Demand-Side Factors Relate-Side Factors Related to Hiring and Retaining of People with Disabilities Fong Chan, Ph.D. Professor Department of Rehabilitation Psychology University of Wisconsin-Madison Demand-Side Employment -Side Employment • A recent National Organization on Disability report (2007) indicated that only 35% of working-age people with chronic illness and disability are employed comparing to 78% of those without disabilities. • Two-thirds of the unemployed persons with chronic illness and disability indicated that they would like to work but could not find jobs. • Employment rates for people with disabilities has been hovering around 35% in the past two decades, even during the robust economy of the 1990s. • Rehabilitation rates for people with disabilities after receiving state vocational rehabilitation services are about 60% varying by disability types. Demand-Side Employment Research -Side Employment Research • There seems to be a limit to what the supply-side employment and job placement model can achieve. • The supply-side approach ignores variables related to employer demand (and the interaction of employer demand/supply and the environment) as predictors of employment outcomes for people with chronic illness and disability. Demand-Side Employment Research -Side Employment Research 0 2 4 6 8 10 12 United States Unemployment Rates 1950-2005 Demand-Side Employment Research -Side Employment Research Demand-Side Employment Research -Side Employment Research Employment and Disability--1997 0 10 20 30 40 50 60 70 80 90 Wheelchair Cane, Crutches, Walker Difficulty Seeing Difficulty Hearing Difficulty w/ Speech Difficulty Walking Difficulty w/ Stairs Difficulty Lifting Severe Not Severe No Disability Demand-Side Employment Research -Side Employment Research Employment Rates of People with Disabilities-Netherland Demand-Side Employment -Side Employment • The focus of demand-side employment models is onthe employer and work environment (i.e., occupationalshifts and industrial change). • Demand-driven employment strategies mustemphasize the preparation of persons with disabilitiesfor jobs that employers need to fill. • Rehabilitation counseling professionals must have athorough understanding of the real concerns ofemployers about hiring persons with disabilities and beable to address their concerns and needs. Demand-Side Employment -Side Employment • The focus of demand-side employment models is on job placement of people with all types of disabilities and all levels of severity and not just people with significant disabilities. • The focus of demand-side employment is participation of people with disabilities in occupations representing all levels of complexity from unskilled occupations to professional/technical and managerial occupations. Demand-Side Employment Research Questions -Side Employment Research Questions • Does [Wisconsin] have enough workers today? • Will there be enough workers in the future? • Do these workers have the skills our businesses are demanding? • What kind of jobs are in demand? Demand-Side Employment Research Questions -Side Employment Research Questions • In the event of a skills gap, what are the reasons for the gap and what are the implications? • What could be done about the skills gap? • What are employers’ perceptions about people with disabilities as skilled and productive workers who can be a solution to this skills gap? • How can we, as rehabilitation counselors, help increase the “comfort” level of employers toward hiring and retaining people with disabilities in demand occupations? (Gilbride & Stensrud, 1992). Globalization Demand-Side Employment -Side Employment • Employment demand is changing and projected to shift due to fundamental structural economic changes. • What and where lie the greatest and growing areas of employment opportunities. • What do these changes imply in terms of skill requirements. • Labor demand must be a key driver of skill development. • The changing demographic makeup in the American work force will translate into dramatic changes in hiring and work environment structuring. Employers will increasingly have to recruit and accommodate people from the non-traditional labor pool including minorities and people with disabilities just to meet their labor needs. Demand-Side Employment Analysis -Side Employment Analysis • Drivers of Labor Market Change: • Globalization of markets • Technological change • Changing customer-driven demands • Changing patterns of trade • Changing demographic trends • Public policy • Changing skill requirements and requisite job tasks within occupations Demand-Side Employment Analysis -Side Employment Analysis • Demographic makeup is changing (e.g., the ageing workforce). • Structural unemployment may be edging higher in certain countries. • Occupational employment changes vary geographically (e.g., the U.S. has been losing manufacturing jobs and gaining in services and information technology jobs). • Employment growth in small businesses—lower wages, higher layoff rates, requiring multiple skills and flexibility. • Organizational structure is changing—flatter and more team-based. Demand-Side Employment Analysis -Side Employment Analysis Components of employment—companies are changing and the use of the following three main interacting components of employment may increasingly become more common: 1. A core workforce of full-time full-year workers within organizations; 2. A group of skilled, self-employed and professional workers who work mainly on a contract or project basis either chiefly for one organization or a number of different ones; and 3. A peripheral or contingent group of workers who are involved in part-time, temporary or seasonal work, and who often are low-skilled. Demand-Side Employment Analysis -Side Employment Analysis Describing and Quantifying Future Occupational Demand—need to focus research efforts to gather information even more directly upon the demand side in terms of employer needs, their hiring decisions, and their workplace training decisions. Demand-Side Job Placement Models for People with Disabilities -Side Job Placement Models for People with Disabilities • Focus on the employer and work environment (i.e., occupational shifts and industrial change). • Emphasize the preparation of persons with chronic illness and disability for jobs that employers need to fill (i.e., demand occupations). • Provide consulting and training to employers on how to better recruit, accommodate, support, and integrate workers with disabilities. 19 Demand-Side Job Placement Model (Gilbride & Stensrud, 1992) -Side Job Placement Model (Gilbride & Stensrud, 1992) 1. Increase Demand • Identify jobs employers have difficulty filling • Evaluate essential functions, perform cost/benefit analyses on levels of accommodations and task restructuring • Assist employers in developing a recruitment plan and/or training program • Inform public rehabilitation agencies on current and future labor requirements of local business • Collaborate with employers, public rehabilitation, and training institutions to provide skills training for persons with disabilities 20 Demand-Side Job Placement Model (cont.) -Side Job Placement Model (cont.) 2. Consultation • Consultation approach, not selling clients • RCs offer employers expertise in helping employers to solve their human resources needs. • Rehabilitating workplace, not rehabilitating clients • Function as organization development and human resource development consultant 21 Demand-Side Job Placement Model (cont.) -Side Job Placement Model (cont.) 3. Employer Needs Focus • Speak the language of business • Understand the real concerns of employers and be able to speak to their needs • Understand and know how to help employers get work done • Help employers view people with disabilities as resources to get work done • Must match people with disabilities carefully for the job • Match employers with “qualified” and competent workers with disabilities 22 Demand-Side Job Placement Model (cont.) -Side Job Placement Model (cont.) 4. Job Focused • Increase the number and range of jobs that people with various functional limitations can perform within a specific organization • Work with employers to identify jobs they need to fill, develop accommodation strategies, and then find applicants. • Network with rehabilitation agencies (e.g., public rehabilitation agencies, vocational-technical schools, private job placement firms, etc.) to have a pool of people with specific capacities and characteristics ready to fill the available positions 23 Demand-Side Job Placement Model (cont.) -Side Job Placement Model (cont.) 5. Private Funding • Consultation services provided by RCs should be paid by employers • Public rehabilitation agencies will be part of the solution (e.g., paying for the training costs) and not all of the solution 24 Demand-Side Job Placement Model (cont.) -Side Job Placement Model (cont.) 6. Consultation is Ongoing Work with employers and employees to provide on-going OD/HRD consultations so that employees with disabilities can progress from entry-level positions to higher level positions. 25 Demand-Side Job Placement Model (cont.) -Side Job Placement Model (cont.) 6. A Business Approach • Provide quality services to meet the high expectations of employers • Do the best person-job match analysis • Find people with disabilities who can do the job • Help employers with their bottom line—i.e., to make a profit 26 Demand-Side Job Placement Model (cont.) -Side Job Placement Model (cont.) 7. Middle Managers and Line Supervisors Focus • View middle managers and line supervisors as the most important customers to help them solve day-today problems and to get work done efficiently. • Make sure that middle managers, line supervisors, and co-workers consulted, involved, educated, and supported to reduce stress and increase “comfort” level of working with people with disabilities 27 Demand-Side Employment – Critical Issues -Side Employment – Critical Issues • Changing structure of the workforce and the impact of downsizing. • Increasing use of on-call workers, temporary help agencies, and independent contractors. • Rapid advances in technology requiring the need for highly educated, highly skilled workers. • Employer perceptions, beliefs, and attitudes regarding the employment of individuals with disabilities. • Employer knowledge and use of incentives for hiring individuals with disabilities. 28 Demand-Side Employment – Critical Issues -Side Employment – Critical Issues • The effect of labor market demand policies and economic factors on employment outcomes for individuals with disabilities • Employer-based hiring practices that influence employment outcomes and employer understanding of the implications of employment practices for individuals with disabilities • Predictors of return to work and workforce participation. 29 Meta-Analysis of Employment Skills and Abilities Employers Demand -Analysis of Employment Skills and Abilities Employers Demand Taxonomy of Psychological Constructs Constructs Mental ability. Many employers are interested in how well a job applicant can perform mental operations. Mental ability can be categorized into general mental ability, applied mental skills, and creativity. General mental ability is related to the overall ability to learn and process information. Measures of general mental ability have found to be related to performance across a range of jobs (Schmidt & Hunter, 1998). Applied mental skills refer to the application of mental ability (e.g., judgment, decision making, problem solving, and planning) to solve organizational issues in real-world contexts. Creativity is defined as flexibility of thought, originality, and the ability to see beyond current structures and operations (Cohen & Swerdlik, 1999). • Creativity • Job performance (r = .58) • Applied mental skills • Job performance (r = .28) • General mental ability • Job performance (r = .24) 31 Taxonomy of Psychological Constructs Constructs Knowledge and skills. Knowledge and skills are related to information already stored in long- term memory. Direct measures of job knowledge and skills have been found to predict job performance (Schmidt & Hunter, 1998) • Knowledge and skills • Job performance (r = .42) 32 Taxonomy of Psychological Constructs Constructs Basic personality tendencies. Huffcutt et al. (2001) found a growing preference to measure personality traits using the “Big Five” personality dimensions: Extroversion, Conscientiousness, Agreeableness (basic desire to be liked by and to fit in with other people), Openness to experience, and Emotional stability. • Agreeableness • Job performance (r = .51) 33 Taxonomy of Psychological Constructs Constructs Applied social skills. The ability to function effectively in social situations may be influenced by both the underlying personality structure and the acquired competencies. Specific applied social skills typically evaluated in employment interviews include: oral communication skills, interpersonal skills, leadership, and persuasiveness. • Applied social skills• Job performance (r = .39) 34 Taxonomy of Psychological Constructs Constructs Interests and preferences. Interests and preferences in the context of employment interviews has been defined as “the verbal profession of interest in an object, activity, task, or occupation” (Super, 1949, p. 377). • Interests and preferences• Job performance (r = .24) 35 Taxonomy of Psychological Constructs Constructs Organizational fit. Each organization has its own unique culture or climate, defined by characteristics such as values, goals, norms, and attitudes. The closer that the values and attitudes of an individual correspond to those of the organization, the better the fit between them. • Organizational fit • Job performance (r = .49) 36 Taxonomy of Psychological Constructs Constructs Physical appearance. Physical attributes. Employers generally assess physical characteristics such as health, appearance, attractiveness and job-related characteristics such as physical ability, stamina and agility. 37 Employers’ Perceptions of People with Chronic Illness and Disability in the Workplace ’ Perceptions of People with Chronic Illness and Disability in the Workplace Focus Group Studies Funded by SPR, Inc., Chicago, Illinois, USA 39 Focus Group Participants Results 1. Productivity Issues 2. Barrier Issues 3. Strategies for Improving Hiring 41 Benefits Employers identified the following benefits of Hiring individuals with disabilities (Front-line hiring and C- level): • Individual/Personal Attributes • Dedication and loyalty • Appreciation (of opportunity) • Dependability/reliability • Work ethics • More satisfied with the pay scale • Organizational Factors 42 Benefits • Informal educator/ambassador to educating others in the organization • Helping employees feel comfortable interacting with people with disabilities • Low turnover • Less prone to litigate • Fill the gap of reduced talent pool, especially in the area of IT • Making the organization a more inclusive working environment 43 Productivity Concerns • Low productivity (quantity) • High error rate (quality) • Lack of experience (tend to hire people with experience) • Lack of supply of qualified personnel • Lack of time to train • May need special treatment • People with disabilities may need more training, more supervision, more special needs; can create resentment among co-workers and affect morale. 44 Productivity Concerns • Lower skill sets (technical and applied social skills) • Reduced physical stamina • People with disabilities are slow learners • May need more supervision • Perception that employers need to lower standards 45 Attitudinal-Based Concern-Based Concerns • Other employees would be fearful of individuals with disabilities • Close-mindedness of other employees • Lack of acceptance • Cannot see through disability 46 Employer Concerns • Don’t know how to interview individuals with disabilities • Lack of knowledge regarding ADA resources • People with disabilities are frequently being screened out before getting a chance to interview • Risk aversion theory (easy to hire, difficult to fire) • Lack of familiarity with disability related issues • Lack of exposure to success stories • Lack of exposure to people with disabilities 47 Employer Concerns • Do not know how to develop a relationship with individuals with disabilities • Concern about individual with a disability fitting into the corporate culture • Lack of acceptance • Co-workers do not feel comfortable communicating with individuals with disabilities • Some employees will feel the need to mother their coworkers with a disability 48 Myths About People with Disabilities Disabilities • Lack of maturity • Poor soft skills • People with disabilities take things too personally • Poor grooming and hygiene • Individual health related issues • Poor mental health • People with disabilities lack workplace socializationskills 49 Barriers • Applicant pool of people with disabilities is small • Diversity training is offered occasionally and disabilityis not emphasized. • Lack of practice/do not interview that many applicantswith disabilities • Do not have enough exposure to quickly learn tocommunicate with people with disabilities. A similarexample will be communicating with immigrant workers(e.g., Asian Indian IT workers). Barriers • Do not know etiquette in communicating with peoplewith disabilities • Do not know how to discuss disability with people withdisabilities • Disability is not one of the focus of diversity incorporation Strategies to Improve Hiring • The use of temporary employment as a starting point • More effective use of internships • Contract to hire • Employer consultation services by job placementagencies (e.g., DVR) Strategies to Improve Hiring • Better assessment/better job-matching • Linking disability explicitly as part of diversity/disabilityas a culture • Need to have more success stories/visible/TV andother media • Better outreach efforts to the disability community A Follow-up Employer Surve-up Employer Survey A Follow-up Employer Survey -up Employer Survey On-line survey and collected information from 138 HRand front-line managers about: • Diversity climates of their company • To what extent disability management is important • Knowledge about the Americans with Disabilities Act (ADA) • Knowledge about job accommodations • Perceptions of people with disabilities as productive workers • Hiring strategies to increase employment of people withdisabilities • Efforts to hire people with disabilities. Sample Characteristics • 62% are men • 91% are white • Average age of 45 years old • Employed predominantly in the: • health-care industries (19%), • finance (16%), • information technology (15%), • manufacturing (14%) • other services (except public administration) (12%), and • professional/technical (10%). A Follow-up Employer Survey -up Employer Survey The majority of these participants are employed by companies with 501 or more employees (64%), followed by companies with employees between 15100 (16%), companies between 101 and 500 employees (12%), and companies with less than 15 employees (7%) Employers in the Midwest • Companies support diversity • The emphasis of diversity is on gender and race but notdisability • Hiring people with disabilities is not in the diversity plan • No incentive or quotas to hire or retain people withdisabilities at the departmental or unit levels • Hiring managers are not trained in diversity managementrelated to individuals with disability • Resources for recruiting people with chronic illness anddisability are limited • Disability sensitivity training for line managers is less thanadequate • Hiring managers have no problem hiring and retainingpeople with disability in their department. Employers in the Midwest • HR and line managers believe that people with disabilityhave workplace socialization skills; are reliable; can performessential tasks; and meet productivity standards • Hiring people with disability help promote an inclusiveworkplace • Hiring people with disability provide opportunity foremployees to learn to work with people from diverse groups Employers in the Midwest • HR and line managers indicated that they are not as familiarwith ADA as they should • There are in-house resources to help with employment- related ADA issues • HR and line managers indicated that they are familiar withgovernment resources for ADA and employment technicalassistance • There is no in-house job accommodations experts for consultation Employers in the Midwest • Companies are concerned about disability issues in theworkplace related to work injuries, alcohol and drug abuse, and mental health issues (M=3.77, SD=.74). • Modest but positive rating of people with disabilities as aproductive and reliable worker with appropriate workplacesocialization skills (M=3.54, SD=.32). • Close to neutral rating to their knowledge about theAmericans with Disabilities Act and job accommodation(M=3.22, SD=.64) • Inclusion of disability in the company’s diversity efforts (M=3.20, SD=.50) • Use of innovative strategies to recruit and retain people withdisabilities (M=3.09, SD=.40). Employers in the Midwest Knowledge about the ADA and job accommodations in theworkplace is positively related to: • including disability as part of the company’s diversity efforts (r = .67, p < .01) • commitment to hire people with disabilities (r = .64, p < .01), diversity climate of the company (r = .51, p < .01), • strong concern about managing disabilities in the company (r = .50, p < .01), • perceptions of people with disabilities as productive and reliable workers (r = .28, p < .01), and • the use of innovative strategies to recruit and retain people with disabilities (r = .28, p < .01). Employers in the Midwest • Managers who rated themselves as having goodknowledge of the ADA also rated themselves ashaving less negative perceptions about people withdisabilities as productive workers in the workplace (r = -.32, p < .01). • Negative attitudes toward people with disabilities isnegatively related to perceptions of people withdisabilities as productive workers (r = -.35, p < .01), inclusion of disability in the diversity effort (r = -.34, p < .01), and commitments to hire people with disabilities(r = -.35, p < .01). Employers in the Midwest • Diversity climate of the company is related to theinclusion of people with disabilities. Companies with astrong commitment to diversity have a higherpropensity to: • include disability as part of their diversity efforts (r = .67, p < .01) • a stronger commitment to hire people with disabilities(r = .44, p < .01). • Inclusion of disability as diversity efforts of thecompany is also significantly related to knowledge ofADA and job accommodations (r = .67, p < .01). Multiple Regression A multiple regression was conducted with ADAknowledge, concerns about disability management, negative attitudes, positive perceptions, diversityclimates, inclusion of disability in diversity efforts, and hiring strategies were used as independentvariables to predict the commitment of the company to hire people with disabilities. Multiple Regression • The result was significant with R2 = .58, F(7, 125) = 24.13, p< .001. (Large effect size) • An examination of the beta coefficients revealed that only knowledge of ADA and jobaccommodation (b = .23, p < .05) and inclusion ofdisability in diversity efforts (b = .56, p < .01) aresignificant in predicting commitment of the company to hire people with disabilities. Recommendations • Job development efforts must be expanded to: • work with companies to incorporate disability as part oftheir diversity plans; • incorporate incentives to hire and retain people withdisabilities at the unit/departmental level; • provide disability sensitivity and stigma reductiontraining, to provide ADA and job accommodationtraining; • help design innovative recruitment and retentionstrategies such as the use of private job placementfirms and state vocational rehabilitation agency andresources, internship programs, work trails, andmentoring. Recommendations • Hiring managers are still ambivalent about peoplewith disabilities as productive and reliable workersin the workplace and the potential negative impactof accommodating people with disabilities on thereactions of other workers in the workplace. Exemplary Demand-Side Job Placement Services -Side Job Placement Services Introduction and Overview January 1January 1st, 2008 nAblement ContentAblement Contents • MPS Partners/ nAblement Mission • MPS Partners/ nAblement Overview • nAblement Channel Strategy • nAblement Initiatives • nAblement Internship • nAblement Solution Summary NAblement’s Missio’s Mission nAblement is focused on partnering with our clients to helpthem achieve greater diversity as it relates to making acommitment to hiring professionals with a disability intheir IT organization. • Provide cost-effective / entry-level through transitionalskilled IT professionals with disabilities to localbusinesses. • Provide candidates with qualities consistent with theability to succeed in a career in the IT industry. • Provide application & infrastructure support positions forskilled IT professionals with disabilities. • Provide IT solutions that address real business problemswhile improving access for all professionals, with orwithout disabilities. Vision-Mission-Opportunity -Mission-Opportunity Vision – Positively impact the employment profile among qualified individuals with disabilities in the Information Technology sector. Mission – By 2011 place 150 individuals with disabilities in local Information Technology positions. Opportunity – nAblement believes that professionals with disabilities can be productive members of the IT community and fully integrated in every facet of society. Goal The nAblement goal is to increase the overall employment among professionals and aspiring professionals with disabilities in the IT industry, and to influence the employment of qualified PWD into other industries. nAblement aligns the following four core efforts in order to structure an integrated approach to achieve this objective. Four Core Efforts Drive thought leadership, research and marketing Awareness activities with our channel partners to educate the market. Access & Build traditional and non-traditional channels Recruiting for the purpose of creating a robust candidate base to meet the needs in the market. Build and execute curriculums that provide educational Training opportunities with a direct and measurable impact on placement . Placement Provide opportunities for candidates for project-based or permanent placement in the IT industry. Placement Training Recruiting Awareness Educational Institutions Industry Grps/Fndtns. Local Business Local Government Non for Profits Corporate Partners Placement Training Recruiting Awareness Educational Institutions Industry Grps/Fndtns. Local Business Local Government Non for Profits Corporate Partners Mission To expand our networking base with the goal of furthering the reach of our message. Align our corporate initiatives with other organizations with similar missions Educational Institutions University of Illinois, Marquette University, MSOE, DeVry, IIT, Local Business Wolters Kluwer, Sonnenschein, Northern Trust, BP, Discover, Blue Cross, PepsiCo Chicagoland Chamber of Commerce , DORS Ability links, JVS, Anixter Center, Ability Connection, RIC Business Team, Great Lakes DBTAC Whitewater, Robert Morris COD, University of WI- Corporate Partners Microsoft Local/State Government Industry Groups Illinois Technology Association (ITA) AbilITy Connection Non for Profits 77 AwarenessAwareness RecruitingRecruiting TrainingTraining PlacementPlacement ITAPWDSIGITA PWD SIG XX XX XX Lunch&LearnLunch & Learn XX XX BreakingDownBarriersBreaking Down Barriers XX XX ProductivityResearchProductivity Research XX XX MayorMayor’’sCouncilofs Council of TechnologyAdvisorsTechnology Advisors XX XX ITAPWDInternshipITA PWD Internship XX XX XX DOEProductivityDOE Productivity EmploymentGrantEmployment Grant XX XX XX 50fortheFuture50 for the Future XX XX SolutionSellingSolution Selling XX XX AwarenessAwareness RecruitingRecruiting TrainingTraining PlacementPlacement ITAPWDSIGITA PWD SIG XX XX XX Lunch&LearnLunch & Learn XX XX BreakingDownBarriersBreaking Down Barriers XX XX ProductivityResearchProductivity Research XX XX MayorMayor’’sCouncilofs Council of TechnologyAdvisorsTechnology Advisors XX XX ITAPWDInternshipITA PWD Internship XX XX XX DOEProductivityDOE Productivity EmploymentGrantEmployment Grant XX XX XX 50fortheFuture50 for the Future XX XX SolutionSellingSolution Selling XX XX 78 .. .. 79 ITA PWD SIG DOE Employment Grant for pwd Productivity Perception Survey ITA PWD SIG DOE Employment Grant for pwd Productivity Perception Survey Qualified Candidates 50 for the Future Lunch & Learn PWD Sponsorship ITA PWD Internship Program (Microsoft Technologies) Structure, Overview, Promotion, Launch Breaking Down Barriers MCTA AwarenessRecruitingTrainingPlacement Internship Candidates Internship Placement Permanent Placement 80 Goals of nAblement • nAblement and its partners will build awareness and recruit qualified people with disabilities • Corporate Partners will donate hardware and software for classroom training supplies and materials • Robert Morris college will hold instructor led classes for Microsoft System Center Network Support and SharePoint/MOSSadministration and Development. • Corporate and Foundation partners will provide financialsponsorship for student interns • DOE and other aligned grants will be applied for to assist inoffsetting internship program costs and preparing candidates for hire • Students will participate in 12 week training class consisting of; • classroom training, hands on product certification, industryawareness, local business onsite mentoring • Corporate partners will hire certified graduates for 6 monthinternship with opportunity to hire at the end of training Solution Overview nAblement goes to market with the specific objective of selling and staffing projects with teams IT professionals with disabilities. nAblement believes that by effectively leveraging the abilities of IT professionals with disabilities, many IT functions can be successfully accomplished. The solutions that nAblement has defined and markets address specific opportunities that fortune 1,000 companies are facing today. nAblement’s unique understanding andperspective of the challenges facing professional with disabilities enables them to focus on the solutions required in today’s marketplace. 1. 508 Compliance Solution Audit, Assessment, Remediation, Maintenance 2. Data Validation & Testing Solution Data Preparation, Scripting, Validation 3. Helpdesk & Desktop Support Solution Help Desk Integration, Staffing & Out Sourcing Questions? Contact Information Fong Chan, Ph.D. University of Wisconsin-Madison Email: chan@education.wisc.edu THANK YOU! TACE Center: Region IV Toll-free: (866) 518-7750 [voice/tty] Phone: (678) 686-1712 [voice/tty] Fax: (404) 541-9002 Web: TACEsoutheast.org My TACE Portal: TACEsoutheast.org/myportal Email: tacesoutheast@law.syr.edu Education Credits Participants may** be eligible for CRCC and CEU credits. CRCC Credit (1.5) • By Tuesday, May 19, 2009, participants must score 80% or better on a online Post Test and submit an online CRCC Request Form via the MyTACE Portal. CEU Credit (.10) • Site Coordinators must distribute the CEU form to participantsseeking CEU credit on the day of the webinar. • Site coordinators must submit CEU form to the TACE Center: Region IV by fax (404) 541-9002 by Tuesday, May 19, 2009. My TACE Portal: TACEsoutheast.org/myportal **For CRCC credit, you must reside in the 8 U.S. Southeast states served by the TACE Region IV [AL, FL, GA, KY, MS, NC, SC, TN]. If beyond TACE Region IV, you may apply for CEU credit. Disclaimer This presentation was developed by the TACE Center: Region IV ©2009 with funds from the U.S. Department of Education, Rehabilitation Services Administration (RSA) under the priority of Technical Assistance and Continuing Education Projects (TACE) – Grant #H264A080021. However, the contents of this presentation do not necessarily represent the policy of the RSA and you should not assume endorsement by the Federal Government [34 CFR 75.620 (b)]. Copyright Information This work is the property of the TACE Center: Region IV. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the authors. To disseminate otherwise or to republish requires written permission from the authors.