System Change in Iowa: Vocational Rehabilitation Partnership

Dr. Robert Stensrud, Drake Universityrobert.stensrud@drake.eduMicheleen Maher, Division of Vocational Rehabilitation Servicesmicheleen.maher@iowa.govSheila Stoeckel, Navigator – Mason Citysheila.stoeckel@iwd.state.ia.us

What We Learned From Previous Grants

Systems Don’t Trust Other Systems It’s All About Risk Trust Reduces Risk But Takes Work Trust Takes Explicit Agreements Systems Change Takes Networking

Systems Don’t Trust Other Systems

Local Agencies Don’t Trust Each Other Local Agencies Don’t Trust State

Agencies State Agencies Don’t Trust Local

Agencies Nobody Trusts Federal Agencies Federal Agencies Don’t Trust Anybody

It’s All About Risk Clients Want to Reduce Their Risk

When Seeking Services Employers Want to Reduce Their Risk

When Hiring People Providers Want to Reduce Their Risk

When Referring People Communities Want to Reduce Their

Risk When Supporting Agencies and Individuals

Trust Reduces Risk But Takes Work A Shared Purpose is Critical Open Give-and-Take Communication Builds

Trust There Always Will Be Crises Crises Can Increase or Decrease One’s

Sense of Risk States Are in the Business of Reducing Risk

and Building Trust Somebody Has to Take a Risk and Lead the

Trust Building

Trust Takes Explicit Agreements Local Partners Have to Be Clear on Who is

Responsible for What Problem-Centered Agreements Prevent Turf

Battles Memoranda of Agreement Are Worth the

Effort It’s the Journey, Not the Destination Agreements Are Like Onions, Today’s

Solutions Uncover Tomorrow’s Problems

Systems Change Takes Networking A State Assistance Team Networked with

Local Agencies Navigators Were Key to Building Local

Collaboration Navigators Couldn’t Get Stuck Providing

Direct Service We All Have to Show the Community That

We and Our Clients Are Members We All Have to Show That We and Our

Clients Are Solutions

Navigators Were Key to Networking Navigators Were Key to Bridging

Collaboration Among Agencies Navigators Were Key to Helping

Clients Move Between Agencies Navigators Were Key to Mapping

Community Resources Navigators Were Key Guides for All

the People Trying to Make Sense of the System

Barriers/Challenges Statewide

Uncertainty resulting from placement of Rehab Act into Workforce Investment Act

Uncertainty re: infrastructure costs to support One-Stops and impact on VR clients

Barriers/Challenges Local Overcoming past histories and agendas Obtaining staff buy-in to collaborative efforts

developed by Managers Gaining clarity in goals and roles for partners Setting measurable outcomes and monitoring

Navigators’ work with VR clients Constant partner turnover and need to

continually update and educate all staff Setting a referral method between agencies

Strategies/Actions Statewide

Encouragement from State Administrators for collaboration around grant-writing to bring resources to the state for individuals with disabilities

Input from VR and other partners in hiring Navigators

Strategies/Actions Local All partners work to minimize duplication Educate Navigator about VR and identify

gaps that require Navigator assistance Develop referral, follow-up and monitoring

mechanisms Maintain close contact and communication Establish everyone’s roles at the outset Cross Training of partners Group meetings held to build relationships

Overcome Concerns Statewide Funding from WIG and Systems

Change grants allowed experimentation and produced results

Cooperating in projects allowed people to work together at the state and local levels and form relationships

When there are touchy issues, relationships lead to problem solving

Overcome Concerns Local

Identify the benefits of working together that outweigh the costs

Plan ahead to schedule meetings Meet regularly and follow through

with commitments Build and maintain trust

Maintain Relationships Statewide

Collaboration between Governance Group and Support Team

Forming a collective response to issues from state-level administrators and sharing information statewide

Maintain Relationships Local

Developing an Employment Network with all partners who are trying to assist individuals with disabilities in their job search efforts

On-going communication and willingness to listen to the other point of view

Changes Statewide

Identification and solution to barriers that prevent collaboration around client-service issues

More familiarity with of partner agency staff, leading to increased trust

Changes Local Strengthened partnership between

agencies and better coordination of services

More awareness by staff of other partners’ activities

Increased cynicism in a couple areas due to negative experiences in either defining the role of the Navigator or identifying results

Sustain Changes Statewide

Continued meetings of Governance Group and Support Team

Permanent funding for Navigators

Sustain Changes Local

Continue the activities that have begun

Continually evaluate and try to improve

Obtain buy-in and repetition, as with any project

Advice Statewide

Get people with good communication skills who are willing to listen to varied input

Respond in a collaborative way that is focused on client outcomes

Advice Local Take time to develop the Navigator as a

resource from the beginning Make sure outcomes are reported and

convey that information to VR staff so they can help improve the process

When things don’t work out, find another way to approach a situation

Keep focused on how to improve the customer experience for the individual with a disability

Make sure you have buy-in and not just head nodding