1. Ensure that all employees understand how to request a reasonable accommodation, including modifications to work areas.
2. Ensure that all employees and supervisors are aware of reasonable accommodation/accessibility options for training courses (e.g., sign language interpreters and materials in alternate formats).
3. Evaluate all workplaces to ensure that they comply with universal design standards.
4. Designate staff knowledgeable about adaptive technology.
5. Ensure that the organization’s Internet and Intranet sites meet Section 508 accessibility standards (in particular for screen-reader compatibility.
6. Ensure that the organization’s reasonable accommodation policy is up to date, and that every employee is aware of the policy.
7. Ensure that the organization has a designated reasonable accommodation coordinator.

1. Implement a process to ensure all documents, including press releases and presentations, do not include derogatory, disparaging, or offensive references to persons with disabilities.
2. Provide training to supervisors on creating a hospitable and inclusive work environment for persons with disabilities.

It would be odd for any person appointed to a supported employment position to not also meet the criteria for persons with disabilities. However, HRMS data indicates that many supported employees go unrecorded. Cross-checking supported employment and affirmative action disability records are an easy way to identify individuals who may not have been recorded as a person with a disability.

Again, many employees who request a reasonable accommodation for a disabling condition also meet the criteria for persons with disabilities. Cross-checking reasonable accommodation and affirmative action disability records are an easy way to identify individuals who may not have been recorded as a person with a disability.

• Many employees either do not disclose their disability at the point of hire or acquire a disability after having been employed for several years. Employees may not report their disability because they don’t see it as relevant to their ability to work, or are never asked or given an opportunity to disclose.
• Options for surveying employees may include conducting a targeted electronic survey or giving employees an opportunity to update their affirmative action records along with other employee data (e.g., emergency contact information) on an annual cycle.
• Surveys should inform employees of the survey purpose, that participation is voluntary, that there will be no adverse impact, and that records will be kept confidential and separate from other employee records.

Employers covered by the Americans with Disabilities Act (ADA) are required to post notices describing the employment provisions of the ADA and the agency should maintain internal procedures for addressing related requests for reasonable accommodation.  Since employees may not be aware of who to contact for reasonable accommodations, the information should be shared either in as part of position descriptions, the onboarding process It is advisable for employers to have a process in place for facilitating accommodation requests or employee intranet sites for example.

If an individual with a disability seeks an accommodation, generally he or she is responsible for informing the employer of the need. The accommodation request does not need to be in writing, though it is an encouraged best practice.  Employees should feel free to request an accommodation any time the job or disability necessities the need.

Employees must meet the “Definition of Disability” under state or federal statutes and is thereby eligible to request reasonable accommodations.  Information obtained under a disability-related for reasonable accommodation should be collected and maintained on separate forms and in separate files and treated as a confidential medical record. Disclosure of confidential records is restricted.  Information concerning an employee’s disability cannot be in in personnel files.

To facilitate the accommodation process, it is prudent for employers to develop and maintain a detailed description for each job that lists its essential functions and duties. Such descriptions should focus on a job, not a person. For example, a warehouse position may require that boxes be stacked on shelves. The essential function of this job is that boxes be stacked, not that a person lift boxes.  Essential functions may include:

• Specific tasks and assigned to a apposition
• Administrative requirements, such as working hours or location, tools and equipment necessary for successful job performance
• Physical and cognitive requirements, such as lifting or handling multiple priorities
• Productive requirements that include timelines, processes, quality or quantity, health and safety requirements mandated under state/federal occupational statutes.
• Workplace conduct requirements.

When developing job descriptions, take into consideration all aspects of a job. If there are essential functions of the job, they should be included in the job description.

If reasonable accommodations are needed to perform essential job functions, the employer and employee should discuss the employee’s functional limitations and determine where they intersect with his or her duties. Always focus on the employees’ essential job tasks and the physical functions necessary to complete them, not on his or her disability.

The ADA requires employers to provide reasonable accommodations for qualified applicants or employees with disabilities unless doing so would cause undue hardship. Undue hardship refers not only to financial difficulty, but also to accommodations that are unduly extensive or disruptive or would fundamentally alter the nature or operation of the business.

Determination of undue hardship takes into account the nature and cost of the accommodation, the business’s overall financial resources, the number of persons it employs and the accommodation’s impact on the business and its expenses and resources. When cost is a concern, an employer should explore whether funding is available from an outside source, such as a state rehabilitation agency.

An agency has the final say on which accommodation is implemented, based on factors such as cost, effectiveness, and business feasibility. However, accommodations work best when both the agency and employee participate in the process and the employee’s needs and preferences have been taken into consideration in making the decision.

Not all accommodations produce the desired outcome. If the accommodation is not working, the employer and employee should start the process again.

Like most sound management practices, the accommodation process is enhanced by collaboration. Moreover, by requiring employers and employees to work together and think creatively about how various tasks are accomplished, it may help uncover strategies that lead to a more positive and productive workplace for all employees.

Individuals must meet the following criteria to compete for the SESG positions:

• Have a developmental disability as defined in RCW 71A.10.020 or experience a “significant disability” as defined in the Federal Rehabilitation Act of 1973:
• Require on the job training and long-term support to perform their job successfully; and
• Have a reliable source of long-term support.

Executive Order 24-05, which supersedes Executive Order 13-02, requires each cabinet-level agency, board, commission, and other organization that reports to the governor to utilize and participate in the Supported Employment in State Government program. Under EO 24-05, agencies must continue to engage with the program in alignment with updated standards, guidance, and best practices developed by the Office of Financial Management. The executive order reaffirms and strengthens the state’s commitment to increasing employment opportunities for individuals with disabilities, directing OFM to lead efforts in advancing supported employment through updated policies, reporting mechanisms, and technical assistance.

How does the SESG Program benefit my agency?

Supported employment in state government allows agencies to add positions within your existing budgets that will not count against an agency’s allotted full-time equivalent position for the duration of the individual’s employment

Agencies will be able to take advantage of outside resources to assist with recruitment, training, and retention of employees with significant disabilities who are hired.

Individuals seeking a permanent, competitive career.

Since these positions don’t require the use of an FTE, how does this affect the status of the individual hired under the program?

It does not affect the status of the individual hired in any way.

What assistance does the DSHS Division of Vocational Rehabilitation provide to state agencies and state higher education institutions?

The DSHS/DVR provides a Supported Employment Program Manager who will:

• Instruct and advise staff on identifying appropriate work for a SESG position.
• Advise and support staff on identifying appropriate work for a SESG position.
• Advise and support staff in recruiting for SESG candidates and working with supported employment long-term support providers.
• Instruct and advise staff on screening and selection of qualified candidates.

Is there a cost to the hiring agency for the new employee’s salary and benefits?

Yes, the salary and benefits for the new employee must be covered within existing budget.

How can an employer participate in the SESG Program?

• Obtain internal approval and funding to establish a supported employment position.
• Review SESG guidelines published by OFM.
• Consult with the DSHS/DVR Supported Employment Program Manager on establishment, recruitment, and selection for a supported employment position.