Evaluation of the Ticket to Work Program Initial Evaluation Report

B.24
is still receiving benefits. As SGA continues to rise, interviewees note that it will become
increasingly difficult to place beneficiaries in jobs yielding earnings sufficient to trigger EN
payment. Many of Glick and Glick’s TTW clients do not have much experience and can only
qualify for entry-level positions that offer the minimum wage.
6. Integrated Disability Resources (IDR)
a. Implementation and Service Delivery Approach
Integrated Disability Resources (IDR) is a national EN that provides employment
services to private long-term disability clients referred by insurance companies. IDR works
with these individuals to ascertain what services they will need; then, using a nationwide
network of credentialed vendors, IDR contracts for the necessary services, including
vocational rehabilitation, peer support, and job placement.
When creating a business plan for TTW, IDR expected to have three distinct groups of
clients: individuals with long-term disability claims with whom IDR was already working;
individuals identified by the providers in IDR’s network of vendors; and retail clients –
Ticket holders who called the company after receiving their Tickets. The first category of
beneficiaries seemed the most logical group to serve, and IDR anticipated a high success
rate. IDR was expecting referrals from vendors within its network under the assumption
that many of the smaller providers that IDR works with would be unable to afford the upfront
costs of service provision under the TTW payment schedule. IDR did not anticipate
that retail clients would represent a large client base without significant marketing, but ended
up receiving a very high volume of calls despite minimal outreach efforts.
Initially IDR planned to use the outcome payment system with the expectation that the
bulk of its Ticket assignments would come from beneficiaries who were already receiving
services from IDR. This population posed little risk because IDR was already receiving
payments from insurance companies for serving these individuals. However, as it became
obvious that retail clients would comprise the majority of its customers, IDR administrators
switched to the outcome-milestone payment system. With no outside funding sources for
these clients, IDR was hesitant to assume any more risk than was absolutely necessary.
b. Early Experiences Implementing TTW
Beneficiary Outreach and Enrollment. The screening process evolved as staff
became more experienced with TTW. IDR has put an increased emphasis on ensuring that
potential clients have a good education and sufficient English skills. During the initial phone
call from a beneficiary, IDR staff conducts a short interview and screens for education, work
history, goals, and reason for wanting to participate in TTW. If the beneficiary seems
motivated and a good fit, staff asks for the individual’s Ticket number to ensure that he or
she is eligible prior to the development of the IWP. IDR rejects almost all SSI recipients.
Representing roughly 30% of the calls, these beneficiaries require more assistance than IDR
is able to provide. Staff also attempts to screen out any beneficiaries who appear to be
interested only in obtaining part-time employment or who do not want to stop receiving
Appendix B: Provider-Specific Case Study Summaries