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									               Michigan Comprehensive
              Employment Services Grant

                  STRATEGIC PLAN
                                            DRAFT




                           AUGUST 2010
        “But there is leverage available. It comes from recognizing the
        recurring patterns of systemic behavior and the simpler inter-
        relationships that cause those patterns to exist.” Peter Senge




This project is funded under the Michigan Medicaid Infrastructure Grant Award Number: 1QACMS030532/01 from the
    U.S. Department of Health and Human Services Centers for Medicare and Medicaid Services received by the
Michigan Department of Community Health. However, this document does not necessarily represent the policy of the
        U.S. Department of Health and Human Services and the Michigan Department of Community Health.
                                              TABLE OF CONTENTS


EXECUTIVE SUMMARY ........................................................................................................ 1
    VISION STATEMENT .............................................................................................. 2
    MISSION STATEMENT ........................................................................................... 2
PROJECT DESCRIPTION ...................................................................................................... 5
    Background .............................................................................................................. 5
    Environmental Analysis ............................................................................................ 5
    Current Economic Situation ..................................................................................... 5
    Strengths and Challenges of Present System.......................................................... 7
    Structure and Organization ...................................................................................... 7
    Strategic Plan:.......................................................................................................... 8
    Leadership Structure................................................................................................ 8
    Process .................................................................................................................... 9
    Current Status .......................................................................................................... 9
STRATEGIC PLANNING LOGIC MODEL ................................................................................ 11
STRATEGIC PRIORITY #1 EMPLOYERS ............................................................................... 12
STRATEGIC PRIORITY # 2: TRANSITION ............................................................................ 16
STRATEGIC PRIORITY #3: TRAINING ................................................................................. 20
STRATEGIC PRIORITY #4 EMPLOYMENT SERVICES DATA .................................................... 23
STRATEGIC PRIORITY #5: TRANSPORTATION ..................................................................... 26
TOWN HALL MEETINGS .................................................................................................... 30
WHAT COMES NEXT?....................................................................................................... 31
APPENDIX SECTION ......................................................................................................... 32
    Appendix A - Table 1: Current Michigan Employment System.............................. 32
    Appendix B: Table 2 – Strengths and Challenges of Employment in Michigan ..... 35
    Appendix C: Leadership Council Membership ...................................................... 37
    Appendix D: Strategic Planning Work Group Members ........................................ 38
    Appendix E: About the People and Organizations on Leadership Council ............. 39
    Appendix F: MCESG Summary of Current Efforts at Coordination and
    Collaboration .......................................................................................................... 43
    Appendix G: Summary of Community Forums ...................................................... 44
    Appendix H: 2010 Strategic Planning Activities .................................................... 48
    Training and Outreach ........................................................................................... 48
    Benefits Planning ................................................................................................... 49
    Employer Involvement............................................................................................ 49
    Improved Access to FTW/MBI................................................................................ 50
    Community Partnering ........................................................................................... 50
    About Customized Employment and Supported Employment................................ 51
    Appendix I: The Development of Employment Services for Persons with
    Disabilities .............................................................................................................. 52
    Appendix J: Acronyms .......................................................................................... 54
                 Michigan Strategic Plan for Employment Services Draft


EXECUTIVE SUMMARY
This draft strategic plan for employment services for people with disabilities in Michigan
proposes a series of activities to be undertaken to address five strategic priorities to
increase employment for people with disabilities. This is a review or draft version of the
plan and is intended to be reviewed broadly by any interested stakeholder and then for
stakeholders to provide comments on the plan contents at a series of six town hall
meetings to be held in September and October of 2010. The Town Hall Meetings
section of the plan (pg. 31) provides more details about where, when and how to
participate.

The overall goal for this plan is to take action to remove barriers to employment for
people with disabilities. This draft strategic plan was developed through the efforts of a
14-person Leadership Council and an 18-person Work Group. Both have
representation of a cross-section of people with disabilities, employers, and advocates,
as well as agency professionals and leaders from within the Michigan Departments of
Community Health, Education, Human Services, and Energy, Labor & Economic
Development.

Over 70% of Michiganians with disabilities are unemployed (Cornell.edu). Yet many
persons with disabilities have significant work histories that would help meet future
workforce shortages. Stakeholders continue to express concern over the limitations
and complexities of the current employment system for persons with disabilities. These
concerns include:

•   Expectations - In general, society has low employment expectations for persons
    with disabilities, in spite of example after example of individuals who have highly
    successful careers. Low expectations are reinforced by tying income and healthcare
    benefits to NOT working.

•   Segregation - We force people into programmatic silos based on their age, their
    disability, or their education. This, in turn, leads to limited opportunities for
    employment based on the particular silo they are in.

•   Fragmentation - Similarly, our employment support system for people, especially
    those with disabilities, is fragmented. It has many relatively autonomous parts. All
    too often these systems do not interact or interact ineffectively.

•   Contradictory messages - Persons with disabilities, their families and friends, and
    employers are being inundated with contradictory messages.

•   Complexity - The Federal and State statutes, regulations, guidelines, and other
    legal documents represent a large amount of exceedingly complex material.



DRAFT DOCUMENT FOR COMMENTS – August 31, 2010                               Page 1
                 Michigan Strategic Plan for Employment Services Draft

The proposed Michigan Strategic Plan will increase independence for Michigan citizens
with disabilities as well as meet growing workforce needs to build a stronger economic
future. The vision statement of the Strategic Plan will shape its work throughout the
next two years. The mission statement was developed in partnership with individuals
with disabilities, business representatives, advocacy organizations, and agencies, and
endorsed by the Leadership Council.

                                  VISION STATEMENT

    To support the belief that persons with disabilities, of all ages, value work, are
     free to choose their work, and expect to have broad access to employment
                    opportunities to meet future employer needs.


                                 MISSION STATEMENT

       To identify changes to employment services and policies in Michigan that
         result in employment by persons with disabilities, which are mutually
       beneficial, include all job options and promote choice for consumers and
                                        employers.

The five strategic priorities are:

1. Develop a plan to expand outreach and partnership with employers.
2. Assure multi-agency participation and earlier implementation of school-to-work
   transition planning for Michigan students.
3. Enhance staff training and development opportunities.
4. Develop and employ a sustainable data system to track employment outcomes; to
   facilitate decision-making, policy development, and management of resources; and
   to improve quality of services.
5. Develop strategies and resources to remove transportation barriers to employment
   for people with disabilities.

The key actions to remove identified barriers to employment for people with
disabilities are:

•   Impact employer to employer communications to broaden knowledge of the
    business case for hiring workers with disabilities.
•   Improve all State websites to more clearly support information to assist persons with
    disabilities in the hiring process and to also explain the benefits of hiring people with
    disabilities.
•   Enhance participation in and employment outcomes from transition services that
    result from training and best practices documentation for the transition process.
DRAFT DOCUMENT FOR COMMENTS – August 31, 2010                                 Page 2
                 Michigan Strategic Plan for Employment Services Draft

•   Implement and monitor new contract language for Community Mental Health Service
    Programs (CMHSPs) on tracking employment counseling in School-to-Work
    Transitions planning.
•   Identify joint training needs for employment services between departments and
    develop a plan for cooperative training delivery.
•   Expand and sustain benefits planning to enhance the Work Incentives Planning and
    Assistance (WIPA) projects to effectively meet customer needs.
•   Use more detailed employment data to create strategies to increase participation
    and improve outcomes from all employment services.
•   Identify transportation barriers to employment and determine and disseminate best
    practices throughout state to remove transportation barriers to employment for
    people with disabilities.
Nine “Community Forums” were held earlier in 2010 to identify gaps and strengths for
current employment services. The community forum events were held to gather
information on how employment services for persons with disabilities in Michigan are
perceived by individuals in three categories: persons with a disability, agency
professionals, and business leaders. Each forum was oriented to one of the three
categories of individuals.

The purpose of the community forums was to gather information about how employment
services for persons with disabilities are regarded. This information was used in this
strategic planning effort. The questions were different for the business leaders and the
agency professionals groups. The forums were basically focus groups to gather
information on the strengths and the gaps in the current network of employment
services for persons with disabilities. The comments during these community forums
were summarized as strengths and gaps. The strengths were seen as possible best
practices, while the gaps were seen as barriers to employment for people with
disabilities. The five strategic priorities were developed out of the gaps identified in
these community forums and review of recent similar strategic planning efforts focused
on increasing employment for persons with disabilities. See Appendix G.

This plan was developed using funding from the Centers for Medicare and Medicaid
Services (CMS), through a grant administered by the Michigan Department of
Community Health, Mental Health and Substance Abuse Administration. The Medicaid
Infrastructure Grant (MIG) program was created to provide financial assistance to states
to facilitate the competitive employment of persons with disabilities through (a) Medicaid
Buy-In opportunities under the Medicaid State plan; (b) significant improvements to
Medicaid services that support persons with disabilities in their competitive employment
efforts; and (c) providing comprehensive coordinated approaches across programs to
removing barriers to employment for individuals with a disability. Michigan has had a
MIG effort since 2005. See Appendix H.




DRAFT DOCUMENT FOR COMMENTS – August 31, 2010                              Page 3
                 Michigan Strategic Plan for Employment Services Draft

The draft Strategic Plan will be available for review as follows:

   •   A series of six Town Hall meetings to gather input form stakeholders are being
       facilitated (See Appendix G).
   •   Website at www.copower.org/blc/blc.htm
   • Written or oral comments are welcomed. To receive a printed copy of the draft
     plan, submit comments, or if you would like more information, please contact:
       Rob Curtner at 517/355-8710 - curtnerr@michigan.gov
       Michigan Department of Community Health
       210 Townsend Street
       Lansing, Michigan 48913
   •   The review period is open until October 18, 2010.
   •   To learn more about the Town Hall meetings and to obtain a copy of draft plan,
       please visit the website above, call or email.




DRAFT DOCUMENT FOR COMMENTS – August 31, 2010                             Page 4
                Michigan Strategic Plan for Employment Services Draft


                               PROJECT DESCRIPTION
Background

Section 203 of the Ticket to Work and Work Incentives Improvement Act of 1999 directs
the Secretary of the Department of Health and Human Services (DHHS) to establish the
Medicaid Infrastructure Grant (MIG) Program. Funding for this program is intended to
facilitate enhancements to state Medicaid programs and services, to promote linkages
between Medicaid and other employment-related service agencies, and to develop a
comprehensive system of employment supports for persons with disabilities. CMS is the
designated DHHS agency with administrative responsibility for this grant program.

The MIG program was created to provide financial assistance to States to facilitate the
competitive employment of persons with disabilities through: (a) Medicaid Buy-In
opportunities under the Medicaid State plan; (b) significant improvements to Medicaid
services that support persons with disabilities in their competitive employment efforts;
and (c) providing comprehensive coordinated approaches across programs to removing
barriers to employment for individuals with a disability. The need for comprehensive
employment systems is essential.

In spite of these and other incentives contained elsewhere in the Ticket to Work and
Work Incentives Improvement Act, stakeholders continue to express concern over the
limitations and complexities of the current employment system for persons with
disabilities.

Environmental Analysis
According to the 2008 State Data Report, Michigan’s population is 10,003,000 in 2008,
making it eighth in the nation for population size with 3.5 % of the nation’s population.
The Michigan cities with the largest population include Detroit, Grand Rapids, Warren,
Flint, Sterling Heights, Lansing, Ann Arbor, and Livonia. The population ranges from
951,270 for Detroit to 100,545 for Livonia. Michigan’s population is highly centralized.
Thirty-six percent of 83 counties have populations of more than 50,000, twenty counties
have more than 100,000, and all but two of these counties are in the southern half of the
Lower Peninsula. Wayne, Oakland, and Macomb counties account for more than 40%
of the state’s population. The three largest income-producing industries in Michigan are
manufacturing, tourism, and agriculture. The total workers in Michigan’s labor force are
4,373,253 in 2008.

Current Economic Situation
Michigan continues to experience significant economic challenges. The state has the
highest unemployment rate in the country at 13.2 % as of July 2010. (Michigan
Department of Energy, Labor & Economic Growth – DELEG). The employment picture
is expected to improve from 4.7 million to over 5 million by 2016 (Michigan Labor Market
Information, Mi Fast Facts). It is imperative in this economy to continue making

DRAFT DOCUMENT FOR COMMENTS – August 31, 2010                             Page 5
                 Michigan Strategic Plan for Employment Services Draft

improvements to the infrastructure that supports the employment of persons with
disabilities to ensure a positive future for both individuals and workforce needs.

As detailed in the Michigan Economic and Workforce Indicators, Winter 2009 Report by
the Department of Labor & Economic Development, Michigan currently has a weak
labor market as a result of the auto industry failures and a lack of U.S. economic
growth. Since its peak level in June of 2000, Michigan has lost 520,000 jobs.
Manufacturing was the source of 65% of those job cuts. Michigan and the U.S. followed
similar job trends by industry sector. The preliminary effects of the credit crunch led to
widespread weakness, with both consumers and businesses cutting back on
expenditures. Michigan diverged from national trends with a small increase in the arts,
entertainment, and recreation sectors that recorded a small increase in the third quarter
of 2008.

The University of Michigan’s Research Seminar in Quantitative Economics (RSQE,
November 2009) forecast predicts accelerating job cuts that are expected to remain
substantial in 2010. If these forecasts hold, Michigan would record ten consecutive
years of job loss.

In the private sector, education, healthcare services, professional and business services
continued to show resilience to the economic slowdown and expanded in Michigan.
During 2008, the health and social services component grew by 8,400 (+1.6%) in the
state. In fact, the state is expecting a large shortage of workers in this area by the year
2012 (Michigan Department of Energy, Labor & Economic Growth).

While the economic news in Michigan isn’t good, the necessary changes and
restructuring do offer opportunities for persons with disabilities in employment. This
Strategic Plan will support those opportunities and develop an infrastructure for
sustainability.

Over 70% of Michiganians with disabilities are unemployed (Cornell.edu). Yet many
persons with disabilities have significant work histories that would help meet future
workforce shortages. Individuals with disabilities commonly receive supports through a
web of service providers under multiple overlapping funding options from Michigan
Rehabilitation Services (MRS), Michigan Commission for the Blind (MCB), Community
Mental Health Service Programs (CMHSPs), the Michigan Department of Education
(MDE) and community providers. The Michigan Works! Agencies Disability
Subcommittee is making strides to advance the receptiveness and support of persons
with disabilities in the one-stop employment centers and offices. Yet this web of
services is complicated and difficult to navigate, which far too often leaves individuals
discouraged and reinforces low expectations of individuals, employers, and the system.




DRAFT DOCUMENT FOR COMMENTS – August 31, 2010                               Page 6
                Michigan Strategic Plan for Employment Services Draft



Strengths and Challenges of Present System
Many statewide and local agencies, as well as advocacy organizations, have
designated initiatives aimed at competitive employment for persons with disabilities.
Regardless of these efforts, a key challenge is the lack of clear communication and
partnerships, leading to effective collaboration between interested parties. Michigan is
devoting significant resources to retain jobs and create new opportunities during this
challenging recession.

Agencies and organizations alike are focused on economic growth and increasing an
effective workforce. Yet many of these endeavors seem to contradict the very intention of
the initiative, such as incorporating Work Keys into the Michigan Works! Agencies (one-
stops). Intended to help assure employers of a well trained pool of workers, Work Keys
appears to be presenting new barriers for persons with disabilities to participate in the
workforce.


Michigan has emerging strengths on which to capitalize, but also faces many
challenges to increase competitive employment for persons with disabilities. During this
time of recession, it is keenly important to build on current initiatives, past employment
strategic plans from MRS, Michigan Centers for Independent Living, the Michigan
Developmental Disabilities Council (MDDC), the State Independent Living Council
(SILC), the Commission on Disability Concerns, Michigan Rehabilitation Council, the
Michigan Department of Education (MDE), Michigan Works!, Michigan Commission for
the Blind, Commission on Labor & Economic Growth, and others as we develop a
statewide strategic plan to increase and sustain competitive employment to address
future workforce needs. The April 2009 Joint Agreement by MRS, MCB, and the
Michigan Department of Community Health (MDCH) regarding competitive employment
for persons with disabilities, and the continued work on an amendment to the Freedom
to Work Medicaid Buy-In (FTW/MBI), are evidence of the State’s commitment to
infrastructure change.

Structure and Organization
The Strategic Planning effort in Michigan has developed the following structure and
process to accomplish the development of a plan that is inclusive, transparent and
enjoys the commitment of the stakeholders. Detailed information regarding the
Leadership Council, Steering Committee and Strategic Plan Work Group, please refer
to Appendix E.

The Leadership Council and Steering Committee are meeting bi-monthly and the
Strategic Planning Work Group is meeting at least monthly to further develop strategic
priorities recognized through review of other recent statewide planning groups,
community focus groups, and expanded research driven by discussions of both the
Leadership Council, Steering Committee, and Strategic Planning Work Group.


DRAFT DOCUMENT FOR COMMENTS – August 31, 2010                               Page 7
                 Michigan Strategic Plan for Employment Services Draft

These partnerships are building on an Interagency Agreement between Michigan
Rehabilitation Services, Michigan Commission for the Blind, and Michigan Department
of Community Health for the Employment of Persons with Disabilities initiated in April
2009. Discussions are occurring to include the Office of Special Education.

Strategic Plan:
•   A work plan and a process evaluation plan have been developed and monthly
    summaries are maintained.
•   A web forum for planning participants to post information and documents was
    established and maintained.
•   The agreed upon structure for each priority will include the following sections
    •   Strategic Priority Name
    •   Problem & Background
    •   Goal
    •   Strategy
    •   Outcomes
    •   Activities
    •   Measurement

Leadership Structure
Janet Olszewski, Director of the Michigan Department of Community Health, designated
Michael Head, Director of the Mental Health and Substance Abuse Administration, as
chairperson for the Leadership Council. She also solicited the participation of all other
Leadership Council members. This 14-person council has met twice to date and the
Steering Committee has met three times. Background materials, proposed planning
processes, and priority areas were e-mailed/mailed in advance of meetings. All
meetings have been focused and productive in shaping a more defined strategic plan.
Open discussion has been honored and this too has shaped and changed initial draft
documents.

This Leadership Council is represented by key businesses, advocates, and agency
leaders that all have a major role in increasing employment for persons with disabilities.
This emerging partnership and collaboration is now being recognized by local
organizations and agencies as having the potential to affect systems change
significantly. Each meeting has noted the need for longevity of this council to focus on
employment. This is seen as an early positive outcome of the Leadership Council as it
recognizes its own potential to shape change.

Michigan will have a new Governor in 2011. This change of administration may lead to
changes at both Director and Deputy Director levels across agencies. The council is
already recognizing this as a challenge for 2011 and has underscored that the strategic
plan and structure of the council needs to endure such changes. At this time, the
commitment of involved State of Michigan leaders seems adequate to assure
DRAFT DOCUMENT FOR COMMENTS – August 31, 2010                                Page 8
                 Michigan Strategic Plan for Employment Services Draft

continuation and follow through on the implementation of the Strategic Plan activities
planned for 2011.

Process
•   A series of nine Community Forums (focus groups) were held to engage persons
    with disabilities, agency professionals and business leaders to identify the strengths
    and gaps within the current overlapping network of services in Michigan.

•   These strengths (best practices) and gaps in combination with review of recent
    strategic plans focused on increasing employment for persons with disabilities have
    become the basis for identifying:
           •   Strategic priorities
           •   Barriers to employment
           •   Needed actions for the next three years
•   The Strategic Planning Work Group has met to develop draft documents on each
    strategic priority. These documents will become the heart of the strategic plan.
•   The Leadership Council and the Steering Committee review and advise the overall
    direction of the project. Strategic plans from other MIG states have been reviewed
    for content and format, providing information and guidance to the Leadership
    Council.
•   National Consortium for Health Systems Development/Health & Disability Advocates
    staff has been utilized to review and advise staff on plans and documents.
•   A website is available and promoted for interested stakeholders to view the draft
    stages of the strategic planning.
•   The draft strategic plan is being vetted to the field through a series of “Town Hall”
    review meetings in September and October of 2010.
•   The development of implementation plans is designed to address barriers to
    implementation during the 2011 plan year and beyond.

Current Status
•   Draft plan documents are developed for 5 strategic priorities:
       1. Engaging Employers/Employer Awareness
       2. Improving Employment Outcomes for School to Work Transitions
       3. Improving Training for all Stakeholder Groups
       4. Improving Data Services for Tracking Employment Outcomes
       5. Improving Transportation Services.
•   At least six “Town Hall” meetings based on geography and population are being
    scheduled for late September and early October.
• Progress against the Work Plan is on time for plan submission at the end of
  November 2010.
DRAFT DOCUMENT FOR COMMENTS – August 31, 2010                           Page 9
                Michigan Strategic Plan for Employment Services Draft




Technical Assistance Needs for 2010

The successful implementation of the strategic priorities included in the draft plan
document will benefit from additional technical assistance during 2011. The specific
assistance will take these forms;

1. Research, evaluation and editing assistance. A technical assistance resource can
   help with editing and implementing the systems and individual measurements for the
   tracking and evaluation of the strategic plan. Additional research assistance on
   specific topics may be needed to identify resources, approaches or results from
   another state’s experience.

2. Employment Summit event planning and follow-up. Part of the Strategic Plan deals
   with implementing Employment Works in Michigan. Employment Works is the
   Michigan version of the national Employment First initiative. A technical assistance
   resource will be needed to help plan and strategize this effort. A summit type event
   would be a kick-off for this effort.

3. Quick reference and ideas consultation. During the past years we have found this
   “call an expert” service valuable.


THE FOLLOWING PAGE SHOWS A DIAGRAM OF THE ENTIRE PROJECT, AS A LOGICAL
       FLOW FROM INPUTS TO ACTIVITIES TO OUTPUTS AND OUTCOMES.




DRAFT DOCUMENT FOR COMMENTS – August 31, 2010                             Page 10
             Michigan Strategic Plan for Employment Services Draft

                    STRATEGIC PLANNING LOGIC MODEL




DRAFT DOCUMENT FOR COMMENTS – August 31, 2010                        Page 11
                 Michigan Strategic Plan for Employment Services Draft

                         STRATEGIC PRIORITY #1 EMPLOYERS

Improve employer access to, knowledge, and utilization of employment services
for persons with disabilities. Implement business-to-business communications
to facilitate hiring of persons with disabilities.

Problem:

1. Community Forum input from employers indicates a lack of employer awareness
   and knowledge regarding services that are available to assist them when hiring
   individuals with disabilities.
2. Employers report that resources and services to assist employers with hiring and
   providing supports for persons with disabilities on the internet are not easily located.
3. Utilization of incentives by employers do not reach expectations, i.e. the Work
   Opportunity Tax Credit, the Americans with Disabilities Act Small Business Tax
   Credit for Disabled Access, the Architectural/Transportation Tax Deduction for
   Barrier Removal. Resources are underutilized because employers are not aware of
   the incentive.

Background Information:

A. Working persons with disabilities:
   • There are 54 million people in this country (1 in 5 Americans) with disabilities.
   • 35% are working age (18-65 years old).
   • 78% are unemployed or under-employed.
   • 28% have some college education, 12.8 % have a Bachelor’s degree, and of
     those with a Bachelor’s, more than 65% are unemployed.
   • Between 1990 and 2000, the number of Americans with disabilities increased
     25%, outpacing any other subgroup of the U.S. population.
   • Of the 18.6 million persons with disabilities employed aged 16-64, about 20-30%
     of the men with disabilities are employed, and less of the women with disabilities
     are employed.

B. Benefits of hiring persons with disabilities include:
   • Enhanced workplace creativity
   • Increased productivity
   • Reduced absenteeism and costs of recruitment and training (less turnover)
   • Also, “accommodations” may well benefit the existing (already aging) workforce
      and tie in with the concept of “universal design” which is part of the marketing
      strategy already being promoted by many companies.




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                 Michigan Strategic Plan for Employment Services Draft

C. Survey data regarding consumer views on employers who hire disabled individuals
   indicates:
   •   Almost all of the consumers surveyed agreed that they would prefer to give their
       business to companies that hire persons with disabilities.
   •   As a coworker, respondents rated the job performance of persons with
       disabilities as high.
   •   As a customer, they are very satisfied by the services they have received from
       persons with disabilities.
   •   The public, across all ages and education, views companies that hire persons
       with disabilities as favorably as they do companies that provide healthcare to all
       workers or those who actively protect the environment.
   •   What employers need to be more aware of is that hiring persons with disabilities
       improves the bottom line and falls under the umbrella of corporate social
       responsibility, so it is an important building block in creating a reputable image.
   •   Many positive examples of employer programs where the recruitment and
       training of persons with disabilities paid off in terms of quality and productivity are
       documented, i.e. Project SEARCH, Walgreens’ Retail Employees with Disabilities
       Initiative (REDI) and many others.

D. Survey data on Employer behavior and attitudes suggests:
   •   Employers are willing to globally endorse hiring workers with disabilities, but are
       still more likely to actually hire a person without a disability.
   •   Employers have a hard time seeing beyond the liability and disability to see the
       ability of a qualified jobseeker or employee with a disability.
   •   The best means for increasing access to employment for individuals with a
       disability is to “erode these attitudinal barriers”.
   •   Although employers express a willingness to hire applicants with disabilities, they
       often do not follow through.
   •   Nearly all the employers (97%) who had hired someone with a disability in the
       past indicated they would hire an individual with a disability again in the future.
   •   92% of the participants were “more favorable” or “much more favorable” toward
       companies that hire persons with disabilities.
   •   An extremely important finding was the absence of any regional differences in
       the participants’ favorability ratings of companies that hire persons with
       disabilities.

Goals:

1. Reduce barriers to employment by addressing potential myths and misconceptions
   concerning disabled workers.


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                 Michigan Strategic Plan for Employment Services Draft

2. Broaden the use of best practices for employer communications throughout the
   employment services field in Michigan
3. Increase marketing of persons with disabilities through business-to-business
   communications messages and identify where and how to distribute.
4. Identify and implement an evaluation strategy for communicating with employers
   about hiring workers with disabilities

Strategy:

Erode employer barriers to hiring persons with disabilities with information, training and
access to credible web resources.

Activities:

1. Coordinate with Michigan Works!, the Workforce Development Boards, local
   Chambers of Commerce, state and local Business Leadership Networks and
   between the four involved state departments to provide a targeted message and
   resources to these groups that includes information on incentives, accommodations,
   research, access to services, and other features of the benefits of recruiting and
   hiring persons with disabilities and the timely effective access to job seekers with
   disabilities.
2.   Create or support existing web resources to update and expand timely and
     accurate information, strategies and success stories for both job seekers with
     disabilities and employers. This could take the form of a CD or DVD to be widely
     distributed.
3.   Work with the Michigan Business Leadership Network and other business partners
     to develop business to business communications that make the business case for
     hiring persons with disabilities. Use media to make this case using both examples
     and factual approaches.
4.   Outreach to agency professionals, employers and to persons with disabilities
     through statewide associations, advocacy groups and other organizations. Write
     articles of publication in newsletters, magazines and other print media on access to
     resources, incentives such as tax breaks, help with accommodations, and services
     available. Include speakers for conferences, forums and expos to focus on various
     aspects of the area of employment of persons with disabilities, such as assistance
     to employers, examples of program and individual success, overview of services,
     benefits counseling and coordination and other topics.

 5. Utilize a survey and interview process to identify best practices in employer
    communications within MRS, schools, and other agencies. Identify both practices
    that seem to be useful and those that are felt to be ineffective and need to be
    abandoned. Make the resulting information available through the Michigan
    Business Leadership Network, Michigan Works! , MRS or other sites, such as:

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                 Michigan Strategic Plan for Employment Services Draft

    www.mibln.org/?_m=page&p=mibln
    www.michigan.gov/careers/0,1607,7-170--167527--,00.html
    www.michiganworks.com/
    www.michigan.gov/mdcd/0,1607,7-122-25392---,00.html
 6. Define and implement measurement and evaluation opportunities related to
    employer communication and practices.
 7. Convene a workgroup to review the current one-stop web portal for services. At
    the Michigan Jobs & Career Portal at www.michigan.gov/careers
 8. Assure that all materials, websites and documents clearly indicate that the state is
    promoting persons with disabilities for their skills, abilities and contributions to an
    employer's profitability/success.

Outcomes:

Systemic
A. Contents of State of Michigan websites related to employment of persons with
   disabilities will include the business case for hiring persons with disabilities.
B. Access to information and services to assist employers in hiring persons with
   disabilities will be improved and simplified.
C. Best practices for communicating with employers about hiring individuals with
   disabilities will be identified and broadly distributed.
D. Michigan Works agencies will track the training and placement performance of
   people with disabilities and will be incentivized to place jobseekers with disabilities.

Individual
E. More individuals with disabilities are working over time as per the ACS report.
F. The frequency of stigma preventing hiring of persons with disabilities will decrease.
G. Employers will report greater satisfaction with web resources related to hiring
   persons with disabilities.

Measurement:

A. Content analysis of State of Michigan websites related to employment services for
   persons with disabilities will contain references to the benefits of hiring persons with
   disabilities, employer testimonials, and survey data related to the benefits of hiring
   persons with disabilities.
B. Access to State of Michigan resources for assisting persons with disabilities and
   employers wishing to hire persons with disabilities will require less searching and
   fewer clicks.
C. A pre/post survey of employers will be conducted.
D. The performance of all agencies using public funds to provide employment services
   will be measured and the results will be made available to the public.
DRAFT DOCUMENT FOR COMMENTS – August 31, 2010                                 Page 15
                 Michigan Strategic Plan for Employment Services Draft


                        Strategic Priority # 2: Transition

Assure multi-agency participation and earlier implementation of transition
planning for Michigan students. Identify and remove barriers to competitive
employment through improvements in the process.

Problem:

Students with disabilities do not always receive quality pre-vocational learning
opportunities to prepare them to enter Michigan’s workforce. Michigan employers are
not prepared to utilize the talents and work skills of these same students. The transition
process is sometimes not completed in a time frame that brings together and includes
all parties to support the student to identify and pursue the options they choose.

Background Information:

Background Information from the community forum process, which included observations
from individuals, agency professionals, educators, business leaders and service providers,
indicates that:

•   A significant portion of students may not receive work-based learning opportunities
    during their school years.
•   Students and their families may not receive adequate information about employment
    options.
•   Students and families sometimes have expectations which prevent them seeing a
    realistic and hopeful future that includes competitive employment.
•   School systems are inconsistent in their capacities, resources, measurement and
    expertise related to providing employment training and opportunities to students.
•   Academic prerequisites are creating barriers for students with disabilities from
    becoming enrolled in vocational opportunities.
•   There is last-minute focus (typically a year before graduation) on employment
    needs, rather than helping students identify interests at younger ages and engaging
    them in timely and long-term planning on skills and career development.
•   IEPTs are often conducted with less than full participation by family, CMHSP, MRS,
    MCB, and other agency professionals.
•   IEPTs are often focused on filling out forms rather than a conversation with the student
    about their future needs, goals and wishes.
•   Summer jobs, work experiences during school breaks are sometimes not used widely
    to provide vocational experiences.
•   Resources are seldom directed towards working with employers to prepare them to
    utilize the talents and skills of new workers with disabilities.
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                  Michigan Strategic Plan for Employment Services Draft

•   Often CMHSPs wait until the “last year/last months” to meet with the student and
    schools to determine eligibility and discuss plans for employment or post-secondary
    education.

Goals:

1. Increase school and community capacity to effectively measure and prepare and
   support students with disabilities for entrance and mobility into the workforce.
2. Improve participation, timeliness measurement and effectiveness of the school-to-
   work transition process for students with disabilities in Michigan.
3. Plan and provide for the sustainability of these activities beyond the grant period.

Strategy:

Utilize training, policy changes, incentives, data and performance feedback to improve
the school to work transition process.

Activities:

1. Promote formation and participation in Regional Employment Councils by personnel
   from schools, CMHSPs, MRS, MCB, and community agencies through policy,
   leadership and incentives. Maintain a highly visible business participation focus.

2. Best Practices Identification and Distribution
    A. Engage individuals, target communities and associations in a best practices
       identification and distribution process to identify practices and programs which
       are not considered effective and need to be abandoned, as well as practices and
       programs that seem to be highly effective and deserve broader implementation.
       •    Examine policy implications on eligibility processes for all service providers
            that have historically relied on a school-provided psychiatric evaluation every
            three (3) years.
       •    Utilize the Michigan Virtual University learning portal and the MDCH/MPHI
            portal to assist in the capture and distribution of best practices.
       •    Connect with the Michigan Integrated Improvement Initiative (MI3) for best
            practices selection, process, and implementation strategies that will help
            prepare students to enter the workforce will be included in this effort.

    B. Develop and include a formative evaluation tool and process to be applied to the
       transition process with feedback to the schools, CMHSP, MRS and MCB on
       performance.



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                Michigan Strategic Plan for Employment Services Draft

      •   Identify corrective actions that schools, CMHSPs, MRS, MCB, and other
          involved service agencies need to take for the transition work better.
      •   Assist in identifying the strategies.
      •   Self-Assessment of community supports.
      • Define and measure community planning and preparation.
      • Define and measure student and family readiness.
      •   The assessment module needs to be conducted with more uniformity
          statewide.
      •   A recommended curriculum for pre-employment skills and outcomes for
          students with disabilities will be created or identified.

   C. Person-Centered Approach

      •   Make a summary of performance provision of IDEA more valuable to the
          student.
      •   Make the system more person-centered. This has to do with letting the
          medical model go and replacing it with a progress and performance model.
      •   Person-centered language training and materials will be developed and
          distributed.

   D. Incentives
      •   Create and give out awards from associations or CMHSPs and MRS/MCB
          (DELEG) to recognize performance and improvement by Intermediate School
          Districts (ISDs) or other agencies on transition performance goals.
      •   Use multi-departmental work groups to identify and implement additional
          incentives for participation and performance towards goals.

Outcomes:

During the next 3 to 5 years:

A. Increased participation by personnel from schools, CMHSPs, MRS, MCB, Michigan
   Works and other community agencies in regional meetings to assist individuals with
   disabilities with finding employment will result in more people with disabilities
   working.

B. The best practices effort will create and distribute suggestions and recommendations,
   resulting in at least one new State of Michigan policy in support of competitive
   employment outcomes for young people entering the world of work as a person with a
   disability.

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                Michigan Strategic Plan for Employment Services Draft

C. A formative evaluation process for evaluating ISD-CMHSP-MRS-MCB timeliness
   and participation in the IEPT process will be developed and implemented, leading to
   increased employment opportunities for transitioning youth. This process will also
   limit the effects of negative expectations on the part of families and others that
   become barriers to paid work.

D. A model, assessment tool, and curriculum to prepare the student and the community
   for the transition to competitive employment will be developed and distributed.

E. Recommendations for improving the person-centeredness of the transition process
   will be developed and reviewed. An implementation plan will be developed.

F. Person-Centered language and processes will be investigated and a plan will be
   established for including these practices in the transition process.


Measurement:

A. The number of communities where regional meetings of agency professionals on
   employment services are meeting will double. Regional meetings will be monitored
   through networking with agency personnel.
B. Completion of a best practices document and implementation of a new policy.
C. Process will be developed and implemented for evaluating adherence to best
   practices and timeliness of actions.
D. Completion and distribution of curriculum.
E./F. Work group will complete recommendations and implementation plan.




DRAFT DOCUMENT FOR COMMENTS – August 31, 2010                           Page 19
                 Michigan Strategic Plan for Employment Services Draft


                          STRATEGIC PRIORITY #3: TRAINING

    Enhance training and development resources for job seekers, employers and
     staff towards removing barriers to employment for persons with disabilities

Problem:

Training efforts have been fragmented by departmental priorities, funding and service
focus. Training that includes both employers and program participants has not been
implemented. The need for benefits counseling has outpaced capacity and
knowledgeable providers. Cross training between agencies has not been implemented
to assure accurate referral and services coordination for participants that are enrolled in
multiple agencies.

Background Information:

Background Information from employers, individuals, families, and service providers
indicates that:

•   Training and coordination of employment services between agencies is seen as
    strength in parts of the state where this is applied.
• Staff members who provide employment services do not receive sufficient,
  consistent, and high-quality training on employment related topics.
•   Efforts regarding staff training and development for employment services are
    inconsistent, fragmented, and not well supported.
•   Job developers and employment services staff are not always informed, oriented or
    trained on the abilities of the individual or how to support the individual to succeed
    on the job site.
•   Lack of cross training for staff results in limited success in securing employment for
    adults with disabilities.

Goals:

1. Engage with all stakeholders to plan and implement an Employment Works
   approach across state government. This is similar to the Employment First process
   other states have used to define an overall competitive employment policy.

2. Develop and implement technical assistance to ensure that employment service
   provider agency staff are well-oriented and trained to assist individuals with
   disabilities to achieve better employment outcomes, including increasing the number
   of individuals with jobs.



DRAFT DOCUMENT FOR COMMENTS – August 31, 2010                                Page 20
                 Michigan Strategic Plan for Employment Services Draft

3. Develop and offer training resources and other technical assistance for job seekers,
   employers and agency staff based on current priorities and on a needs analysis.

4. Increase the access of job seekers, employers and agency staff to best practices
   leading to competitive employment for persons with disabilities.

5. The training offered through this statewide program should address the training
   needs of agency leadership and program managers, as well as direct service staff.
   These efforts should be coordinated with all other training efforts recommended by
   the Strategic Plan to ensure a system-wide, comprehensive, and cost-effective
   approach to employment training.

Strategy:

Enhance training and development resources for job seekers, employers and staff
towards removing barriers to employment for persons with disabilities

Activities:

1. Adopt a two-phased approach that initially implements training that has been
   identified through the community forum process and next conducts a more detailed
   training needs analysis process for employers, agency and staff professionals, and
   job seekers to identify priorities.

2. Provide training for and expansion of services for work incentives, benefits
   counseling, and motivational interviewing.

3. Promote, engage and implement an Employment First initiative in Michigan.

4. Add to the success of disability program navigators by expanding and implementing
   a best practices sharing process

5. Assist employers to build on strengths of mentoring for persons with disabilities.

6. Develop supports for job seekers around the use of informal networks for job finding.

7. Identify collaborative training opportunities between departments.

8. Dedicate staffing and funding resources to help agencies maintain well-trained
   employment services personnel.

9. Provide sustainable training, such as train-the-trainer models, that will make training
   available beyond the life of the employment project.




DRAFT DOCUMENT FOR COMMENTS – August 31, 2010                               Page 21
                Michigan Strategic Plan for Employment Services Draft



Outcomes:

A. Survey Monkey will be utilized to collect training needs from agency professionals,
   business leaders and persons with disabilities on needed skills and knowledge.
B. Based on the results of the training needs survey, a joint training agenda will be
   developed to bridge between departments, vendors, the business community and
   system participants.
C. Stakeholder departments will develop a shared policy for disability employment
   linked to the Employment Works initiative.
D. Training in Motivational Interviewing’s Evidence Based Practice methods will be
   implemented in a coordinated way across departments.
E. Benefits counseling best practices will be captured and disseminated.
F. A print and online resource for job seekers on how to utilize informal networks to
   create employment options will be developed and distributed.

Measurement:

A. A summary of training needs with recommendations will be completed by March 31,
   2011.
B. An interdepartmental training agenda and plan will be developed and implemented
   beginning on March 1, 2011.
C. Ongoing progress leading to a Michigan Employment Works endorsement by April 1,
   2011.
D. A coordinated approach to implementing Motivational Interviewing will be developed
   and implemented by May 31, 2010.
E. Benefits counseling best practices will be summarized and distributed by June 1,
   2011.
F. The resource on using informal networks for job finding will be finished by June 30,
   2011.




DRAFT DOCUMENT FOR COMMENTS – August 31, 2010                              Page 22
                 Michigan Strategic Plan for Employment Services Draft


              STRATEGIC PRIORITY #4 EMPLOYMENT SERVICES DATA

Develop and employ a sustainable data system to track employment outcomes,
facilitate decision-making, policy development, and management of resources;
and to improve quality of employment services.

Problem:

Data collection, measurement, analysis and applications regarding employment
services and outcomes are inconsistent and fragmented within and across systems.
Recipients of services, as well as provider agencies and funding entities, often make
decisions without having the benefit of data related to employment services and
outcomes.

Background Information

•   Currently no coordinated system for data collection among the various entities that
    provide employment services and funding to individuals with disabilities exists.
•   Each service system or agency collects data independently of the others, despite the
    many individuals receiving services from multiple entities.
• The lack of information prevents a systematic understanding of the effects of
  different types of employment service models, applications and policies.
•   Decision making at the individual, agency and systemic levels regarding selection,
    provision and funding of employment services is often not based on data.

Goals:

1. Implement the data sharing aspects of the April 2009 Interagency Agreement.
2. Track and create goals and incentives for CMHSPs to create better data and better
   performance employment outcomes for persons with disabilities.
3. Bring Michigan Department of Education and Michigan Department of Human
   Services into the discussion and planning on improve data systems for tracking
   employment outcomes for persons with disabilities.

Strategy:

Create and utilize improved data systems to identify, track and measure employment
outcomes and to guide decision- making, resource utilization and policy.




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                 Michigan Strategic Plan for Employment Services Draft



Activities:

1. Implement the April 2009 Interagency Agreement
   This agreement between the Michigan Department of Community Health (MDCH),
   Michigan Rehabilitation Services (MRS), and Michigan Commission for the Blind
   (MCB) will continue to be implemented. There is a designated Executive Team,
   Operations Team, and Data/Definitions Team. The agreement underscores the
   value of work for all Michigan citizens with disabilities.

   Of primary interest are the data-sharing provisions and the work to clarify and define
   what data will be used, how and when to gather the date, use and storage of the
   available data. Discussions including the Department of Technology, Management
   and Budget (DTMB) are ongoing. At this time:
   •   Develop a reporting protocol to determine the number of people, by county, that
       are served by both the Michigan Rehabilitation Services and Community Mental
       Health System and, separately, the Michigan Commission for the Blind and
       Community Mental Health system.
   •   The intent is for "point in time" information at multiple times. The first report will
       be as of September 30, 2010, and then subsequently by quarter.
   •   The data element that needs to be used to "match" across the various systems is
       the social security number of the individual.
   •   The "count" involves several categories: a) current “open” individuals; b) closed
       and rehabilitated individuals; and c) closed non-rehabilitated individuals. This is
       related to how Michigan Rehabilitation Services tracks their cases. For MHSAA,
       the "match" is that there is a file for the individual.
   •   Information will be provided by county if the count by county is more than 5
       individuals; lower numbers of matches (between departments) would be pooled
       to a category of "rest of the state" or something similar.
   •   Since the smaller numbers are from MRS and MCB, these would be used to
       match to the CMHSP data.

2. The Michigan Department of Community Health is presently implementing
   contractual language with CMHSPs to begin on October 1, 2010, to track and create
   goals and incentives for CMHSPs in creating better data and better performance on
   increased employment outcomes for persons with disabilities. This effort
   incorporates:
   •   New definitions of competitive employment
   •   Designating a state staff focused on increased employment outcomes
   •   Designating a local CMHSP focused on increased employment outcomes
   •   Goal percentage increases within each CMHSP based on its past three (3) year
       employment history for individuals with various disabilities.
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                Michigan Strategic Plan for Employment Services Draft


3. The Joint Operations Team (MRS, MCB, MDCH) will discuss, develop, and propose
   an amendment to enhance the current joint data sharing agreement to provide more
   identifying information relative to increased employment outcomes that may include:
   • Longevity of employment of individuals
   • Level of earnings of individuals
   • Type of disability
   • And other useful data to be determined

   It is expected the DTMB will be involved in these discussions to anticipate
   information and technology questions as well as HIPPA and confidentiality concerns.

4. It is also anticipated that MDE and DHS will be invited to participate in these
   discussions to consider how to broaden the scope of how joint services impact
   employment outcomes for individuals. This may lead to an amendment to the
   original Joint Interagency Agreement (April 2009) to include new partners. These
   efforts will be considered in “steps” to achieve ongoing synergy in data sharing and
   to best assure implemental “successes” in sharing such data.

Outcomes:

A. Data will become available to describe limited outcomes related to outcomes of
   employment services.
B. CMHSPs will begin to participate in data collection and goal setting related to
   competitive employment, employment outcomes, and increases in employment for
   consumers.
C. The Joint Operations Team will continue to meet and address data needs for
   program management between DCH, MRS and MCB.
D. The Michigan Department of Education and the Department of Human Services will
   become involved in discussions and planning for improvements in data collection
   related to employment outcomes for persons with disabilities.
Systems Level Measurement:
A. Quarterly data reports will begin on October 1, 2010.
B. Half of the CMHSPs will implement provisions of new contract language by March 1,
   2010.
C. Monthly meetings of the Joint Operations Team will occur through December 2011.
D. Meetings including MDE and DHS will begin in October 2010.

Individual Level Measurement:
A. Summary data on individuals receiving services from both CMHSPs and MRS will
   yield county level outcomes indicators for analysis and goal setting.
B. Increases in the number of individuals involved in competitive employment will occur
   beginning in March 2011. (Compared to baseline data from December 2010.)
DRAFT DOCUMENT FOR COMMENTS – August 31, 2010                             Page 25
                       Michigan Strategic Plan for Employment Services Draft


                           STRATEGIC PRIORITY #5: TRANSPORTATION

  Improving Transportation Options for Workers and Job Seekers with Disabilities

Problem:

Transportation options for persons with disabilities are too often:
      •    prohibitively expensive
      •    available in limited geographic areas
      •    available during limited time frames
      •    consume extra time

Transportation Services for finding employment and for reliable transportation to work
often do not meet the needs of persons with disabilities and contribute to barriers to
becoming involved in work.

Background Information:

The following is a summary of key findings from the focus groups, consumer survey and
access and work opportunity analysis (“Meeting the Employment Transportation Needs of
Persons with disabilities in New Jersey,” pg 105):

  •       Specific characteristics of the transportation environment that pose challenges to
          disabled persons include: eligibility requirements; multiple pick-ups and long routes;
          lack of advance notice or communication regarding schedule delays and arrival
          times; policies regarding boarding and secure travel assistance; driver rudeness,
          impatience, insensitivity; policies related to scheduling, including advance
          reservation requirements and cancellation consequences; pick-up/drop-off window
          (e.g., 20 minutes before and 20 minutes after scheduled time); lack of transportation
          options/alternatives in some areas; vehicle safety issues; and difficulty with making
          linked trips. Limited availability of accessible vehicles and trained drivers is also a
          significant barrier.
  •       The mode of transportation most frequently cited by participants as their means to
          get to/from work was driving. Other frequent responses included Access Link,
          taxi/car service, county para-transit, and traditional bus and rail transit services.
          Participants reported that a variety of factors, including their disability, affect their
          choice of transportation mode to/from work. For those not driving, factors considered
          included service schedules, cost, reliability, ease of access and prescribed wait
          times, as well as personal safety (both during a trip and at trip locations).
  •       Residential location and accessibility to different transportation options can greatly
          influence individual decisions to seek employment. Furthermore, the often
          overwhelming task of trip planning within the current system and the uncertainty and
          irregularity of service can affect an individual’s work experience as well as their
          decision to remain employed.

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                      Michigan Strategic Plan for Employment Services Draft


   •   Many persons with disabilities and their service providers believe that the
       fragmented nature of the current transportation system makes it challenging to find
       an appropriate means of getting to/from work. Furthermore, the availability and
       quality of transportation services often varies depending on geographic location, and
       transportation needs often vary depending on client disability.
   •   From a consumer’s perspective, there are a number of problems with county para-
       transit services, including: advance reservation requirements; changing schedules
       and varied routing; various service restrictions (e.g. age requirements for travel); and
       unwillingness of most county-operated services to cross county lines, making
       demand response services not conducive to daily commute trips. This conflicts with
       the expectations of consumers who don’t understand how the system works.
   •   There is no central source for transportation information and/or trip planning
       assistance. Issues related to trip planning, scheduling and personal safety often
       hinder employment options. There was strong support for the idea of developing a
       website for disabled persons which includes information related to transportation
       options.
   •   There are differing and often conflicting expectations related to the level of service
       offered and possible from county para-transit systems. This creates problems for
       clients, drivers, and managers. For example, drivers explained that many disabled
       clients want services similar to a door-to-door taxi service, whereas existing para-
       transit services are required by law or regulation to operate curb-to-curb service. As
       such, some clients expect drivers to provide assistance in getting to and boarding
       the vehicle. However, due to liability issues, drivers are not permitted to provide such
       assistance.
   •   Travel behavior of persons with disabilities is highly dependent on the nature and
       extent of their disability, as well as the transportation environment. Both of these
       factors may influence whether or not a disabled person is working or able to retain
       employment.
The following comments are a summary of comments regarding transportation from
a series of public forums conducted by the United Cerebral Palsy of Michigan in
2009:
   • “Transportation is a major issue in this area. It limits your opportunities.”
   •   “I Don’t Have Public Transportation”
   •   “Want It to Come On time.
   •   It’s Limited. “It needs to Be Expanded” Nothing on the Evenings & Weekends”
   • “It Costs Too Much.”
   •   “It’s hard if you’re living in rural areas.”
   •   “Accessible transportation buses need to accommodate your wheelchair, every bus
       be equipped with ramp and tie downs.”
   • “Lifts That Work“
   DRAFT DOCUMENT FOR COMMENTS – August 31, 2010                                Page 27
                     Michigan Strategic Plan for Employment Services Draft


Goal:

To identify barriers, resources, best practices and opportunities to coordinate transportation
services for persons with disabilities in Michigan.

Strategy:

Barriers will be diminished and more people will have access to needed transportation
services by:

   •    Binging together resources and opportunities
   •    Sharing best practices related to employment transportation
   •    Identifying and overcoming transportation barriers
   •    Coordinating multiple organizations and groups looking at this issue
   •    Creating an online Michigan-specific website showing “drop down” options for each
        county for transportation resources for persons with disabilities
   •    Working with state officials, legislators and advocates on federal and state policies to
        provide accessible and affordable public transportation and tax incentives to
        employers who provide ongoing transportation options for workers with disabilities or
        who promote remote working options.

Activities:

1. Identify and coordinate with other groups and State of Michigan departments that are
   involved with transportation issues, employment and persons with disabilities. Continue
   this coordination through the end of the MIG Grant
2. Develop resources based on best practices and information resources that will provide
   useful and practical support for individuals seeking solutions to transportation barriers.
   Coordinate placing these resources in a variety of places where persons with disabilities
   and agency professionals can access them. Prioritize transportation barriers and seek
   agreement on the order and magnitude of these barriers from interested groups.
   Additionally, activities towards cooperative action are to be identified and other groups
   are to be engaged in joint transportation barrier resolution strategies.
3. The Leadership Council will be utilized to develop agreement on priorities for the
   barriers and also to identify and implement strategies to resolve barriers to
   transportation to employment for persons with disabilities.
4. Identify and develop resources that focus on local strategies for improving employment
   transportation options for persons with disabilities. Distribute these resources and
   support local efforts. Focus on examples of success with local efforts to resolve
   transportation barriers to employment for persons with disabilities.


   DRAFT DOCUMENT FOR COMMENTS – August 31, 2010                                 Page 28
                   Michigan Strategic Plan for Employment Services Draft

Outcomes:

  A. Improved access to information for consumers, employers, agency professionals
     and transportation providers.

  B. Identification of barriers to employment transportation and development of
     recommendations for actions to remove barriers by Leadership Council.

  C. Coordination between other groups that are currently involved in transportation
     issues for persons with disabilities will result in the identification of common priorities
     and strategy.

Measurement: TBD




  DRAFT DOCUMENT FOR COMMENTS – August 31, 2010                                  Page 29
              Michigan Strategic Plan for Employment Services Draft


                            TOWN HALL MEETINGS
                                    8/25/10


       DATE                     REGION                             LOCATION

September 16, 2010    Macomb/Oakland                Hyatt Place Utica
2:00pm – 4:00 p.m.                                  45400 Park Avenue
                                                    Utica, MI 48315

September 22, 2010    Detroit/Dearborn              Doubletree Hotel
2:00-4:00 p.m.                                      5801 Southfield Expressway,
                                                    Detroit

September 27, 2010    Genesee/Saginaw/Midland Saginaw County CMH
2:00-4:00 p.m.                                1040 N. Towerline Rd, Saginaw


October 1, 2010       Kalamazoo/Grand Rapids        Hope Network
2:00-4:00 p.m.                                      Education Center
                                                    775 36th Street SE, Grand Rapids

October 5, 2010       Upper Peninsula               Northern Michigan University
2:00-4:00 p.m.                                      Brule Will Meeting Room,
                                                    1401 Presque Isle Ave, Marquette

October 14, 2010      Lansing                       Causeway Bay Hotel
2:45-4:45 p.m.                                      (formerly Holiday Inn)
                                                    6820 S. Cedar, Lansing




DRAFT DOCUMENT FOR COMMENTS – August 31, 2010                                Page 30
               Michigan Strategic Plan for Employment Services Draft


                               WHAT COMES NEXT?

  1. Stakeholders will read and discuss this draft plan with other stakeholders. Their
     written or oral comments are valuable and will be included into the final
     document.

  2. Written comments can be emailed to curtnerr@michigan.gov or mailed to Rob
     Curtner, Michigan Department of Community Health, 210 Townsend Street - First
     Floor, Lansing, Michigan 48913.

  3. Comments will be accepted until October 18, 2010.

  4. Six Town Hall Meetings will be held to gather input and comments from
     shareholders.

  5. Detailed implementation plans will be formulated by the Work Group to
     recommend a plan for assuring that the strategic priorities can be implemented in
     the coming years. This implementation plan will be added to the draft document.

  6. The revised Strategic Plan will be submitted to the Centers for Medicare and
     Medicaid Services at the end of November 2010.




DRAFT DOCUMENT FOR COMMENTS – August 31, 2010                            Page 31
                    Michigan Strategic Plan for Employment Services Draft

                                       APPENDIX SECTION
                  Appendix A - Current Michigan Employment System

 Organization           Services Provided
 Michigan               •   The Michigan Department of Human Services assists children, families and
 Department                 vulnerable adults to be safe, stable and self-supporting.
 of Human               •   DHS & DELEG administer the Job, Education, & Training (JET) program for
 Services                   people receiving cash assistance from the state. Employment services are
 (DHS)                      provided through the Michigan Works! Agencies.
                        •   Home Help Services – activities of daily living services provided by personal
                            assistants in the home and/or in the workplace to individuals with disabilities who
                            receive Medicaid.
 Michigan               •   DELEG’s mission is to grow Michigan by promoting economic and workforce
 Department                 development stimulating job creation and enhancing the quality of life in
 of Energy, Labor, &        Michigan. The following are programs within the department related to
 Economic Services          employment:
 (DELEG)                    • No Worker Left Behind – education/training to workers
                            • Jobs, Education, & Training Program (JET) – work to move families toward
                                economic self-sufficiency
                            • Michigan Opportunity Partnership (MiOP) – retool Michigan’s job training
                                programs toward high-demand career fields
                            • Michigan Talent Bank- matches employers & job seekers
                            • Michigan Regional Skills Alliances (MiRSA) – to provide Michigan
                                businesses with highly skilled workforce; connect Michigan citizens to good
                                jobs with options for career advancement
                            • Rapid Response Team – available to employers when 50 or more workers
                                will be impacted by a facility closure layoff
                            • Michigan State Housing & Development Authority (MSHDA) – provides
                                financial and technical assistance through public and private partnerships to
                                create & preserve safe & decent affordable housing.
                            • Bureau of Labor Market Information - is a one-stop source for reliable
                                information on recent employment trends, wages, detailed industries, and
                                jobs in demand.
 Michigan               •   MRS partners with individuals & employers to achieve quality work outcomes &
 Rehabilitation             independence for persons with disabilities.
 Services               •   MRS' mission focused Business Services program is expected to yield significant
 (MRS)                      opportunities to advance the aspirations & work opportunities for persons with
                            disabilities.
                        •   Supported employment - option for individuals served by MRS who need
                            ongoing support to maintain their jobs.
                        •   MRS assists people interested in self-employment.




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                   Michigan Strategic Plan for Employment Services Draft


 Michigan              •  The purpose of the Michigan Commission for the Blind's Vocational
 Commission                Rehabilitation Program is to help individuals become employed in a career that
 for the Blind (MCB)       suits their current or potential skills and abilities.
                       • The Michigan Commission for the Blind's Transition Services help students age
                           14 and over to successfully make the transition from high school to
                           postsecondary education or employment.
 Michigan Works!       Michigan Works! Service Centers provide free assistance to help job seekers:
 Agencies              • Use computers to prepare resumes and actively search job postings on
                           Michigan's largest on-line job bank
                       • Learn how to search for jobs from home or office
                       • Explore opportunities for high-demand careers
                       • Use the Michigan Works! resource room for college catalogs, community
                           resource guides, job postings, self-assessment tools, and resume-writing
                           software
                       • Network with area employers on site
                       • Use career counselors to help maximize job searches, plan for the future, or
                           eliminate barriers that keep people from starting or maintaining a career
                       • Talk to veterans representatives, rehabilitation services counselors or Michigan
                           Unemployment Agency representatives (at select sites)
                       Services to businesses include assistance in:
                       • Hiring and retaining employees for your business or organization; online job
                           advertisements
                       • Providing quality referrals to help with business needs
                       • Disability Subcommittee:
                           • Designed to assist Michigan Works! Agencies to better provide services to
                               persons with disabilities through training and technical assistance.
                           • The MIG Manager, the PS Coordinator & the chair of the MiJob Coalition &
                               member of CLEG are active members of this group.
 Michigan              •   Mental health services in Michigan are coordinated through local Community
 Department                Mental Health Services Programs (CMHSPs).
 of                    •   The MDCH, Mental Health and Substance Abuse Administration, launched an
 Community Health          Evidence-Based Practice (EBP) initiative in 2004.
 (MDCH)                •   Critical Elements of EBP supported employment are predictive of better
                           employment outcomes and include:
                           • A focus on competitive employment
                           • Rapid job searches
                           • Jobs tailored to individuals
                           • Time-unlimited follow-along support
                           • Integration of supported employment and mental health services
                           • Zero-exclusion criteria (i.e., no one is screened out because they are not
                                ready)
                       •   Developmental Disabilities Council - supports a statewide network of Regional
                           Interagency Consumer Committees (RICCs) that are composed of consumers,
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                            their family members, local advocates and agencies. RICCs facilitate consumer
                            understanding about services; develop consumer leadership skills, target issues
                            of local concern and advocate for systems change through improved services
                            and public policy changes.
 Office of Services    The Michigan Older American Community Service Employment Program’s mission is
 to the Aging (OSA)    to provide job training and placement for people with limited financial resources who
                       are age 55 or older.
 Michigan              • The Career Preparation System is designed to provide all students completing
 Department                the Michigan educational system with the necessary academic, technical and
 of Education              work behavior knowledge and skills for success in a career of their choice and
                           lifelong learning. There are seven interconnecting components.
                       • Students enrolled in Career and Technical Education programs have the
                           opportunity to acquire skills that prepare them for successful career entry,
                           advancement and/or continuing education. CTE programs are categorized in six
                           career pathways.
                       • The Michigan Transition Outcomes Project (MI-TOP) facilitates the development
                           of effective systems that support students to achieve postsecondary outcomes,
                           contain measurable student focused planning, student development activities,
                           and continuous family and community involvement.


 Michigan Protection   •    The Client Assistance Program (CAP) assists people who are seeking or
 & Advocacy                 receiving services from Michigan Rehabilitation Services, Consumer Choice
 Services                   Programs, Michigan Commission for the Blind, Centers for Independent Living,
                            and Supported Employment and Transition Programs.
                       • Protection & Advocacy for Beneficiaries of Social Security - assists persons with
                            disabilities who receive Supplemental Security Income (SSI) or Social Security
                            Disability Insurance (SSDI).
                       • Protection & Advocacy for People with Traumatic Brain Injury - the project serves
                            people who have sustained a brain injury.
 Michigan              The MI-SBTDC enhances Michigan’s economic well-being by providing counseling,
 Small Business        training, research, and advocacy for new ventures, existing small businesses, and
 & Technology          innovative technology companies.
 Development Center
 Michigan Economic     MEDC’s mission is to promote smart economic growth by developing strategies and
 Development           providing services to create and retain good jobs and a high quality of life.
 Corporation
 Michigan Economic     MEDA provides educational programs to both members and non-members in a
 Developers            variety of different areas specific to economic development.
 Association
 MARO                  MARO Employment and Training Association is a network of organizations that
                       create opportunities for people with barriers to community access and employment.



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                                           Appendix B:

              Strengths and Challenges of Employment in Michigan
Category       Strengths                                   Challenges
Economic       •    Eco-friendly initiatives               •   Highest unemployment rate in U.S.
Development    •    Resources allocated on health care     •   Stagnant business growth
Business            industry                               •   Lack of full consumer participation in
Issues         •    Stimulus funds utilized on                 economic growth
                    infrastructure                         •   Exodus of workers from Michigan
               •    No Worker Left Behind initiative       •   “One-Stops” remain challenged to work
               •    Restructuring of “Big 3”                   effectively with persons with disabilities
               •    25 Workforce “One-Stops”               •   Michigan Single Business Tax
               •    Statewide online job site              •   Auto Industry
               •    Supported Self-Employment              •   State micro-enterprise initiative unaware &
                    Handbook                                   disconnected from efforts in the disability field
                                                           •   Lack of health care workers by 2012
Legislative    •    Ongoing work to amend FTW-MBI          •   Budget deficit
& Policy       •    Good working relationship with         •   Term limits
Issues              Medical Services Administration        •   State agency silos
                    (MSA)                                  •   Social Security and work incentives are
               •    VR & Community Health joint                complicated and difficult to understand
                    agreement on competitive               •   Operational problems implementing
                    employment of persons with                 Michigan’s FTW/MBI
                    disabilities                           •   Current FTW legislation only includes people
               •    MiJob Coalition & CTF                      already on Medicaid
               •    The chair of the MiJob Coalition is    •   No multi-state department and business/
                    the past president of Michigan             disability community employment plan exists-
                    Works!, his local workforce board,         the need for this Strategic Plan is clear.
                    and the national workforce board.
                    He is a member of CLEG at the
                    state level, has a long history with
                    the One-Stop system, and is active
                    nationally.
Information    •    Developed a Benefits Planning          •   Large geographic area to cover, much of it
& Outreach          Sustainability curriculum                  rural
               •    Michigan Benefits Information          •   No one online site for accurate state and
                    Network curriculum developed.              federal disability-related employment
               •    MIG Manager’s membership in the            information
                    Region 5 WIAG (Work Incentives         •   No university classes explaining SSSI/SSDI &
                    Advisory Group)                            work incentives to future human service
               •    MIG Information & Outreach                 professionals
                    Coordinator                            •   People give out inaccurate information about
               •    Ongoing TA provided to Clubhouses          working while on benefits

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                    and MRS offices on employment &       • CWICs are overloaded
                    benefits to create sustainability     • Institutionalized myths about work and
               •    Professional employment displays in     disability
                    community sites                       • No long term structure in place to support
               •    MIG funding support for WIPA            employment efforts & coordination
                    project
               •    Disability Benefits 101 online
                    benefits calculator implemented.
               •    Recharging Supported Employment
                    Work Group
               •    MiJob Coalition
               •    CTF
               •    Informational CD of employment
                    incentives & supports
               •    MiJob Coalitions and MI Works
                    Disability Committee
Information    • Michigan-based disability benefits       • HIPPA & other privacy rules
Systems          calculator launched April 2010.          • Lack of state technology interface
Data Sharing     Signed agreement to share data           • Difficulty tracking similar data between state
                 between MRS, MCB & DCH.                    departments
               • Access to actuarial data at MSA re:      • No multi-state department employment data
                 FTW growth & cost.                         measurement system




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                         Appendix C: Leadership Council Membership

                                                 STATE of MICHIGAN REPRESENTATIVES
CONSUMER, PROVIDER & ADVOCATES                   (and Steering Committee Members)

Norm DeLisle                                     Barbara Anders, Deputy
Michigan Disability Rights Coalition             Financial & Quality Services
                                                 Michigan Department of Human Services
Luann Dunsford
CEO, Michigan Works! Association                 Stephen Fitton, Deputy Director
                                                 Medical Services Admin
Joel Malnofski                                   Michigan Department of Community Health
Supported Employment Services
Southwest Counseling Solutions                   Michael J Head, Deputy Director
                                                 Mental Health & Substance Abuse
Yuself Seegars                                   Administration
Independent Living Specialist                    Michigan Department of Community Health
Disability Network Wayne County/Detroit
                                                 Jaye N. Shamsiddeen, Director
Mike Zelley                                      Michigan Rehabilitation Services
President                                        Michigan Department of Energy, Labor &
The Disability Network                           Economic Growth

BUSINESS PARTNERS                                Eleanor E. White, Ph.D., Director
                                                 Office of Special Ed & Early Intervention
Cheryl Johnson                                   Services
VP - Human Resources                             Michigan Department of Education
Meijer, Inc.
                                                 GRANT STAFF (and Steering
Mark Rusch                                       Committee)
Senior Vice President & CFO                      Joe Longcor, MIG Grant Manager
Proper Group International                       Michigan Department of Community Health

Carl Smith                                       Rob Curtner - Planning Coordinator
New Global Alliances                             Michigan Department of Community Health

Michael S. TenBrink                              Bill Allen – Consultant
Vice President                                   Michigan Department of Community Health
Fifth Third Bank
                                                 Mary Uhlis – Support Staff
                                                 Michigan Department of Community Health
    8/19/10




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         Appendix D: Strategic Planning Work Group Members
                                   (7/9/2010)




     BILL ALLEN              Michigan Department of Community Health

     STEVEN CALLEY           Social Security Administration

     BRANT COLE              Michigan Department of Community Health

     ROB CURTNER             Michigan Department of Community Health

     LORI DALTON             Michigan Works! Association

     BOBI DIXON              Michigan Department of Human Services

     JEAN DUKARSKI           Advocate

     KEVIN GREEN             Michigan Department of Energy, Labor
                             & Economic Development

     GENA HILTZ              Career Quest

     KATHY LENTZ             Kalamazoo County Community Mental Health

     JOE LONGCOR             Michigan Department of Community Health

     PAUL PALMER             Consumer

     JEFF PATTON             Kalamazoo County Community Mental Health

     HEATHER PILOT           Consumer

     MICHELLE RUTAN          Ingham County Intermediate School District

     CHUCK SAUR              Michigan Department of Education

     ROBERT SMITH            Michigan Department of Energy, Labor
                             & Economic Development – Michigan Rehabilitation
                             Services

     CYNTHIA WRIGHT          Michigan Department of Energy, Labor
                             & Economic Development – Michigan Rehabilitation
                             Services

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Appendix E: About the People and Organizations on Leadership Council

Businesses and Organizations involved in Michigan’s statewide strategic planning
process and their involvement include following people. Note: A steering committee,
represented by the five lead state agencies, is also meeting regularly to review and
advise the Leadership Council on the development of the strategic plan.

Leadership Council Membership

Meijer, Inc., Cheryl Johnson, VP-Human Resources. Meijer is a giant of retailing in the
Midwest. The company's huge grocery and general merchandise stores stock about
120,000 items, including Meijer private-label products. Meijer operates about 190
locations; about half of its stores are in Michigan, while the rest are in Illinois, Indiana,
Kentucky, and Ohio. Customers can choose from 40-plus departments.

Involvement: Meijer, Inc. has already shown sincere interest in networking with Fifth
Third Bank to consider the Project SEARCH model. In addition, networking has led to
Meijer meeting with Deb Russell from Walgreens in late August to better understand its
business successes with hiring persons with disabilities.

Fifth Third Bank, Michael Tenbrink, Vice President. Fifth Third Bank is headquartered
in Cincinnati, Ohio, and is the principal subsidiary of holding company Fifth Third
Bancorp. Fifth Third Bancorp is a diversified financial services company with $111
billion in assets, operates 18 affiliates with 1,232 full-service Banking Centers in Ohio,
Michigan, Kentucky, Indiana, Illinois, Florida, Tennessee, West Virginia, Pennsylvania,
Georgia, North Carolina, and Missouri.

Involvement: Fifth Third Bank initiated the Project SEARCH model in Michigan in 2008
and has since encouraged/supported at least three more sites. They have held a
number of tours promoting Project SEARCH and continue to market the business
advantages of employing a diverse workforce inclusive of persons with disabilities.

Proper Group International, Mark Rusch, CFO. Proper Group International - 6th
Largest US Mold Tooling Manufacturer. For nearly 40 years, Proper Group
International’s combination of industry-leading technology, sophisticated program
management and traditional craftsmanship has delivered the best products that move
people.

Involvement: Mark was key in underscoring the importance of transportation as a
barrier to employment and competitiveness for businesses. He has also provided a
clear “business voice” during Leadership Council meetings. Mark has expressed a
willingness to market “biz-to-biz.


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New Global Alliances, Carl Smith. New Global is an international consulting firm.

Involvement: Carl provides both a business and parent perspective on the council.

Advocacy and Consumer Involvement:

Joel Malnofski, Supported Employment Services, Southwest Counseling Solutions.

Involvement: Joel is a Peer Support Specialist employed in the field and has been
instrumental in assisting persons with serious mental illness find and retain employment
utilizing the Evidence-Based Practices of Supported Employment (EBP SE). He is also
an active EBP SE committee member and relatively knowledgeable about benefits
planning. His personal life experiences have been very beneficial and honored during
meetings.

Yuself Seegars, Independent Living Specialist, Disability Network Wayne
County/Detroit.

Involvement: Yuself is a person with life experiences striving to implement a Peer
Mentor program in Michigan that “mirrors” the already successful Peer Support
Specialist model. He helped organize one of the community focus groups, is active on
several councils, and has shared very key insights during meetings.

Michigan Disability Rights Coalition, Norm DeLisle, Director. Michigan Disability
Rights Coalition (MDRC) is a statewide network of individuals and organizations that
advances the issues of Michigan's disability community through grassroots activism,
public education and advocacy.

Involvement: MDRC was chosen by other leading advocacy organizations to represent
this voice at the Leadership Council. Organizations represented include UCP Michigan,
Arc Michigan, Michigan Protection and Advocacy, and many others. Norm has been a
champion addressing disability issues in Michigan for over 20 years. His breadth of
knowledge spans nearly all agencies and includes a keen awareness of utilizing
technology in the field of disabilities. In addition, MDRC represents persons of diverse
backgrounds seeking similar equity in the workplace. Norm has worked on many work
groups and councils and recently was a representative on a group proposing an
amendment to the MI Freedom to Work/Medicaid Buy-In to expand its coverage.

Michigan Works! Association, Luann Dunsford, CEO. The mission of the Michigan
Works! Association (MWA) is to provide leadership and services and promote quality
and excellence for the advancement of Michigan’s Workforce Development System and
its customers and professionals.

Involvement: Michigan Works! Is the “one-stop” agency for all persons seeking work in
Michigan. MWA has a Disability Committee that has partnered on recent issues such

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as sustainability of Disability Program Navigators, “Work Keys” as a potential barrier to
employment for persons with disabilities, and recognizing the challenge of staff not
providing an “equitably” welcoming environment for people with disabilities. MWA
shows keen interest in improving its system.

Mike Zelley, Michigan Civil Rights Commission Member.

Involvement: Mike is also the director of the Disability Network in Genesee County and
chairperson of the MiJob Coalition representing over 35 statewide organizations
focused on increasing employment of individuals with disabilities. The MiJob Coalition
was critical in passing the MI Freedom to Work/Medicaid Buy-In Legislation in 2003.
His life experiences as a chair-user and national advocate bring a unique perspective to
the council.

State Department Leadership:

Michigan Department of Human Services, Barbara Anders, Deputy Director,
Financial & Quality Services.

Involvement: Barbara Anders was appointed Deputy Director of Financial and Quality
Services in January of 2010. She has served as a M.O.S.T (Michigan Opportunity and
Skills Training) specialist, Child Support Services specialist, Family Independence
Manager, Program Manager, and District Manager. Ms. Anders has been employed
with the Department of Human Services since April of 1980.

Michigan Department of Community Health, Stephen Fitton, Deputy Director of the
Medical Services Administration

Involvement: Mr. Fitton oversees a healthcare program that serves 1.7 million of
Michigan’s low income citizens. For the prior 5 years, he directed the Bureau of
Medicaid Policy and Actuarial Services, focusing on a range of policy and financing
issues for the Medicaid program. He has worked in the area of health policy and
budget in Michigan state government for over thirty-five years.

Michigan Department of Community Health, Michael J. Head, Director, Mental
Health and Substance Abuse Administration

Involvement: Michael Head is Chairperson of the Leadership Council. He has more
than 30 years of experience in the public mental health and human services field. Mr.
Head has worked as a clinician, an administrator, a legislative specialist, and as a
leader in public policy and systems change at the state and local agency levels. He
was extensively involved in shaping policy for Michigan's community placement
programs and with the design and financing of Michigan's community mental health
system.


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Michigan Department of Energy, Labor & Economic Growth, Jaye Shamsiddeen,
Director, Michigan Rehabilitation Services.

Involvement: Jaye N. Shamsiddeen represents the Department of Energy, Labor &
Economic Growth on the Leadership Council. Jaye is Director of Michigan Rehabilitation
Services (MRS), the state’s general vocational rehabilitation agency. The mission of
MRS is to provide services for individuals with disabilities so they may achieve
employment and self-sufficiency. MRS operates 36 field offices across the state, as
well as the Michigan Career & Technical Institute near Plainwell, Michigan. Jaye
provides overall leadership and direction for MRS by determining strategic priorities,
allocating resources, and coordinating the executive leadership team. She also
establishes working relationships with consumers, advocates, allied agencies, and
advisory councils. It is her responsibility to implement federal and state legislation
pertaining to rehabilitation services for people with disabilities.

Michigan Department of Education, Eleanor White, Director, Office of Special
Education. Eleanor White, Ph.D., is the Director of the Office of Special Education and
Early Intervention Services at the Michigan Department of Education. Eleanor served as
the Assistant Director since 2008.

Involvement: Dr.. White represents the Office of Special Education and Early
Intervention on the Leadership Council. She brings many years of experience as a local
Director of Special Education in addition to experience as a Teacher, Principal, and
Assistant Director at the district level. Dr. White also has experience as a program
compliance monitor with the Department and has provided key leadership in the area of
disproportionate representation. Her leadership skills and experience will assure
continued support and progress in the delivery of programs and services for children
with disabilities in Michigan as well as continued improvement in public education for all
children.

Strategic Planning Work Group Members include:
   • A temporary placement business
   • Three consumers
   • Social Security Administration
   • Michigan Works! Association
   • Michigan Department of Education
   • Local Intermediate School District Representative
   • Michigan Department of Energy, Labor & Economic Growth (DELEG)
   • Field Office Manager for DELEG
   • Michigan Department of Human Services
   • Local Community Mental Health Agencies
   • Michigan Department of Community Health
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                 Michigan Strategic Plan for Employment Services Draft


                                      Appendix F:

    MCESG Summary of Current Efforts at Coordination and Collaboration
                                       March 2010

April 2009 Interagency Agreement
This agreement is between the Michigan Department of Community Health (MDCH),
Michigan Rehabilitation Services (MRS), and Michigan Commission for the Blind (MCB).
There is a designated Executive Team, Operations Team, and Data/Definitions Team.
The agreement underscores the value of work for all Michigan citizens with disabilities.


Monthly meetings of the Operations Team has led to the following outcomes:
• Three joint presentations by the parties to promote increases in employment and to
  gain valued feedback from the field
•   Transition Workgroup established
•   Recent outreach material sent to all community mental health agencies underscoring
    MCB’s interest in partnering to support persons
•   By mid-April 2010:
       •   Data sharing agreement to provide baseline aggregate data to set
           employment goals
       •   Revised Joint referral and release forms

Beginning in December 2009, a Joint Transition Work Group grew out of the
Interagency Agreement between MDCH, MRS, and MCB and now includes the
Michigan Department of Education.

This work group is focused on the following:

•   Providing clarity to individuals, families, school systems, and partners on when and
    how services may be provided to students.

•   Shaping better partnerships to promote employment for all persons with significant
    disabilities

•   Supporting Project SEARCH start-ups are in three communities (Grand Rapids,
    Monroe and Detroit) with three additional starting in September of 2010.

•   A website where persons with disabilities and or those supporting them can utilize
    an online calculator to analyze the impact of working on their benefits. This
    service was launched in April 2010 and is know as Benefits to Work 101. The web
    address is www.mi.db101.org
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                  Appendix G: Summary of Community Forums

Introduction:
During the period of March 17 to May of 2010 a total of nine community forum events
were held to gather information on how employment services for persons with
disabilities in Michigan are perceived by individuals in three categories; consumers,
agency professionals and business leaders. The purpose of the community forums was
to gather information about how employment services for persons with disabilities are
regarded. This information will be used in the MCESG Strategic Planning effort. Each
forum was oriented to one of the three categories of individuals. The questions were
different for the business leaders and the agency professionals groups. The forums
were basically focus groups to gather information on the strengths and the gaps in the
current network of employment services for persons with disabilities.

The chart below indicates the location, participant type, number of participants and time
frame for each event.

 Event #   DATE         LOCATION              PARTICIPANTS                  NUMBER
    1      3/17/10      Oakland County        Agency Professionals               12
    2      3/25/10      Kalamazoo County      Agency Professionals                8
    3      4/14/10      East Lansing          Agency Professionals               14
    4      4/14/10      East Lansing          Business Leaders                   13
    5      4/15/10      Detroit               Business Leaders                   11
    6      4/15/10      Haslett               Consumers & Advocates               7
    7      4/28/10      Grand Rapids          Business Leaders                    6
    8      5/06/10      Gaylord               Agency Professionals               13
    9      5/20/10      Detroit               Consumers & Advocates               7


Recruitment:
Community Forum participants were recruited by local individuals from Community
Mental Health programs, Business Leadership Network (BLN) coordinators and
advocacy organization staff members, depending on the category of forum being
organized. It was intended that those recruited to participate would be experienced as a
consumer, a business leader or an agency professional that has experience assisting
persons with disabilities towards employment goals. The agency professionals groups
included the following; CMH supervisors, supports coordinators (case managers), MRS
case workers, other community agency staff who work with persons with disabilities and
also school district social workers. The target participant goal was realized with the
agency and consumer groups, but the business leaders were typically not familiar with
employment services for persons with disabilities, even though they may have one or
more employees with accommodations or they may be a person with disabilities as the
business owner.


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The site coordinator made phone calls and sent emails to recruit individuals to
participate in the forums. An orientation to the purpose and process for the forum was
provided, as well as a letter from the MDCH Mental Health Director to thank them for
their participation. Consumers were offered reimbursement for travel, personal
assistant time and an honorarium for their participation.

Community Forum Process:
Individuals were asked to introduce themselves by stating their name, job title and place
of employment. Discussion notes were kept at each event, but without identifying the
individual speakers. A list of questions was distributed and a facilitator led a discussion
based on the questions and follow-up questions where deemed appropriate. Efforts
were made by note takers to link specific participant comments to a specific question
being discussed. A brief evaluation was used to collect information from participants at
each event to assess their satisfaction with the invitation process, the facility, the
questions used, and the facilitator.

Questions Asked:
The community questions (agency professionals) are somewhat different that those
asked of business leaders. The questions were separated into those related to the
strengths of the current services and secondly, gaps seen in the current services mix.

Coding and Scoring of Results:
A summary of each meeting’s participant comments was created in a chart format from
the notes taken during the session. The summaries were not all combined into one
summary, but were separated into the three categories: Agency Professionals;
Consumers; and Business Leaders. Next, key words and concepts of participant
comments were identified and marked on the printed session summaries. Then,
numerical counts of these key words and concepts were tabulated. The most frequent
common responses to the questions were considered more representative or
consensual of the group’s perceptions. The summary strengths and gaps tabulations
are listed as recommendations for strengths to build on and gaps to be filled or
resolved.

Summary of Participant’s Comments:

Business Leaders-Strengths
•   The primary strength identified is the mentoring practices some employers have
    implemented mentoring to orient, support and guide employees with disabilities.
•    Another strength identified that was highly rated was the practice of hiring persons
    with disabilities because they were recommended for the position by a family
    member, friend or current employee. This nepotism practice is very common in all
    hiring. Persons with disabilities who get jobs are often hired through this “who you
    know” method.


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•   Other strengths identified are; CIL, Capital Area Transit Authority (CATA) , disability
    services office at local Community College, assistive technology, clear job
    descriptions, and MRS for those who acquire a disability.
•   Kelly Services was mentioned as a disability friendly resource.

Business Leaders - Gaps
•   The primary gap identified by this group was a lack of knowledge employers share
    regarding the access to, the availability and types of employment services offered by
    state agencies.
•   Most of the business leaders who participated in these forums were unfamiliar with
    the Michigan Jobs Bank and Michigan Works! as two examples that they were asked
    about.
•   Employers suggested that a single point of access approach and a “re-branding” of
    employment services could assist them.
•   Sending employers an information sheet as an add-on to some other piece of state
    mail would help to inform them on how to access services for current employees
    who acquire a disability as well as how to access various services.
• Job fairs were seen as non-inclusive for persons with disabilities.
• Discrimination and stigma are major barriers to the employment of persons with
  disabilities.

Agency Professionals - Strengths
•   Cooperation and strong relationships between agencies
• Staff with many years experience
•   Frequent meetings of staff across agencies
•   Shared values of community living and person-centeredness
•   SSA Work Incentives
•   Goodwill in Kalamazoo offers many services
•   Follow along services
•   Focus on abilities not disabilities

Agency Professionals-Gaps
•   Loss of Medicaid threat keeps individuals from moving towards employment
•   Person doesn’t know they have a disability or doesn’t know how to access services.
•   Difficulty accessing staff at the Social Security Administration
•   Limited number of Navigators
•   Michigan Works! seems unprepared to deal with persons with disabilities

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•   Loss of “brain trust” as people leave positions
•   Limited resources and opportunities for persons with disabilities with felony record.
•   People don’t understand Freedom To Work Program
•   Lack of funds for divers education


•   For employment services some of the needed supports are not on list of billable
    services
•   Expectations that students with disabilities will become adults in programs.
•   Focus on agency success such as closure rather than supports for long-term
    stability

                Community Forum Summary of Consumer Comments
                                  May 2010

•   Participation by Peer Support Specialists has benefits to self-esteem, building
    friendships, and navigating the system.
•   Consider streamlining customer/consumer experience between departments into a
    one-stop approach.
•   If you are disabled it feels like it is too much to figure out how to work full time and
    not lose benefits; working = worse poverty than not working.
•   People don’t know how to access services.
•   Fix disincentives that discourage employment.
•   Personal Assistants to support working; not enough hours to make job feasible.
•   Need to keep benefits no matter what we get paid.
•   Expand the use of mentors and internships.
•   Transportation barriers to working & participating in life.
•   Stigma and lack of training/understanding on the part of caseworkers, teachers.
•   The coordination of services.
•   MRS doesn’t know what Community Living Services does.
•   CMH and DHS Case workers don’t know about physical disabilities benefits.
•   Lack of a person-centered approach system-wide.
•   Accommodations for job application and exam taking processes.
•   Barriers to voting participation need a reader.
•   Fear over possible loss of workshop (job) due to funding from state cutbacks.
•   Need for coordination between multiple agencies to support persons with disabilities
    getting hired.
•   Too much emphasis on education, not enough on work.




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                 Appendix H: 2010 Strategic Planning Activities

The leading outcome for the first year of the MCESG was reviewing recent past
strategic employment plans, conducting further community forums to complete gaps in
information, and developing a long-term statewide strategic plan to guide future years.
Current MIG initiatives continued, but all efforts focused on increasing the competitive
employment of citizens with disabilities while meeting future workforce needs.

 Over 70% of Michiganians with disabilities are unemployed. Even with this high
unemployment rate it is expected that Michigan employers will face a shortage of
workers in the health and professional fields by 2012. Many persons with disabilities
have significant work histories that would help meet future workforce needs.
Additionally, many working individuals with disabilities work limited schedules and
underutilize their potential for a variety of reasons ranging from fears related to loss of
benefits, low perceptions of present work support agencies, lack of confidence, and low
expectations of employers, families and support networks.

A comprehensive approach is intended to address barriers that face persons with
disabilities seeking competitive employment in Michigan. The system’s complexity,
inconsistent level of understanding work incentives, weak supports for experienced
workers with disabilities, and casualness about not tapping into a much needed labor
force must be challenged and changed. Strategic planning by MCESG continues to
harness the experiences and energy of citizens with disabilities, employers, economic
partners, and legislative partners to shape a sustainable workforce inclusive of persons
with disabilities for Michigan.

Training and Outreach
Effective and efficient job development remains a key challenge recognized by Michigan
APSE and echoed by many community providers. Greater emphasis is needed on
promoting integrated community settings where individuals are not “employees of
record” of support agencies. MRS has now contracted with Allen Anderson to provide
statewide EOP II job development training. Other partners will be invited to attend.
Much interest remains in utilizing customized employment.

There are 9 different locations in Michigan that have implemented Evidence-Based
Practice Supported Employment (EBP SE) for persons with serious mental illness.
MDCH is creating a Train-the-Trainer model to meet the fidelity component of EBP SE
to achieve even greater employment outcomes.

The “Supported Self-Employment 101 Handbook” has been used as the basis for
trainings to over 400 individuals with significant disabilities, family members, and
support agencies. A core workgroup of self-employment practioners from MDCH, MRS,
and MCB are partnering to improve on what are at least four current training models.

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Initial aggregate data collection efforts related to self-employment is being collected by
practioners to reflect the statewide economic impact of these small microenterprises
and provide evidence of the successful personal and economic gains from such
initiatives. MCESG will continue supporting training that underscores person-centered
planning, community-driven job development, self-employment and other strategies
found to be successful in competitive job placement.


Benefits Planning
Misunderstandings and myths related to how work impacts federal and state benefits
continue to be prevalent throughout Michigan. Far too often the recurring message
from schools, doctors, family and friends is “don’t work.” The FTW/MBI now has over
4,300 enrollees in Michigan able to retain medical coverage with unlimited earnings
(SGA rule still applies), but many individuals remain confused with the complicated
maze of Social Security and state benefit programs ranging from food stamps to
housing and more.

The MIG supported the Work Incentives Planning & Assistance (WIPA) projects across
Michigan over the last four years, but with limited resources these well-trained benefits
planners struggle with reaching beneficiaries in a timely manner. Regretfully, many
individuals choose to remain in poverty situations rather than choosing to pursue more
lucrative employment.

A pilot initiative to provide a Michigan-specific “Benefits Information Network” was
launched in August 2010. It is the intention that this will provide a strong, consistent
base knowledge for other community partners such as Peer Support Specialists/Peer
Mentors, CILs, local community mental health agencies, intermediate school districts,
Michigan Works! Agencies, and even businesses, to best promote work as a real option
and assure local sustainability. In addition, a “Benefits to Work” online calculator was
launched in April 2010 at www.mi.db101.org modeled after the California “Db101.org”
online tools. A calculator will be launched by April 2011. These online resources will
provide a consistent and unbiased choice for individuals to recognize their earnings
potential and to plan for self-reliance.

Employer Involvement
Employer involvement remains an elusive component in the equation for competitive
employment for persons with disabilities. Recent MIG efforts including supporting the
Project SEARCH model and the Business Leadership Network (BLN) in Michigan have
garnered some success, but are struggling during this tremendous economic downturn
to fully engage employers on a consistent basis. Project SEARCH has completed two
rotations with Fifth Third Bank in Grand Rapids and 1 rotation with Monroe Hospital.
These combined programs have experienced a positive placement rate even in this
depressed economy.



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The Michigan BLN has grown to five local organizations with over 200 members, but
remains challenged with establishing a definitive presence with employers. There
remains a clear need to hear the employer’s “voice” and honor interactive learning for
the mutual benefit of both employers and persons with disabilities. MCESG will
continue to engage employers to play an active role in shaping outcomes to grow an
effective workforce that recognizes the values of persons with disabilities. Support
continues as Project SEARCH strives to grow to at least 10 cities across Michigan.
Continued support of the MIBLN is anticipated to effectively establish the present five
sites and to develop an interactive role with Michigan employers.

Improved Access to FTW/MBI
When developing the FTW/MBI in Michigan there was much concern by those who
administer Medicaid and state legislators about the possibility of substantial increases in
Medicaid expenditures due to enrollments in the program. To assure its passage, the
Freedom to Work legislation contained narrow eligibility criteria, with the understanding
that the criteria could be expanded later. After five years and no flood of enrollments,
the MiJob Coalition with its broad representation of persons with disabilities developed
and is introducing a revised amendment in the Michigan Senate and House that would
essentially allow people to disregard certain unearned benefits, allowing them to choose
to participate in FTW/MBI. MCESG will also focus on the FTW/MBI “aging out” and
help shape a process to ensure a smooth, seamless transition for those in 1619(b) or
SSI Medicaid to the FTW/MBI.

Research, Data and Evaluation
The MDCH, MCB, and MRS signed a joint agreement in April 2009 to increase the
employment of persons with disabilities. These parties are discussing optimal means to
share data related to the competitive employment of citizens with disabilities. They are
also discussing how to expand the agreement to include the Michigan Department of
Education and possibly the Michigan Department of Human Services. This growing
partnership and data-sharing will continue to guide efforts to increase competitive
employment and enhance an effective workforce in Michigan.

Community Partnering
The MIG has developed a strong working rapport with both the MiJob Coalition
(MJC)representing at least 36 advocacy organizations statewide (which includes
representation from the state’s workforce boards) and the Consumer Task Force (CTF)
working in close partnership with Michigan’s Long-Term Care initiatives and the MIBLN.
These organizations have and continue to play significant advisory roles to MIG
development. MCESG anticipates representation from these organizations on the
Leadership Council. This will help assure continuity of past progressive work and
effectively represent the diverse voices of persons with disabilities in Michigan.




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About Customized Employment and Supported Employment
The promise of Customized Employment (CE) rests in its reliance on the passion and
competence of job seekers and those who assist them. The mutual benefits that result
when job seekers with disabilities are matched to employers needing their skills and
energy has the potential to finally make the employment of persons with disabilities a
mainstream and natural occurrence.

The U.S. Department of Labor, Office of Disability & Employment Policy (ODEP)
explained in the Federal Register that:

“Customized employment means individualizing the employment relationship between
employees and employers in ways that meet the needs of both. It is based on an
individualized determination of the strengths, needs, and interests of the person with a
disability, and is also designed to meet the specific needs of the employer. It may
include employment developed through job carving, self-employment or entrepreneurial
initiatives, or other job development or restructuring strategies that result in job
responsibilities being customized and individually negotiated to fit the needs of
individuals with a disability. Customized employment assumes the provision of
reasonable accommodations and supports necessary for the individual to perform the
functions of a job that is individually negotiated and developed (Federal Register, June 26,
2002, Vol. 67. No. 123 pp. 3154–43149).




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                                        Appendix I:

  The Development of Employment Services for Persons with Disabilities

This summary is intended to focus Leadership Council discussion and decision-making
on assessing the strengths and gaps in the current network of employment services for
persons with disabilities in Michigan.

The present effort with the Leadership Council should complement the past work of the
Partnership Forum where possible. Connections and overlap between the documents
that recap the Partnership Forum activity from 2006 and the findings from our current
Community Forums are summarized below. At the end are the recommendations on
the needs as found in the strengths and gaps. These needs are to be considered for
the basis for identifying strategic goals and objectives.

For the earlier effort, the top 3 priorities chosen were:
   •   Focused Marketing: Demonstrate unified marketing approach to be used by
       participating organizations.
   •   Communication & Information Sharing: Create regional collaborative / local
       disability councils.
   •   Soft Skills: To identify assessment instruments and techniques to measure a
       person’s knowledge and application of soft skills.

If we look at the top gap from the business leaders, it is about the need for the
marketing of services and the lack of knowledge in the business world of the existence
of the funded agencies, what they do, eligibility and how to access services. This
need/priority has not changed.

Strengths indicate success, capturing strengths as best practices to be replicated in
other locations or to be enhanced through incentives or policy is a useful practice.

If we look at the primary strength that has been expressed by the agency professionals,
it coincides with the second priority. Community Forum agency participants told us that
it was by information exchange, building trust and developing relationships in local and
regional collaborative disability councils that they were able to get past issues of
competition for job placement and local funding considerations, and support
employment options for persons with disabilities. The success of implementing the
suggested priority from the 2006 effort paid off.

For the third priority, soft skills, there has been no mention of this as a need or as a
strength in the community forums to date. Determining what was done to teach soft
skills to consumers over the past 3-4 years needs to be looked at as a follow-up.


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Recommendations

Build on these Strengths:
• Recommend and enhance mentoring practices some employers have implemented
   that are successful ways to orient, support and guide employees with disabilities.
•   Create resources to guide persons with disabilities to take advantage of networks to
    identify potential job opportunities to take advantage of the “who you know” practices
    common in hiring.
•   Formalize local meetings of agency professionals that build relationships, create
    trust and share resources
•   Expand benefits planning, including Work Incentives Planning and Assistance
    (WIPA) projects
•   Continue to educate consumers/families, agency professionals and others on the
    Work Incentives options under the Social Security Administration
•   Continue to expand and explore benefits to consumers of information sharing
    agreements between state departments.
•   Continue to improve transportation services for persons with disabilities.

Address these Gaps:
• Develop a plan to expand outreach and partnership with employers

•   Assure multi-agency participation and earlier implementation of school to work
    transition planning for Michigan students.
•   Enhance staff training and development opportunities.
•   Develop and employ a sustainable data system to track employment outcomes; to
    facilitate decision-making, policy development, and management of resources; and
    to improve quality of services.

Ideas from Leadership Council meeting on May 11, 2010
1. Need for coordinated measurement of outcomes across departments.
2. Development of policy changes and initiatives for involved departments.
3. Add to the success of disability program navigators by expanding and implementing
   a best practices sharing process.

Consider an evidence-based practices and motivational interviewing approach to
employment services.




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                            Appendix J: Acronyms


ABC           Asset Building Coalition
APSE          Formerly the Association for Persons in Supportive Employment
BLN           Business Leadership Network
CMH           Community Mental Health
CMHSP         Community Mental Health Service Programs
MDDC          Michigan Developmental Disabilities Council
Db101         Disability Benefits 101 – benefits calculator
DCH           Department of Community Health
DELEG         Department of Energy, Labor & Economic Growth
DHS           Department of Human Services
DTMB          Department of Technology, Management and Budget
EBP           Evidence-Based Practices
FTW           Freedom to Work
FTW/MBI       Freedom to Work/Medicaid Buy In
HIPPA         Health Insurance Privacy and Protection Act
IEPT          Individualized Education Planning Team
ISD JET       Intermediate School district
MACMHB        Job, Education and Training Program
              Michigan Association of Community Mental Health Boards
MARO          Michigan Association of Rehabilitation Organizations
MBI           Medicaid Buy-In
MCB           Michigan Commission for the Blind
MCESG         Michigan Comprehensive Employment Systems Grant
MDCH          Michigan Department of Community Health
MDELEG        Michigan Department of Energy, Labor & Economic Growth
MDHS          Michigan Department of Human Services
MDE           Michigan Department of Education
MEDA          Michigan Economic Developers Association
MEDC          Michigan Economic Development Corporation
MH            Mental Health
MIBLN         Michigan Business Leadership Network
MIG           Medicaid Infrastructure Grant
MI OP         Michigan Opportunity Partnership
MiRSA         Michigan Regional Skills Alliances
MI-SBTDC      Michigan Small Business & Technology Development Center
MISD          Michigan Supplier Diversity program
MI-TOP        Michigan Transition Outcomes Project
MiJC          Michigan Job Coalition
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MPHI         Michigan Public Health Institute
MRS          Michigan Rehabilitation Services
MSA          Medical Services Administration
MSHDA        Michigan Housing and Development Authority
NCHSD        National Consortium for Health Services Development
CMS          Centers of Medicaid and Medicare Services
PIHP         Pre-Paid Inpatient Health Plan
PSS          Peer Support Specialists
RICC         Regional Interagency Consumer Committees
SSA          Social Security Administration
SSDI         Social Security Disability Insurance
SSE          Supported Self-Employment
SSI          Supplemental Security Income
VR           Vocational Rehabilitation
WIPA         Work Incentives Planning and Assistance Project




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