Karen McCulloh is a recognized leader in the field of disability employment. As a registered nurse who found difficulty in regaining employment after her disability, she established her own consulting firm and a new field of nursing – Community Health Disability Education.
Ms. McCulloh’s drive and passion led to her position as the Executive Director of disabilityworks, an Illinois statewide initiative targeted to increasing the employment of people with disabilities and to “inspire sound employer-to-employee relationships.”
In her tremendous career, Karen has served as a Department of Labor federal appointee, as the Chair of the Disability Subcommittee of the National Job Corps Advisory Committee and on President Obama’s transition team. The NTAR Leadership Center is proud to have Karen on our Technical Assistance Advisory Panel.
- Listen to the podcast with Karen McCulloh
- Read a transcript of the podcast
Friday, April 30, 2010
Thursday, April 29, 2010
State Spotlight: District of Columbia
The District of Columbia has been working to create a strong and sustaining “Employment Alliance” to promote better employment outcomes for DC residents with disabilities. Under the leadership of Judith Heumann, the Director of the Department on Disability Services (DDS), the District has been busy bringing together leaders in workforce development, economic development, the business community, and disability organizations to establish better linkages for residents with disabilities to jobs available in the federal government, with federal contractors, and in high-growth industries in the area such as health care, hospitality, and professional services.
To this end, District officials are actively engaged in a number of initiatives, including
Listen to the audio podcast interview with Judith Heumann, Director of the District of Columbia’s Department on Disability Services
Read the transcript of the interview
View a PowerPoint presentation about Project Search, the District's school-to-career project for youth with disabilities, and a collaborative program with the U.S. Department of Labor. This program is the first of its kind in the federal government.
To this end, District officials are actively engaged in a number of initiatives, including
- Creating a “community of excellence in customized employment” designed to build the capacity of DC government and private provider staff to effectively use customized employment practices,
- Sponsoring a Project Search model for transitioning youth in partnership with the U.S. Department of Labor and, soon, other federal agencies,
- Enhancing collaborations with local employers through a partnership with the District of Columbia's Business Leadership Network,
- Strengthening its labor market "intelligence" through development of a process to better educate vocational rehabilitation counselors and others on how to access and use Labor Market Information, and
- Putting in place new strategies to increase the number of training and ”to work” options available to residents such as internships, through sector-based job training and/or small business development.
Listen to the audio podcast interview with Judith Heumann, Director of the District of Columbia’s Department on Disability Services
Read the transcript of the interview
View a PowerPoint presentation about Project Search, the District's school-to-career project for youth with disabilities, and a collaborative program with the U.S. Department of Labor. This program is the first of its kind in the federal government.
Friday, April 23, 2010
Life at Rutgers
This is a guest post from Junior Rutgers University Student and NTAR Leadership Center Intern Radhiya Abdul-Raheem
In this academic school year, I’ve turned over a new leaf. I’ll admit that being the youngest in my family I’ve gotten used to having my hand extended, waiting for my wants and needs to be handed to me. I could not help it. Thankfully, I wasn’t spoiled to the extent where I wouldn’t reach the point in my life where I am today.
This school year has brought a relentless characteristic out of me, the quality of leadership. From experience, I’ve learned that possessing the quality of leadership leaves me no room to be spoon-fed. I have taken on new responsibilities since the start of the fall semester. After seeing a friend of mine struggle to keep a student-run publication afloat as editor-and-chief, I decided to extend my position as photographer of the newspaper to co-editor and treasurer. I did this mostly because I hated to witness a paper with such a rich history fall below the radar. I also was faced with a dilemma on campus involving the transportation bus system. Without getting into great detail, I was put in the position where the revised bus route was hindering my wheelchair access to the bus stop across the street from my on campus apartment. I, once again, took the courage to actually project my concerns, something I usually would leave for others to do for me. After making my rights and concerns known to administrators and after getting my peers involved, I got want I wanted, which was equal access to the campus bus that is meant for the use of all Rutgers students. After reaping the fruits of my labor, I felt proud and I felt visible. For those who have been overlooked know very well how that was victorious for me. These accomplishments come at the eve of another stepping stone.
I was interested in interning at NTAR because it is dedicated to increasing the self-reliance of persons with disabilities. I was intrigued at the fact that I can take part in the self-reliance of others such as myself who may find it hard to be truly independent in an imperfect society that is not fully prepared for them. Having this position has allowed me to further exercise the leader inside of me that I have suppressed for so long (and it continues to be a work in progress). My leadership has taught me not to be afraid to make sure my voice is heard. Fittingly, this is the focus of NTAR’s mission.
Before my time at NTAR is concluded I hope to gain a ruthless drive for bettering the lives of people with disabilities.
In this academic school year, I’ve turned over a new leaf. I’ll admit that being the youngest in my family I’ve gotten used to having my hand extended, waiting for my wants and needs to be handed to me. I could not help it. Thankfully, I wasn’t spoiled to the extent where I wouldn’t reach the point in my life where I am today.
This school year has brought a relentless characteristic out of me, the quality of leadership. From experience, I’ve learned that possessing the quality of leadership leaves me no room to be spoon-fed. I have taken on new responsibilities since the start of the fall semester. After seeing a friend of mine struggle to keep a student-run publication afloat as editor-and-chief, I decided to extend my position as photographer of the newspaper to co-editor and treasurer. I did this mostly because I hated to witness a paper with such a rich history fall below the radar. I also was faced with a dilemma on campus involving the transportation bus system. Without getting into great detail, I was put in the position where the revised bus route was hindering my wheelchair access to the bus stop across the street from my on campus apartment. I, once again, took the courage to actually project my concerns, something I usually would leave for others to do for me. After making my rights and concerns known to administrators and after getting my peers involved, I got want I wanted, which was equal access to the campus bus that is meant for the use of all Rutgers students. After reaping the fruits of my labor, I felt proud and I felt visible. For those who have been overlooked know very well how that was victorious for me. These accomplishments come at the eve of another stepping stone.
I was interested in interning at NTAR because it is dedicated to increasing the self-reliance of persons with disabilities. I was intrigued at the fact that I can take part in the self-reliance of others such as myself who may find it hard to be truly independent in an imperfect society that is not fully prepared for them. Having this position has allowed me to further exercise the leader inside of me that I have suppressed for so long (and it continues to be a work in progress). My leadership has taught me not to be afraid to make sure my voice is heard. Fittingly, this is the focus of NTAR’s mission.
Before my time at NTAR is concluded I hope to gain a ruthless drive for bettering the lives of people with disabilities.
Friday, April 16, 2010
Collaboration
This is a guest post from Elaine Katz, Vice President of Grant Programs and Special Initiatives, Kessler Foundation
Ah springtime! Its arrival heralds everything new. But the promise of renewal is quickly tempered by the realities of our “new normal”, diminished federal and state budgets for July implementation and a scarcity of private funding.
Collaborations, agreements between two or more organizations to work together, are a solution for leveraging dollars within tight budgets. The real benefit is extending public or private dollars to capitalize on economies of scale and avoiding duplication of services. Typically used in projects that are ambitious, such as those serving a large geographic area and target population, collaborations can also be effective for smaller organizations, with proper planning.
Although simple in concept, forming a successful collaboration is difficult. Making sure it works is even harder. Picking a project and writing a detailed strategic game plan can be accomplished rather competently and quickly by most organizations. Choosing partners isn’t too difficult either. Most organizations can readily select partners from a known pool of agencies. Often it’s figuring out how to work effectively together that’s the tricky part.
As a first step, it’s best to opt for a formal “MOU”, a written memo of understanding among the partners, such as the formal agreement the National Organization on Disabilities (NOD) has with the US Army for their Army Wounded Warriors (AW2) Careers Demonstration Project. Partner cash commitments, in-kind contributions, organizational responsibilities, and/or identifying sources of additional funding, are just some of the details that must be clearly delineated. All project collaborators need to determine in advance their role in project outcomes and set rules on how to deal with non-performance. In this example, NOD began with the concept of linking soldiers with significant disabilities to employment and other related services upon returning to their local communities, following medical discharge. Recognizing the value of this one-to-one approach, the US Army signed a memo of understanding with NOD, enabling NOD’s Career Specialists to partner with the army’s AW2 advocates. Using seed funding from Kessler Foundation, NOD began reaching out to national and local funding partners in Texas, Colorado and North Carolina, sites for the initial pilot projects. A partnership was also initiated with the Economic Mobility Corporation to provide data and evaluation services.
Establishing new project collaborations based on verbal commitments can also be successful, especially if partners have previously worked together. Cornell University’s Disability and Employment Institute recently joined with the New Jersey Society of Human Resource Managers (NJSHRM) to create a new collaborative model for employers and social service providers aimed at increasing employment outcomes for individuals with disabilities, with funding from Kessler Foundation. Each organization held defined roles – NJSHRM organized the workshops for its members throughout New Jersey, while Cornell staff facilitated the program and designed online tutorials. Additional community partners helped coordinate meetings for job development professionals at local social service agencies. In this case, Cornell and NJSHRM successfully educated human resource managers and non-profit professionals. On the other hand, verbal agreements are the easiest to fall apart, especially when one partner does not complete or fulfill agreed upon tasks.
As reduced public and private funding continue to affect the organizational budgets, forming collaborations can be a valuable tool. With a little creativity and careful planning, collaboration can help your organization create new programs or sustain current projects.
Ah springtime! Its arrival heralds everything new. But the promise of renewal is quickly tempered by the realities of our “new normal”, diminished federal and state budgets for July implementation and a scarcity of private funding.
Collaborations, agreements between two or more organizations to work together, are a solution for leveraging dollars within tight budgets. The real benefit is extending public or private dollars to capitalize on economies of scale and avoiding duplication of services. Typically used in projects that are ambitious, such as those serving a large geographic area and target population, collaborations can also be effective for smaller organizations, with proper planning.
Although simple in concept, forming a successful collaboration is difficult. Making sure it works is even harder. Picking a project and writing a detailed strategic game plan can be accomplished rather competently and quickly by most organizations. Choosing partners isn’t too difficult either. Most organizations can readily select partners from a known pool of agencies. Often it’s figuring out how to work effectively together that’s the tricky part.
As a first step, it’s best to opt for a formal “MOU”, a written memo of understanding among the partners, such as the formal agreement the National Organization on Disabilities (NOD) has with the US Army for their Army Wounded Warriors (AW2) Careers Demonstration Project. Partner cash commitments, in-kind contributions, organizational responsibilities, and/or identifying sources of additional funding, are just some of the details that must be clearly delineated. All project collaborators need to determine in advance their role in project outcomes and set rules on how to deal with non-performance. In this example, NOD began with the concept of linking soldiers with significant disabilities to employment and other related services upon returning to their local communities, following medical discharge. Recognizing the value of this one-to-one approach, the US Army signed a memo of understanding with NOD, enabling NOD’s Career Specialists to partner with the army’s AW2 advocates. Using seed funding from Kessler Foundation, NOD began reaching out to national and local funding partners in Texas, Colorado and North Carolina, sites for the initial pilot projects. A partnership was also initiated with the Economic Mobility Corporation to provide data and evaluation services.
Establishing new project collaborations based on verbal commitments can also be successful, especially if partners have previously worked together. Cornell University’s Disability and Employment Institute recently joined with the New Jersey Society of Human Resource Managers (NJSHRM) to create a new collaborative model for employers and social service providers aimed at increasing employment outcomes for individuals with disabilities, with funding from Kessler Foundation. Each organization held defined roles – NJSHRM organized the workshops for its members throughout New Jersey, while Cornell staff facilitated the program and designed online tutorials. Additional community partners helped coordinate meetings for job development professionals at local social service agencies. In this case, Cornell and NJSHRM successfully educated human resource managers and non-profit professionals. On the other hand, verbal agreements are the easiest to fall apart, especially when one partner does not complete or fulfill agreed upon tasks.
As reduced public and private funding continue to affect the organizational budgets, forming collaborations can be a valuable tool. With a little creativity and careful planning, collaboration can help your organization create new programs or sustain current projects.
Tuesday, March 30, 2010
Employment First
This is a guest post from Wendy Parent, Research Associate Professor and Assistant Director, Lawrence Site, Kansas University Center on Developmental Disabilities, NTAR National Research Advisory Panel Member
Employment First is an exciting new public policy that is gaining increased momentum at the state and federal levels. It establishes the idea that integrated competitive employment is the first option for all individuals regardless of disability level or support needs. This is significant in that it changes the way we think and overtime changes the way we do things with funding streams and service delivery practices eventually following suit.
To date, numerous states have implemented some type of Employment First activity. These include: Minnesota, Oklahoma, Georgia, Washington, Tennessee, California, Massachusetts, Wisconsin, Missouri, Indiana, Colorado, Vermont, Delaware, Iowa, and Kansas. Efforts have focused upon conferences, summits, publications, training and technical assistance, agency goals and mission statements, and policies and legislation. Kansas has recently submitted an Employment First Bill, H.R. 2669, which has passed the House and is currently in the Senate for vote. This landmark piece of legislation establishes that “…competitive and integrated employment of persons with disabilities in communities of Kansas shall be the first priority in the state…” and creates an oversight commission for monitoring and accountability.
The Employment First Bill introduced in Kansas represents the culmination of a series of major activities and multiple peoples’ involvement. The original impetus was the result of contract negations between the state funding agencies and provider organizations including self-advocates in which “employment first” language was added. A task force of key stakeholders was appointed and the outcome of their work was an Initial Report and Recommendations. The concept was rolled out for the legislature at a reception conducted at the beginning of their session with presentations from several individuals with disabilities who talked about their employment experiences, an employer, and a researcher who discussed employment outcomes in Kansas. Information sharing and networking for professionals, families, and individuals with disabilities is proposed at a two-day Kansas Employment First Summit to be held in the near future with an impressive line-up of national speakers and ending with a Conversation with the Governor’s Cabinet Secretaries and Directors.
Why emphasize work? Research shows that employers express positive attitudes toward workers with disabilities and are willing to hire employees with extensive support needs when they receive competent services from disability employment programs (Katz & Luecking, 2009). Individuals with disabilities themselves, tell us they want to work and have made employment their priority (Alliance for Full Participation, 2009; The Riot, 2007). Furthermore, supported and customized employment strategies are effective at meeting the hiring needs of the employer and the support needs of the employee resulting in a cost-efficient alternative to sheltered work and day services (Cimera, 2008; Office of Disability Employment Policy, 2005; Wehman, Inge, Revell, & Brooke, 2007).
Why Employment First? Nationally, the number of individuals participating in sheltered work and day services continues to rise. In Kansas and many other states, the majority of their dollars are spent on funding these segregated programs for the very population of people for whom supported and customized employment strategies were developed and have proven to be effective. Multiple systemic issues contribute to the problem. A federal and/or statewide employment first policy would begin to shift these outcomes by establishing integrated competitive employment as the first option for people with disabilities. No one agency or organization can do it alone. Employment First would put everyone on the same agenda, working towards the same goal, with integrated competitive employment as the expected outcome and the focus of limited resources. A collaborative effort will direct our attention to the challenges we must address in order to make these outcomes a reality for all citizens with disabilities. Employment First could potentially be the change we need.
Employment First is an exciting new public policy that is gaining increased momentum at the state and federal levels. It establishes the idea that integrated competitive employment is the first option for all individuals regardless of disability level or support needs. This is significant in that it changes the way we think and overtime changes the way we do things with funding streams and service delivery practices eventually following suit.
To date, numerous states have implemented some type of Employment First activity. These include: Minnesota, Oklahoma, Georgia, Washington, Tennessee, California, Massachusetts, Wisconsin, Missouri, Indiana, Colorado, Vermont, Delaware, Iowa, and Kansas. Efforts have focused upon conferences, summits, publications, training and technical assistance, agency goals and mission statements, and policies and legislation. Kansas has recently submitted an Employment First Bill, H.R. 2669, which has passed the House and is currently in the Senate for vote. This landmark piece of legislation establishes that “…competitive and integrated employment of persons with disabilities in communities of Kansas shall be the first priority in the state…” and creates an oversight commission for monitoring and accountability.
The Employment First Bill introduced in Kansas represents the culmination of a series of major activities and multiple peoples’ involvement. The original impetus was the result of contract negations between the state funding agencies and provider organizations including self-advocates in which “employment first” language was added. A task force of key stakeholders was appointed and the outcome of their work was an Initial Report and Recommendations. The concept was rolled out for the legislature at a reception conducted at the beginning of their session with presentations from several individuals with disabilities who talked about their employment experiences, an employer, and a researcher who discussed employment outcomes in Kansas. Information sharing and networking for professionals, families, and individuals with disabilities is proposed at a two-day Kansas Employment First Summit to be held in the near future with an impressive line-up of national speakers and ending with a Conversation with the Governor’s Cabinet Secretaries and Directors.
Why emphasize work? Research shows that employers express positive attitudes toward workers with disabilities and are willing to hire employees with extensive support needs when they receive competent services from disability employment programs (Katz & Luecking, 2009). Individuals with disabilities themselves, tell us they want to work and have made employment their priority (Alliance for Full Participation, 2009; The Riot, 2007). Furthermore, supported and customized employment strategies are effective at meeting the hiring needs of the employer and the support needs of the employee resulting in a cost-efficient alternative to sheltered work and day services (Cimera, 2008; Office of Disability Employment Policy, 2005; Wehman, Inge, Revell, & Brooke, 2007).
Why Employment First? Nationally, the number of individuals participating in sheltered work and day services continues to rise. In Kansas and many other states, the majority of their dollars are spent on funding these segregated programs for the very population of people for whom supported and customized employment strategies were developed and have proven to be effective. Multiple systemic issues contribute to the problem. A federal and/or statewide employment first policy would begin to shift these outcomes by establishing integrated competitive employment as the first option for people with disabilities. No one agency or organization can do it alone. Employment First would put everyone on the same agenda, working towards the same goal, with integrated competitive employment as the expected outcome and the focus of limited resources. A collaborative effort will direct our attention to the challenges we must address in order to make these outcomes a reality for all citizens with disabilities. Employment First could potentially be the change we need.
Monday, March 22, 2010
Don’t Be Afraid of Social Media!
This is a guest post from Savannah Barnett, Research Coordinator, NTAR Leadership Center
Sure, we all know the myths about social media: it’s for teenagers, it’s for telling people about what you had for lunch, it’s vacuous and a waste of time. These myths are being reinforced by employers who block access to these sites and don’t let their employees participate. While it is true that many people (including young people) have private Facebook, Twitter, and LinkedIn accounts , these resources can be deployed strategically to better market the services that governments and nonprofits provide, inform the public about news, legislative and regulatory change, and new research and resources.
In my role at the NTAR Leadership Center I help coordinate this blog, our twitter account, and our Facebook page. In this capacity I sometimes encounter people who seem dismayed, overwhelmed, and alarmed at the possibility of engaging, sharing resources, and expressing their policy views in these online forums for a variety of reasons.
Social media is a great way to share resources and increase collaboration and coordination with colleagues, clients, and others who are interested in your work. Unfortunately not all companies (and especially not all government agencies) are embracing these positive resources that can extend the reach of an organization and contribute greatly to staff professional development.
One myth about social media is that employees cannot be trusted to fairly represent an organization online. I want state policymakers, leaders of nonprofits, and jobseekers to know that there is nothing to be afraid of! If you speak to colleges around the office water cooler or make new contacts at a conference, you can absolutely meaningfully engage in online social networking in ways that promote collaboration, coordination, and your own professional development.
If your role is nonpartisan, simply stay away from expressing partisan activity online as you do in person. If there are confidential aspects of work, keep them confidential online, just like you do in person. If you are in a position to issue a social media policy for your organization, encourage the use of good judgment, authenticity, and value to your online presence. (For more information on social media policies see http://mashable.com/2009/06/02/social-media-policy-musts/)
Another common myth is that social media will be a waste of time and will monopolize staff time. If part of your role as an organization is to communicate anything to anyone you should consider the monetary and time savings that can be had through online mechanisms. Twitter lets you instantly track feedback about your organization or agency, blogs let you get the word out about current issues, and Facebook and LinkedIn are great ways to build networks. Posting resources on these sites is much quicker than engaging in separate outreach activities for multiple constituencies and incredibly faster than relying on print. Additionally, many of these resources can be accessed on cell phones and other portable devices quickly.
If you’re still not entirely convinced about actively engaging in social media activity, consider participating passively at first. By watching a twitter feed or belonging to a LinkedIn group you get resources right at your fingertips, with very little effort. Just sign up for an account, start following a few people, and let the information flow in.
For those of you who are curious about new forms of interaction go ahead, step a bit outside of your comfort zone and sign up for these free services. While you’re there don’t forget to follow the NTAR Leadership Center on Twitter, Facebook, and LinkedIn.
Sure, we all know the myths about social media: it’s for teenagers, it’s for telling people about what you had for lunch, it’s vacuous and a waste of time. These myths are being reinforced by employers who block access to these sites and don’t let their employees participate. While it is true that many people (including young people) have private Facebook, Twitter, and LinkedIn accounts , these resources can be deployed strategically to better market the services that governments and nonprofits provide, inform the public about news, legislative and regulatory change, and new research and resources.
In my role at the NTAR Leadership Center I help coordinate this blog, our twitter account, and our Facebook page. In this capacity I sometimes encounter people who seem dismayed, overwhelmed, and alarmed at the possibility of engaging, sharing resources, and expressing their policy views in these online forums for a variety of reasons.
Social media is a great way to share resources and increase collaboration and coordination with colleagues, clients, and others who are interested in your work. Unfortunately not all companies (and especially not all government agencies) are embracing these positive resources that can extend the reach of an organization and contribute greatly to staff professional development.
One myth about social media is that employees cannot be trusted to fairly represent an organization online. I want state policymakers, leaders of nonprofits, and jobseekers to know that there is nothing to be afraid of! If you speak to colleges around the office water cooler or make new contacts at a conference, you can absolutely meaningfully engage in online social networking in ways that promote collaboration, coordination, and your own professional development.
If your role is nonpartisan, simply stay away from expressing partisan activity online as you do in person. If there are confidential aspects of work, keep them confidential online, just like you do in person. If you are in a position to issue a social media policy for your organization, encourage the use of good judgment, authenticity, and value to your online presence. (For more information on social media policies see http://mashable.com/2009/06/02/social-media-policy-musts/)
Another common myth is that social media will be a waste of time and will monopolize staff time. If part of your role as an organization is to communicate anything to anyone you should consider the monetary and time savings that can be had through online mechanisms. Twitter lets you instantly track feedback about your organization or agency, blogs let you get the word out about current issues, and Facebook and LinkedIn are great ways to build networks. Posting resources on these sites is much quicker than engaging in separate outreach activities for multiple constituencies and incredibly faster than relying on print. Additionally, many of these resources can be accessed on cell phones and other portable devices quickly.
If you’re still not entirely convinced about actively engaging in social media activity, consider participating passively at first. By watching a twitter feed or belonging to a LinkedIn group you get resources right at your fingertips, with very little effort. Just sign up for an account, start following a few people, and let the information flow in.
For those of you who are curious about new forms of interaction go ahead, step a bit outside of your comfort zone and sign up for these free services. While you’re there don’t forget to follow the NTAR Leadership Center on Twitter, Facebook, and LinkedIn.
Monday, March 15, 2010
Scary Realities and Practical Solutions
According to a recent report issued by the Heldrich Center for Workforce Development, the labor market, workforce and educational system are undergoing significant changes in the first decade of the 21st century. With widespread unemployment at all levels of education, longer than usual time spent now looking for a job, and declining heath care coverage, it is no surprise that the Heldrich report highlights how very dissatisfied people are with both their personal economic circumstances as well as the country’s.
At the same time, state budgets and state workforces are suffering as well -- teetering on the point of going broke or broken. To respond to taxpayers cries for less government, lower taxes and to keep states from going bankrupt, federal and state law makers are desperately looking for fresh solutions to cutting costs and getting Americans back to work. The jobs crisis and state budget crises demands immediate attention, but need solutions that are practical and evidence based, and that mutually help job seekers and employers.
Jobseekers (including those with disabilities) need solutions that provide them with a paycheck first and foremost, along with a work experience and the ability to acquire skills and education if that paycheck is not from a full time job. Employers need solutions that can get them access to qualified workers at wages and benefits they can afford. As seen in the recent increases in part time and temporary workers, employers continue to remain reluctant to make permanent hires because of doubts about the recovery’s durability, and still remain skittish about the escalating costs of health care and the uncertainty of health care reform.
As for public policy makers charged with creating and implementing solutions, they need strategies that are low cost and high volume; that are easy to implement with a minimum degree of complexity and that promise to yield a moderate degree of success (meaning jobs) for hundreds, if not thousands of people. What state policy makers cannot afford these days are boutique programs, untested initiatives or further policies that research demonstrates don’t yield big results for either the unemployed or employers. They also can’t afford programs that are high cost and low volume; that require lots of complex moving parts to implement, that require low paid front line workers to develop new, higher skills in order to make it work, and where employment is realized for only tens of people, not in the hundreds and thousands needed to make a dent in the unemployment rate.
The $15 billion jobs bill passed by the Senate and the House is sadly likely to be much ado about nothing. The bill, which includes tax breaks to businesses to hire, will have a negligible effect on employment rates – especially among people with disabilities. In fact, evidence from the Work Opportunity and Welfare-to-Work Tax Credits points out that these employer tax breaks for new hires have suffered from poor participation and have not had any meaningful effect on employment rates among the disadvantaged (Urban-Brookings Tax Policy Center, 2005), despite what is seen as large potential benefits to firms. And for people with disabilities who have been routinely shut out of a robust labor market, much less one in recession, hiring credits are unlikely to yield any benefits at all.
Economists and academics have suggested other solutions that would put ‘jobs’ back in a credible job creation strategy. These include expanding summer youth employment programs, and deploying time-limited employment programs for public purposes in public and nonprofit agencies. These also include transitional job programs such as on-the-job training or OJT in private firms and nonprofits, and paid work experience programs such as through internships and apprenticeships. Other promising strategies, some more complex and longer to implement, include stimulating small business development including seeding and supporting ‘real businesses’ through nonprofits.
Any successful national jobs strategy must provide mutual support to jobseekers need for work and income, and businesses need to stay in business. Only if these two needs are met can communities prosper and our nation thrive. The current job bill falls far short.
Kathy Krepcio
Director, NTAR Leadership Center
At the same time, state budgets and state workforces are suffering as well -- teetering on the point of going broke or broken. To respond to taxpayers cries for less government, lower taxes and to keep states from going bankrupt, federal and state law makers are desperately looking for fresh solutions to cutting costs and getting Americans back to work. The jobs crisis and state budget crises demands immediate attention, but need solutions that are practical and evidence based, and that mutually help job seekers and employers.
Jobseekers (including those with disabilities) need solutions that provide them with a paycheck first and foremost, along with a work experience and the ability to acquire skills and education if that paycheck is not from a full time job. Employers need solutions that can get them access to qualified workers at wages and benefits they can afford. As seen in the recent increases in part time and temporary workers, employers continue to remain reluctant to make permanent hires because of doubts about the recovery’s durability, and still remain skittish about the escalating costs of health care and the uncertainty of health care reform.
As for public policy makers charged with creating and implementing solutions, they need strategies that are low cost and high volume; that are easy to implement with a minimum degree of complexity and that promise to yield a moderate degree of success (meaning jobs) for hundreds, if not thousands of people. What state policy makers cannot afford these days are boutique programs, untested initiatives or further policies that research demonstrates don’t yield big results for either the unemployed or employers. They also can’t afford programs that are high cost and low volume; that require lots of complex moving parts to implement, that require low paid front line workers to develop new, higher skills in order to make it work, and where employment is realized for only tens of people, not in the hundreds and thousands needed to make a dent in the unemployment rate.
The $15 billion jobs bill passed by the Senate and the House is sadly likely to be much ado about nothing. The bill, which includes tax breaks to businesses to hire, will have a negligible effect on employment rates – especially among people with disabilities. In fact, evidence from the Work Opportunity and Welfare-to-Work Tax Credits points out that these employer tax breaks for new hires have suffered from poor participation and have not had any meaningful effect on employment rates among the disadvantaged (Urban-Brookings Tax Policy Center, 2005), despite what is seen as large potential benefits to firms. And for people with disabilities who have been routinely shut out of a robust labor market, much less one in recession, hiring credits are unlikely to yield any benefits at all.
Economists and academics have suggested other solutions that would put ‘jobs’ back in a credible job creation strategy. These include expanding summer youth employment programs, and deploying time-limited employment programs for public purposes in public and nonprofit agencies. These also include transitional job programs such as on-the-job training or OJT in private firms and nonprofits, and paid work experience programs such as through internships and apprenticeships. Other promising strategies, some more complex and longer to implement, include stimulating small business development including seeding and supporting ‘real businesses’ through nonprofits.
Any successful national jobs strategy must provide mutual support to jobseekers need for work and income, and businesses need to stay in business. Only if these two needs are met can communities prosper and our nation thrive. The current job bill falls far short.
Kathy Krepcio
Director, NTAR Leadership Center
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