Person-Centered Career Plan includes A Career Future Statement

1. Person-Centered Career Plan includes A Career Future Statement • Where, what, how to go forward. • Preferred Life Dreams • Relation-ships • Work • Personal Interests/Leisure • Personal Growth • Health • Special Considerations • Non-negotiable

2. PATH Planning • Identify the dream. • Develop the goals. • Describe the present. • Identify people to create change. • Build and maintain strengths. • Set objectives. • Plan for the next month. • Commit to action.

3. PATH Planning

4. Career Planning Teams Facilitator Focus on the possible Brainstorm ideas Keep everyone involved Set up action steps

5. CAREER GOALS JOB ATTAINMENT JOB ENHANCEMENT JOB PERFORMANCE JOB ADVANCEMENT CAREER CHANGE

6. Elements of Potential Career Goals • A type of setting or particular social context • A particular location • To work with certain equipment, wear a kind of clothing or contribute to a type of product/service. • Job title, status, recognition • Type of job or business • Wages and benefits • Something the person wants from work

7. Vocational Objectives achievable within 3 to 12 months critical priority within the futures plan based on person's interests and capacities

8. Vocational Objectives work best to measure precise actions weakest defining "quality of life” can provide accountability, feedback, and next steps for needed change

9. RECOMMENDATIONS FOR WRITING PLANS 1. Follow guidelines by advocacy groups. 2. Use descriptors of disability that put the person first. 3. Don't refer to a disability as a group of people. 4. Don't use dated terms. 5. Be honest about needs for support/ accommodation. 6. Introduce needs in the context of performance.

10. Career and Recovery 6: Self-Determination Section 1 Self-Determination and Career Control Section 7 Section 8 Section 9 Section 10 Section 11

11. Self-Determination • People empowering themselves to: • Make their own decisions • Direct the course of their life • Our role? • Facilitate informed choice.

12. Ways to Facilitate Self-Determination • Develop life experiences related to interests and skills in a variety of community settings. • Represent the person in negotiations with others to realize his or her expressed wishes. • Help the person to implement decisions about supports, services, and financial resources.

13. Ways to Facilitate Self-Determination • Help arrange expressed preferences by the person for particular job coaches, residential staff, or others. • Help to arrange expressed preferences by a supported employee for particular job tasks, coworker supports, or other job accommodations. • Teach how to plan for goal accomplishment, how to take action, and how to evaluateprogress and adjust if necessary.

14. Supporting Career Choices • Connect to others who support the goals • Help the person relate to the team • Facilitate clear communication • Realistic time frames – yet sense of urgency • Sense of humor • Thank others for what they accomplish

15. Self-Representation: Interviews • Prepare with information • Appearance • Presentation • Answer Questions

16. Career and Recovery 6: Self-Determination Competitive Employment: A Goal and Role 7: Goal & Role Section 8 Section 9 Section 10 Section 11

17. The Role of Employment • $$$$$$$$ • “Social Identity” • Status • Relationships • Learn new skills • Meaning of the work • Contribute • Accomplish

18. Barrier 1: Inclusion • SOCIAL INCLUSION • Job Development • Supported Living • Work • Home • School • Community STIGMA

19. Continuum of Services • Day Treatment or Habilitation • Vocational Day Activity • Sheltered Workshop • Enclaves and Work Crews • Supported or Transitional Jobs • Competitive Job

20. Social Enterprises Businesses that combine private sector entrepreneurship with a social mission (the employment of people with mental illness) • Job tracking and Congregation • Control

21. CHOOSE-GET-KEEP-LEAVE • Job choice • Development of job seeking skills • Application of appropriate job behaviors • Ability to end employer relationships responsibly

22. CHOOSE-GET-KEEP-LEAVE • Job Choosing • identify current and needed skills, interests, values and resources using interest inventories, situational assessments and work training to develop an appropriate employment goal • Job Getting • Guidance in writing resumes and cover letters, practicing interview skills, finding job leads and filling out job applications • Job Keeping • Assist in filling out new-hire paperwork, organizing and reinforcing on-the-job training, and communicating with co-workers and supervisors • Leaving • Appropriate strategies to terminate a relationship with an employer so that all parties are satisfied

23. Typical (?) Career Stages • Fantasy and Exploration (ages 0-21 • Work Entry (ages 16-25) • Basic Training (ages 16-30) • Early Career (ages 20-30) • Mid-Career (ages 25-45) • Mid-Career Crises (ages 35-45) • Late Career (ages 45 and above) • Disengagement (ages 55 and above) • Retirement (ages 60 and above)

24. MicroEnterprise • Create a job that matches abilities and interests • Greater financial potential • Optimize accommodations, workplace, and hours to person • Opportunities for contacts in business/social communities

25. Career and Recovery 6: Self-Determination Strategies for Job Development 7: Goal/Role 8: Job Dev. Section 3 Section 9 Section 10 Section 11

26. How is Marketing Different from Job Development? • Job Developmentis the action-oriented step to securing an interview for a person. It is the interpersonal point of sale. • Marketingis the exchange of communication that leads to an enhanced opportunity for job development.

27. Marketing Planning Define audiences and research their needs Determine message Develop tools to communicate Test tools Evaluate results

28. Business Relationships: Learning about Business Needs Start by getting the employer viewpoint. Establish credibility by understanding the business climate, news and issues. Obtain company specific literature.

29. Changes in Business: Worker Diversity Employees with disabilities generally require minor (if any) modifications. Employees with disabilities rate as well as others in productivity, performance, and cost. Many employers would rather do their own training.

30. Changes in Business: Worker Diversity Strategies from supported employment are useful with other employees. Supporting all kinds of employees is an investment. 85% of new workers will be members of under-represented and disenfranchised groups.

31. Business Research through Personal Connections • Investigate referrals from families and friends • Start an employer advisory committee • Tour local companies • Survey business about their labor force needs • Offer specialized training

32. Business Research through Personal Connections • Read local business materials • Be familiar with services and products • Understand local labor needs Find the decision-makers • Participate in business functions • Tap into your board of directors • Talk to people your agency does business with

33. Employer Advisory Committee Provides information, advice on what directions to take and feedback on what and how you are doing. Educating key members of the business community of your efforts, you also increase awareness about your services.

34. Business Advisory Council • 6 to 15 members • Use as a sounding board • Provides referrals • Meet regularly, refreshments, and planned agenda

35. Marketing Your Services What you do to positively represent your services to others. Marketing does not create individualized jobs. It simply opens doors. A win-win scenario must follow your marketing efforts. Prioritize audiences according to those that might affect your supported employment services most.

36. Employer Benefits fromHiring Workers with Disabilities: Why should I hire?" A competent labor force which can minimize problems with stability, attendance, and safety. Precise matching of employee to employer specifications. Expert consultation in effective training & supervision Experience in working with nontraditional workforces to cope with labor shortages. Experience to offer continued employment to workers who experience a disability on the job, reducing the costs of replacing valued workers.

37. Marketing Tools:Business to Business Use names and logos which represent careers, business, resources, employment, and professionalism • Brochures • Business cards • Fact Sheets • Presentation kits • Press releases • Newsletters … and what else?

38. Presentation Kits • Include a description of your agency, the services it offers, reference letters, examples of employees placed successfully, and photographs and testimonials.

39. Exercise: Marketing Audit Analyze sample marketing tools used by an agency promoting supported employment. Review the message, audience, portrayal, and likely reactions from the targeted audience. What changes would you suggest?

40. Individualized Job Development Step 1 Brainstorm work sites Step 2 Generate ideas about job duties Step 3 List job requirements Step 4 List employers for each category Step 5 Develop a network plan Step 6 Assign contacts Step 7 Prepare materials Step 8 Set timelines and goals

41. Networking in Job Development The job developer should meet an employer through mutual connections. • Develop a "marketing chain" • Everyone's job • Use existing networks • Communicate results

42. Advantages to Networking • People listen to sources they respect • Existing relationships “warm up” business contacts • Employees are sponsored into the culture • Common business practice

43. Employers Pre-Disposed to Hiring People with Disabilities Focused on individual capabilities and effectively matched the worker with the job requirements. Obtained input from people with disabilities on their job duties and accommodation needs. Focused on essential, rather than marginal functions and offered internships that led to jobs. Viewed the community rehabilitation program as a partner and an ongoing support resource.

44. Three Ways for Initial Contact • Social: • Go where business people go. • Written: • Introduce the job developer to the employer (promise follow-up and then follow through). • Telephone: • Call is to schedule an appointment. • Email: • Not recommended for initial contact unless you are broadcast marketing.

45. Job Banks • Database • A file on each employer… • Contact person information • Company Details • Communication details

46. Face-to-Face Job Development • Know your purpose & stick to it • Describe the person • Catch interest • Listen

47. Face-to-Face Job Development • Identify your role as meeting the employer's essential needs • Do not use jargon • Be brief

48. Face to Face Interactions Interact with sincerity Explore mutual interests Develop one idea at a time

49. Face to Face Interactions Use examples of other employers, jobs, successes Keep it simple Don't argue Don't be too enthusiastic

50. Face to Face Interactions…More "Pointers" Relax. Gear conversation to employer's needs Use natural body language to convey your confidence. Make direct eye contact.