre has been transferred from WWRC Hospital Recreation to the local Centers for Independent Living (CILs). Announcements of the CIL peer support system are included in the packets sent to all newly reported spinal cord injuries. The previous Cadre members have been asked to contact their local CIL to join the local system. Training for the CILs was completed in September 1997. Information on the CADRE has been included in the newsletter, "SCI News and Views." Work continues on improving statewide coordination and providing the services requested by hospitals.

5. Provide initial outreach to persons reported to the Virginia Spinal Cord Injury Registry by mailing packets of resource materials upon receipt of hospital injury reports. Improve the quality of these packets by establishing a committee of staff from the CILs and the Virginia Spinal Cord Injury Council to review and update these packets. Ongoing

Registry packets have been mailed to 188 people injured during CY 1997. Reports continue to be received for that time period with over 220 injuries expected. Registry Operations has solicited suggestions for these packets from the CILs and from the Veterans Administration SCI Council. Review of the Registry Packets is an agenda item for the August 1998 Council Meeting.

6. Provide information and referral to individuals with a spinal cord injury, professionals, and DRS on spinal cord injury, resources and services. Continue to produce and distribute the SCI Resource Guide, SCI News and Views and SCI Care Manual. Develop collaborative methods for information and referrals with the local centers for independent living as well as the Disability Services Boards. Ongoing

The Resource Guide was revised April 1998. New versions are included in registry packets. The SCI News and Views was mailed April 1998 to 4,200 people. Registry Operations works closely with CILs in coordinating activities, gathering information and providing information on local resources. In turn, Registry Operations provides statewide and national information to CILs on SCI issues. Additional information has been included in all publications on the CILs and Disability Services Boards. The SCI Care Manual is now being completed by a new committee composed of UVA and WWRC staff. Their first meeting was April 1998.

7. Provide community outreach by mailing materials from local organizations, centers for independent living and disability services boards to individuals in the Virginia Spinal Cord Injury Registry on local events, meetings, services, opportunities and training. Ongoing

1. Formalize and strengthen the LTMI Program Staff. The staff includes LTMI Counselors, Managers, WWRC Counseling staff member, State Program Coordinator, and liaison to the Department of Mental Health, Mental Retardation, and Substance Abuse (DMHMRSAS). The staff meets on a quarterly basis and provides ongoing review of current agency services and community services to ensure integration for LTMI customers. Ongoing

DRS is on target with this goal. The LTMI Program Staff continues to meet on a quarterly basis in order to communicate about agency and community services for persons with LTMI. The local counselors, managers, and clubhouse directors in the different contract areas of Virginia are in the process of renegotiating the modifications to their contract for the fiscal year 2000.

2. Assess service delivery to individuals with long-term mental illness; conduct analyses of data and of policy. Submit findings and recommendations to agency management. Ongoing

An analysis has been conducted on service delivery and outcomes of people with LTMI on the 12 contract specialty caseloads and on general caseloads. The results of this analysis indicated that consumers with serious mental illnesses who received services from the LTMI program were more likely to obtain an employment outcome. The Virginia General Assembly has charged DRS and DMHMRSAS to jointly conduct a study on the employability of persons with serious mental illness or substance abuse to be completed by December 1999.

3. Assess service delivery to individuals with substance abuse disabilities; conduct analyses of data and of policy. Submit findings and recommendations to agency management. Ongoing

Same as item 2.

4. Facilitate training opportunities and development for DRS staff which may include access to and expansion of placement resources; state-of-the-art treatment strategies and techniques for serving persons with LTMI or Substance Abuse; dually-diagnosed clients. Ongoing

Individual counselors serving customers with LTMI or SA have been funded when they’ve had the opportunity to participate in local training programs. LTMI counselors viewed the tape DMHMRSAS developed on treatment uses of new psychotropic medications.

5. Collaborate with DMHMRSAS to review and update the Memorandum of Understanding for the provision for VR services to substance abuse customers at three selected sites; evaluate program success; explore expansion options. Yearly

DRS is in the process of achieving this activity for the year 2000. The program evaluation of services to customers with substance abuse program showed that costs were lower, duration of services was shorter, and competitive earnings were similar to persons with other disabilities. Results indicated that program is successful.

6. With DRS and CSB/Clubhouse staff, conduct forum to promote a common understanding of LTMI strategies and practices; enhance collaborative activities; increase consistency in rehabilitation methods; provide skills training. Yearly

1. Expand Pre-Vocational/Evaluation Services to Short-Term Rehabilitation Unit (STRU) and Supported Living Services Unit (SLSU) clients, per bed expansion, depending on individual client needs, with a target of 100 units of services for 50 clients/year. September 1999

Sixteen STRU clients have participated in vocational services, either on the STRU unit or in the Vocational Evaluation Department. Eight clients have been involved in 32 units of service on the unit since October 1997. Eight clients from STRU have participated in a comprehensive vocational evaluation in the Vocational Evaluation Department, with 80 units of service. In general, clients living on the SLSU are either in a WWRC vocational training program or participating in vocational evaluation or another vocational.

In an effort to uphold DRS’ mission statement, attention will focus on individuals on the STRU who have vocational potential and who therefore require the team efforts of professionals with vocational expertise. We anticipate recruiting individuals in the vocational arena to help continually define our service delivery process, specifically by including a Vocational Evaluator in Wednesday rounds for STRU patients. The Vocational Evaluation Manager routinely meets with the STRU Planning Team, blending medical and vocational rehabilitation staff to market the unique service array on STRU and provide medical and vocational rehabilitation services to school-age individuals with the Post-Secondary Education Rehabilitation Transition (PERT) Program.

2. Strengthen the Unified Case Management System by (a) increasing case management involvement in community integration; and (b) assigning WWRC case managers to specific localities in order to promote closer collaboration with field counselors. September 1999

During 1997, the WWRC Operations Committee addressed the strategies and implementation procedures of achieving this goal, and developed an Action Plan. All steps of this Action Plan are to be fully implemented and operational by July 1, 1998. A review of the implementation strategies associated with the accomplishment of this goal will be ongoing throughout FY 99, with further revisions and refinements occurring as necessary. The Action Plan is as follows:

1. Integration of the Unified Case Management System and the IWRP process will be completed so that case evaluation/planning, and related documentation systems will be compatible.

2. IWRP Process Training will be provided to WWRC Case Managers by the DRS Training Department.

3. WWRC Case Managers will be assigned to regional teams that will be responsible to work with DRS field counselors to meet the specific requirements of the goal. These assignments will be effective as of July 1, 1998.

4. An Advisory Committee will be established, consisting of DRS field supervisors and WWRC staff to provide guidance and oversight to the integration process.

5. A full time Counseling Department Manager will be recruited and hired by the SW Regional Director who will work in close concert with the WWRC Director. The Manager will also serve as a member of the WWRC Executive Staff.

3. Expand recreation therapy options through an Outdoor Adventure/Initiative course to promote problem solving, trust, and relationship building. September 1999

This objective is being abandoned as there are safer, less expensive methods and means to promote leadership, trust and positive relationships.

4. Based on FRS/WWRC needs assessment, business planning processes, and other data, shift internal resources to meet identified client needs and program gaps. Ongoing

Internal resources have been shifted and related program modifications made in direct response to various constituent and service provider needs/demands over the past year. Examples include:

* Independent Living Skills Training Program: Overall capacity per 6-week module increased 50% for clients referred from FRS. Additionally, with the shifting of a case manager and an instructor to the IL program, new program elements were implemented.

* Brain Injury Services (BIS): A proposal has been prepared to address: increased demand for services; increasing capacity to meet demand; and reducing "waiting time."

* PERT: One person formerly assigned to the Technical Related Academic Career Competencies Program was allocated to PERT for 60% time, enabling that program to increase by six sites for the 98-99 school year. Another person was reallocated to PERT to assist in case management of "youth in transition." With 40% of those served at WWRC during FY 97 under the age of 22, ensuring appropriate client services for "youth in transition" who otherwise would not have been served through PERT has become increasingly important.

* Vocational Training: Emphasis has been placed on shorter term training modules within existing training areas. Prescriptive training programs are developed as needed, and resources shared to decrease waiting lists in areas of high demand (e.g. computer repair within Electronics Technology; medical transcription through External Training Options/Business Evaluation; Automotive Electronics (AM) through collaboration between Electronics Technology and AM; Computer Skills Training/Business Evaluation partnerships to address Computer Skills Training waiting lists). Also, in partnership with FRS/WWRC case managers/counselors, four positions were reallocated to reinforce the community integration and follow-up process.

* Other: The Counseling Department has been restructured and reorganized to focus service delivery on an integrated VR process. Improved communications have strengthened the partnership between WWRC and DRS Field Rehabilitation Services. Admissions criteria have been clarified. A Blue Ridge Community College pilot has been implemented for clients who are appropriate for community college yet need the medical rehabilitation and sport services available at the center to successfully make this transition. Community-based options have been increased. For example, Vocational Evaluation mobile evaluations units travel to Harrisonburg and Charlottesville; CAL evaluations are conducted via Richmond satellite in parts of Northern Virginia. BIS evaluations that lead to community-based referrals are conducted. There has been an implementation of statewide Student Internship Program; and External Training Option expansion into Tidewater region.

5. Enhance WWRC medical program offerings by (a) formally establishing the Spinal Cord Injury (SCI) Rehabilitation Program, to focus the Center’s existing direct services to customers with spinal cord injury, and (b) continuing to enhance community integration services for customers with brain injury, through community-based linkages for long-term successful employment and independent living outcomes. The SCI Rehabilitation Program at WWRC will, in addition to providing resource information, build upon current rehabilitation services, consider the need, review agency responsibilities, evaluate the past, assess the current health care situation and anticipate the future. The program will be guided by the following principles: (1) the program should be a statewide resource defined by needs of customers, citizens, service providers and communities; the implication of this principle is that WWRC will periodically conduct needs assessments, develop programs and evaluate its activities in conjunction with citizens, customers, facilities and community organizations;
   (2) WWRC will continue to endeavor to be a Center for Excellence in each program area it undertakes; meaning that WWRC uses state, national, and international standards for excellence in the programs it develops, and strives to be a national model which invites comparison, evaluation and replication; and (3) WWRC will continue to seek every opportunity to be a stimulant for community services; the implication of this principle is that WWRC will use its time and resources to cultivate, improve and expand community and regional resources which satisfy the needs identified. In every case, WWRC will promote high standards of excellence and effectiveness for itself and community and regional resources. September 2000

6. Develop WWRC as an agency resource for rehabilitation technology by expanding current services and developing new technology options. Ongoing

A position description for a statewide technology manager has been developed and DRS has hired two computer systems engineers and transferred a third individual into a six- month trial in the Tidewater area. DRS is looking at coordinating rehabilitation engineering and Computer Accommodations Lab (CAL) services statewide and have set up a satellite CAL at Richmond Area Vocational Evaluation Center in Richmond.

7. Continue to integrate the Independent Living Skills Training program within WWRC’s programs, and increase program capacity based on referral source demand. Ongoing

Through reallocation of resources, a VR Counselor and an instructor have been added, enabling expansion of the existing residential program and development of two new services. The current six-week program now has a capacity of 18 students per module. A three-week module, with a capacity of four students per module, has been added, targeted to students who may benefit from a more intensive and accelerated service. Both services are operating at capacity. A new two-day evaluation has been started in response to demand for assessments to determine a client’s level of independent functioning. Integration of the Independent Living Skills Training program with other WWRC services is evidenced by the program’s inclusion in the Unified Case Management System, its integration with the Center’s admissions and vocational records processes, and linkage with the Recreation Services Department through the use of shared personnel.

8. Realign medical services to meet the requirements of Certified Outpatient Rehabilitation Facility (CORF). September 1998

In consultation with a financial management firm, it was decided to solicit assistance, via a Request for Proposal (RFP) to determine the most appropriate services for WWRC to provide and the type of certification, given its scope and mission. This decision followed extensive research into CORF accreditation and the impact it would have on reimbursements and services provision for selected services (lab, X-ray, and pharmacy) historically provided by WWRC. It is anticipated that the RFP will be prepared this spring and a vendor identified to conduct the study and make recommendations. Once the recommendations are known, they will be implemented over the next three years.

9. Implement program improvements in the PERT Program to increase the scope of service delivery options that adequately respond to the needs of a more culturally diverse, multiply handicapped and severely disabled Youth in Transition population/audience. Pilot a one-week PERT evaluation and offer as a routine program option if feasible. September 1999

PERT has responded to increasing service requests from youth with multiple disabling conditions by allocating a full-time Clinical Social Worker and piloting a Prescriptive Evaluation service (one-week PERT evaluation), designed to address specialized service requests from these youth and accommodate changes in educational programming (students are unable to be out of school for the traditional two-week PERT Evaluation).

PERT has conducted two prescriptive intakes to date, with one additional intake scheduled for this fiscal year. Program evaluation activities have been initiated to assess the efficiency and effectiveness of this new service option.

PERT is proposing a continuation of this pilot effort with four Prescriptive Evaluation intakes (serving 32-48) scheduled for FY 99. The PERT Management Team will determine whether this will become a routine program option (target February 1999).

10. If sufficient funding is obtained, enhance WWRC vocational services by expanding the capacity of the SLSU to accommodate an additional six individuals (current capacity is 24 students). This addition to housing options for persons with the most severe disabilities results in more individuals being able to enroll in vocational services, since the limiting factor on admission of persons with severe physical disabilities is not the availability of training slots, but rather the availability of housing with attendant care. September 1999

The Woodrow Wilson Rehabilitation Center has refocused service delivery concentration on employment and independence outcomes for clients. The acute medical rehabilitation hospital has been transformed to a post-acute service. Over the past eight years, expansions have occurred in supported living services, PERT, brain injury services, spinal cord injury services, and new vocational programs have been added. The last capital master plan for the Center was completed many years ago. A need exists for an updated plan to meet the current needs of DRS customers. This plan is required to secure state funding for much needed capital improvements.

DRS analyzed the characteristics of individuals determined to be ineligible for VR services:

In an additional comparison, 29% of the people accepted for services in State Fiscal Year 1997 were African-American, significantly more than the percentage of African-Americans in Virginia (23%). However, findings from the Census Bureau Survey of Income and Program Participation (SIPP) indicate that the rate of disability in the U.S. for people age 15 to 64 is higher for African-Americans (20.8%) than it is for whites (17.7%), suggesting that this difference does not constitute an "overrepresentation" of African-Americans in DRS’s service population.

DRS analyzes "Reasons for ineligibility" according to categories required by RSA, and trying to obtain more detail in a category (e.g., "Other") would require significant changes in the agency’s current data collection system. In addition, past qualitative investigations into the types of reasons for an ineligibility determination indicate that such an effort would be of limited value. The "Reasons for ineligibility" in State Fiscal Year 1997 were as follows:

Unable to Locate 15% (of 1,460) Applicant Failed to Cooperate 7%

Handicap Too Severe 7% No Disabling Condition 8%

Applicant Refused Services 13% No Vocational Handicap 10%

Death < 1% Transportation Not Available < 1%

Applicant Institutionalized < 1% Other 38%

Transferred to Another Agency < 1%