Good Practices of Including People with Disabilities on the Market

Paper presented at the 5th Days of Social Economy International Conference, Ljubljana, Slovenia. Travel expenses paid by U.S. Embassy in Slovenia

CESP Update: 2015 Survey Results

Infographic prepared for the National APSE Board Directors and Employment Support Professional Certification Council

Do States Require Direct-Service Transition Professionals to Have Specialized Knowledge and Skills?

Presented at the CEC Division on Career Development and Transition (DCDT) Annual Conference, Milwaukee, WI

Focus on Fremont Students with Disabilities: Examining Self, School, and Parental Support

Adolescent Academic Achievement Study (AACS) Conference, BGSU, Bowling Green, OH

Simon Pearce: A Teaching Case

Simon Pearce is the founder and president of Simon Pearce Glassworks (SP). His primary but not sole business is the design, manufacture and sale of his upscale glassware. In 1981 after ten years of building a successful business in Ireland but frustrated with the obstacles he faced, he moved his business to Vermont. In 1992, SP had annual retail sales of $5 million; in 1996, approximately$12 million; and in 2001, $30 million. Not bad for a man of 56 who was expelled from school at age 15. After years of hard work, risk, and struggle, his creativity and business acumen brought him financial success but not the peace and happiness he expected. Due in part to recent business decisions by Simon, the 2001 recession, and 9/11, SP faces, among several serious business problems, a drastic decline in sales at a time SP can ill-afford a marginal decline. At the same time, Simon is no longer interested in growing the business. What should he do? The case is useful in courses or course modules on creativity, innovation, and entrepreneurship

Supported Employment and Systems Change: Findings from a National Survey of State Vocational Rehabilitation Agencies

This paper presents findings from a national survey of state Vocational Rehabilitation agencies regarding systems change in supported employment. Respondents from the 50 states and the District of Columbia assessed the impact of state systems change activities and policy implementation efforts on supported employment. Activities perceived to be most important to the implementation and expansion of state supported employment programs were training, technical assistance, capacity building, and policy and funding initiatives. While respondents reported that significant efforts were devoted to conversion during state Title III supported employment system change projects, they reported a lower level of sustained effort following the conclusion of these projects. Respondents from 26 states reported that fiscal incentives exist to provide supported employment services over segregated services. Fiscal disincentives were also reported. Federal and state policies and practices were perceived to influence the administration and operation of state supported employment programs

Application of Intergroup Contact Theory to the Integrated Workplace: Setting the Stage for Inclusion

Social inclusion in community work settings remains an elusive outcome for many employees with intellectual disabilities. This study explored how the structure of work relationships with colleagues facilitates or inhibits social integration. Data were collected on 22 employees with disabilities through semi-structured interviews with six employment specialists and participant observations of six employees at their community worksites. Data were interpreted using intergroup contact theory, a longstanding theory within the intergroup relations literature that addresses the role of contact in reducing prejudice toward members of negatively stereotyped groups. As predicted by intergroup contact theory, interviews and observations revealed that coworkers were generally more accepting of an employee with a disability if (a) they had the opportunity to get to know the employee as an individual rather than as a stereotype or label, (b) they worked with the employee as an equal peer to accomplish common work goals, and (c) the employer or worksite supervisor unequivocally supported the equality and workplace inclusion of the employee with a disability. Findings suggest intervention strategies to promote inclusion in the integrated workplace