Working with Randolph-Sheppard Entrepreneurs Who Are Deafblind: a Qualitative Analysis Anne C

CE Article Working with Randolph-Sheppard Entrepreneurs Who Are Deafblind: A Qualitative Analysis Anne C. Hierholzer and Jacquelyn Bybee

Structured abstract: Introduction: The purpose of the study was to explore chal lenges facing deafblind entrepreneurs and the staff who work with them through the Randolph-Sheppard Business Enterprise Program. Methods: Interviews were conducted with 41 Randolph-Sheppard staff and deafblind entrepreneurs across the United States. Participants were selected using a snowball sampling procedure. Interviews were con ducted by telephone or e-mail, and results were coded to identify overarching themes. Results: The top challenge identiﬁed among all staff was helping deafblind entrepreneurs interact effectively with customers. Common communication challenges included reli ance on third parties and communication that was characterized by repetition and slowness. Although challenges surrounding communication were commonly cited by staff, problems with technology were the most important concerns for the entrepreneurs themselves. Over one-third of respondents (36%) felt deafblindness did not create any unique communication challenges. Common suggestions for program improvement were expanding access to interpreters and training in sign language and tactile interpret ing. Discussion: Entrepreneurs and staff agreed that many challenges relating to deafblindness can be overcome with creativity and determination. One important approach for improving communication is proactively informing customers about the entrepre neur’s deafblindness and describing communication strategies. Further research to de termine the extent of hearing loss among entrepreneurs in the Randolph-Sheppard program would be beneﬁcial. Implications for practitioners: Individuals with deafblind ness have demonstrated the ability to take part in the workplace, but challenges remain. Staff who work with these entrepreneurs need to help them address their unique communication needs in a proactive, positive manner.

Created in 1936, the Randolph-Sheppard vides competitive work experience for le Business Enterprise Program (BEP) pro- gally blind individuals across the United States. The Randolph-Sheppard Act (20 The contents of this article were developed under U.S.C. §107 et seq.) granted blind indi a grant from the U.S. Department of Health and viduals priority in the operation of all Human Services, NIDILRR grant #90RT5011. However, these contents do not necessarily rep food service facilities on federal property. resent the policy of the Department of Health Since that time, many states have adopted and Human Services, and should not indicate similar laws that include state, county, endorsement by the federal government. municipal, and some private facilities in

©2017 AFB, All Rights Reserved Journal of Visual Impairment & Blindness, January-February 2017 61 CE Article the program. Through the Randolph- are 1.54 million U.S. adults who have Sheppard program, legally blind individ both a hearing and a vision impairment, uals (referred to as “entrepreneurs,” “op the majority of whom are over age 70 erators,” or “vendors”) own and operate years (Swenor, Ramulu, Willis, Fried- facilities that range from vending machine man, & Lin, 2013). For individuals below routes to full-service cafeterias. State licens age 70 years, the prevalence of dual sen ing agencies have responsibility for recruit sory loss was less than 1%. Although the ing new entrepreneurs, equipping them with BEP does not collect data on the number training and licensing, and placing them in of entrepreneurs who experience hearing facilities in need of an operator. loss in addition to their vision loss, in a BEP facilities employ 2,319 legally blind survey of 44 state BEP directors, 48% entrepreneurs to run facilities across 49 (n = 21) reported encountering entrepre states and three U.S. territories (Rehabilita neurs with deafblindness in their state tion Services Administration, 2010). As the program (Bybee, 2012). In order to qual BEP matured, it expanded from small ify for participation in the BEP, individ vendor-managed kiosks and concession uals must be legally blind, meaning they stands to encompass large food service fa have a visual acuity of 20/200 or less in cilities, full restaurants, and laundry ser the better eye with best correction or a vices. Entrepreneurs are responsible for visual field of 20 degrees or less, or both. day-to-day operations, including customer In order to be considered deafblind, an service, inventory, accounting, and cleanli individual must be both legally blind and have chronic hearing impairment so se ness. In order to assist them, Randolph- vere that most speech cannot be under Sheppard entrepreneurs employ over 12,000 stood with optimum amplification (Hueb staff members in support roles, of whom ner, 1995). about 400 are also blind and over 1,000 of Securing employment is a challenge for whom have some other disability. In fiscal individuals who are deafblind. However, year 2010, gross annual sales for the BEP few studies have examined employment totaled nearly $800 million, with individual outcomes for this population. According entrepreneurs earning an average annual to data from the National Longitudinal salary of about $56,000, well above the Transition Study–2, among young adults national median household income for (aged 21–25) with deafblindness the that year. employment rate was 30% at the time By definition, all BEP vendors are le they were interviewed (Newman et al., gally blind. However, blindness is not the 2011). Research demonstrates that indi only disability an entrepreneur in the BEP viduals who experience dual sensory loss may encounter. It is estimated that there such as deafblindness often withdraw from activities and productive roles (Brennan, Horowitz, & Su, 2005; McDonnall, 2009). EARN CES ONLINE by answering questions on this article. No employment data are available for For more information, adults who are deafblind. visit: . When individuals with deafblindness manage to secure employment, they face

62 Journal of Visual Impairment & Blindness, January-February 2017 ©2017 AFB, All Rights Reserved CE Article unique challenges in the workplace. One of Of the 12 BEP entrepreneurs with both the largest obstacles is effective communica vision and hearing loss, nine (75%) were tion (Brabyn, Schneck, Haegerstrom-Portnoy, male and three (25%) were female. The & Lott, 2007). Individuals who are deaf- average age was 56 years old (range 47 to blind use a number of technologies and 69) and the number of years working in strategies, most of which are based on the the program was between four and 34 sense of touch, to communicate effectively. years, with an average of 16 years. The These adaptations include using tactile age of onset for hearing loss ranged from communication, such as braille and finger- birth to 53 years of age, with over half spelling, to interact with customers and em experiencing their hearing loss before age ployees. Social interactions and travel can 21 (58%, n = 7). One-third of the entre = also be significant challenges for workers preneurs (33%, n 4) reported using sign who are deafblind (Brennan et al., 2005; Fi language. Ten ran vending routes that scher et al., 2009). However, some individu required them to travel between vending als with deafblindness have overcome these machines to keep them stocked. The challenges and maintain careers in a variety remaining two entrepreneurs operated snack of fields, including as BEP entrepreneurs. bar facilities, which entailed interacting The purpose of this study is to present with customers to provide face-to-face qualitative data on the challenges encoun food service. tered by deafblind entrepreneurs within the INSTRUMENT BEP and the staff who work with them. It Upon approval from Mississippi State provides recommendations on changes that University’s institutional review board can be made to improve the workplace ex for the protection of human subjects, BEP perience of BEP entrepreneurs with deaf- state programs were contacted to partici blindness and how BEP staff can work pate in this study. Targeted programs more effectively with these individuals. were identified through a previously Methods administered national survey that in quired about experience working with BEP PARTICIPANTS entrepreneurs with deafblindness. The Helen = Respondents were state directors (n Keller National Center (HKNC) for Deaf- 14), trainers (n = 5), and business con Blind Youths and Adults assisted with sultants (n = 10) for the BEP, and BEP identifying additional state programs for entrepreneurs with deafblindness (n = participation in the study. A snowball 12), providing a total sample of 41 par sampling procedure was administered in ticipants from 15 large and small states which each state director was asked to across all regions of the continental U.S. provide contact information for BEP The average amount of time spent work trainers or business counselors who have ing in the program was 11 years, with a worked with entrepreneurs with deaf- minimum of 6 months and a maximum of blindness, as well as contact information 30 years. Each individual had some ex for any entrepreneurs who are deafblind. perience working with a BEP entrepre The interview instrument was devel neur with deafblindness. oped by project staff and reviewed by a

©2017 AFB, All Rights Reserved Journal of Visual Impairment & Blindness, January-February 2017 63 CE Article representative from the HKNC. (Editor’s Results note: The survey tool is available as Ap Interviews covered a wide range of sub pendix 1 in the online and e-book versions jects, and the interviewer allowed flexi of this article.) The instrument contained bility in the topics covered depending on between 10 and 27 open-ended questions the path the discussion took. Common tailored to each group of individuals (direc themes that emerged from the interviews tors, trainers, business counselors, and en are described in greater detail in the next trepreneurs), with each group receiving a section (see Table 1). different set of questions. Interview discus sions varied based on responses given dur MAJOR CHALLENGES ing the interview. BEP state directors were Participants were asked to describe the asked questions regarding experience with greatest challenges encountered when ei deafblind entrepreneurs, accommodations ther working with deafblind entrepre used, policies and procedures, and chal neurs or being a person with deafblind lenges encountered. Training staff and ness in the BEP. The most commonly business counselors were asked to com cited challenge among all participants ment on accommodations used, chal was ensuring the entrepreneurs were lenges faced, potential program improve communicating effectively with custom ments, and communication strategies they ers, which was noted by 25% of the BEP use when working with deafblind entre state directors (n = 3) and 44% of the preneurs. Deafblind entrepreneurs were BEP counselors (n = 4) who responded to asked about personal experiences, chal the question. In contrast, this concern was lenges encountered, accommodations used, rarely mentioned by the entrepreneurs communication strategies, and the most themselves, with only one entrepreneur challenging aspects of their job. (9%) citing communication with custom Each interview took approximately 30 ers as their greatest challenge. BEP staff minutes to complete, with additional time described instances when customers were allowed as needed. If requested, interviews uncomfortable interacting with the entre with deafblind entrepreneurs were con preneur or were dissatisfied with the service ducted by e-mail; all other interviews were they received. As one counselor put it: conducted by telephone. All participants verbally consented to participate. Re He [the entrepreneur] has to ask people sponses from the 41 participants were ana to repeat themselves, and he could be a lyzed using a modified version of an induc little bit more outgoing with some peo tive data analysis procedure (Miles & ple. I think the hearing difficulty plays Huberman, 1994). This procedure included a role in him not being as outgoing. I the authors independently coding all data, think that the [entrepreneur] can come grouping data, and developing themes that off as a little gruff or unfriendly to emerged through analysis. Codes and de customers sometimes. veloped themes from each author were compared and refined. An outside consul Other major challenges reported by both tant reviewed all data and independently BEP staff and entrepreneurs centered on verified analysis results. the mechanics of communication, such as

BEP BEP BEP Deafblind directors trainers counselors entrepreneurs Total (n = 14) (n = 5) (n = 10) (n = 12) (N = 41)

n % n % n % n % n %

Biggest challenges: Total 12 85.7 4 80.0 9 90.0 11 91.7 36 87.8 Communicating with customers 3 25.0 0 0 4 44.4 1 9.1 8 22.2 Accurately conveying content 0 0 1 25.0 5 55.6 0 0 6 16.7 No major challenges due to deafblindness 3 25.0 0 0 1 11.1 2 18.2 6 16.7 Communication taking longer 2 16.7 2 50.0 0 0 1 9.1 5 13.9 Finding effective methods of communication 0 0 1 25.0 2 22.2 2 18.2 5 13.9 Getting interpreters 2 16.7 2 50.0 1 11.1 0 0 5 13.9 Problems with outdated or lacking technology 2 16.7 0 0.0 0 0 2 18.2 4 11.1 Entrepreneur lack of confidence 0 0 1 25.0 0 0 1 9.1 2 5.6 Communication challenges: Total 11 78.6 5 100 9 90.0 11 91.7 36 87.8 Reliance on third-party help 3 27.3 1 20.0 3 33.3 9 81.8 16 44.4 Repetition or slowness 4 36.4 0 0 5 55.6 7 63.6 16 44.4 No major challenges due to deafblindness 6 54.5 3 60.0 2 22.2 2 18.2 13 36.1 Difficulty of face-to-face communication 1 9.1 0 0 7 77.8 3 27.3 11 30.6 Customers need awareness of deafblindness 3 27.3 1 20.0 2 22.2 3 27.3 9 25.0 Communication limited to favorable conditions (e.g., quiet rooms) 4 36.4 0 0 1 11.1 2 18.2 7 19.4 Accommodations: Total 12 85.7 3 60.0 7 70.0 10 83.3 32 78.0 Hearing assistance (e.g., hearing aids) 10 83.3 2 66.7 3 42.9 6 60.0 21 65.6 Interpreters 3 25.0 3 100 0 0 0 0 6 18.8 Assistance from employees 2 16.7 0 0 2 28.6 1 10.0 5 15.6 Braille tools (e.g., labels) 0 0 2 66.7 1 14.3 2 20.0 5 15.6 TTY telephone 2 16.7 0 0 2 28.6 1 10.0 5 15.6 None 2 16.7 0 0 2 28.6 1 10.0 5 15.6 Suggestions for program improvement: Total 10 71.4 5 100 10 100 6 50.0 31 75.6 No suggestions 6 60.0 1 20.0 2 20.0 0 0 9 29.0 Greater access to interpreters or knowledge of sign language 1 10.0 2 40.0 4 40.0 1 16.7 8 25.8 Improve program technology 0 0 0 0 0 0 5 83.3 5 16.1 Change training (e.g., expand length) 0 0 2 40.0 1 10.0 0 0 3 9.7 Strengthen partnerships 2 20.0 0 0 0 0 1 16.7 3 9.7 Policies and procedures: Total 11 78.6 — — — — — — — — No official policies for deafblind vendors 11 100 — — — — — — — — Informal policies 3 25.0 — — — — — — — — the difficulty of having one-on-one con and most of us only communicated with versations and lack of spontaneity (14%, him when it was absolutely necessary.” n = 5). In addition, both staff and entre Some challenges were reported only by preneurs cited the fact that communica BEP staff, with no entrepreneurs men tion with deafblind entrepreneurs tends to tioning these issues as major challenges. take longer (14%, n = 5) as a major Staff were frustrated by the difficulty of challenge. As one director recalled about getting qualified interpreters (14%, n = 5) working with a former deafblind entrepre to assist them in communicating with the neur, “Communication was very difficult, entrepreneurs. Staff also expressed concern

©2017 AFB, All Rights Reserved Journal of Visual Impairment & Blindness, January-February 2017 65 CE Article about whether entrepreneurs were correctly ported that communication with the deaf- comprehending content and lamented the blind entrepreneurs is characterized by difficulty of conveying lengthy or technical repetition and slowness. The entrepre information (17%, n = 6). Worries about neurs themselves frequently reported entrepreneurs fully understanding content (45%, n = 5) having to ask customers to were particularly pronounced among coun repeat themselves in order to correctly selors, with 33% (n = 3) reporting this as a understand what they were saying. Al major challenge. One counselor described though such tactics cause communication the dilemma this way: to take longer, repetition and summariza tion are important techniques used by One issue is the seven-page field report staff and entrepreneurs alike to ensure that I need to review with the vendor. that the message is fully understood. As There is so much information that it’s one entrepreneur described it: not realistic to be able to go through it all with the vendor through signing or I try to be a fun, go-lucky guy with my typing. . . . I do the best I can and try to customers...I have no shame in tell hit on the most important aspects. ing them what my disability is or Also, when an interpreter is signing to whether I didn’t hear something they the individual I have no idea what he is said. You deal with these people every signing or if he is signing the informa day, and you become part of the fam tion correctly or thoroughly. I’m not ily. I pick up 85% [of what is said]. If able to give feedback [to deafblind I feel like what I missed is important, I vendors] to the extent that I’m able to will ask the person to repeat them give a vendor with only a vision loss. selves. If I don’t think it’s important I can only hit on the important parts, so I’ll just let it go so as not to annoy them. minor things are not addressed, and the communication is subdued. Another major theme that emerged is reliance on outside help to communicate Some staff and entrepreneurs stated (44%, n = 16). When interacting with that they felt deafblindness did not create deafblind entrepreneurs, assistance was any unique challenges (17%, n = 6). State provided by professional interpreters, em directors and entrepreneurs were the most ployees who know sign language or fin likely to report that deafblindness did not gerspelling, or family members. Rather create any unique challenges, with 25% than communicating primarily with the (n = 3) and 18% (n = 2), respectively, deafblind entrepreneur, some customers stating this opinion. instead communicated with the entrepre neur’s support staff. Such reliance on a COMMUNICATION CHALLENGES third party for communication can pose Participants were asked to comment spe challenges. As one BEP director put it, cifically on the challenges related to com “Things get lost in translation when using munication with deafblind entrepreneurs. an interpreter.” This concern was echoed Two major themes emerged from their by a trainer, who worried that “with tac responses. Sixteen respondents (44%) re tile interpreters, the person might say they

66 Journal of Visual Impairment & Blindness, January-February 2017 ©2017 AFB, All Rights Reserved CE Article understood but there’s no real way to Thirty-six percent of respondents (n = 13) tell if they really did understand or if felt that deafblindness among vendors did the interpreter communicated the right not create any unique communication is information.” sues. BEP state directors were especially Another common theme, described by likely to report that this was the case, with nearly one-third of respondents (31%, six of the eleven who responded to this n = 11), was relying on communication question (55%) selecting this option. methods such as writing or speaking over the telephone, rather than speaking face to JOB ACCOMMODATIONS face. BEP counselors were most likely to Participants were asked to discuss accom report writing as their primary mode of modations that can be used to help an communication with deafblind entrepre entrepreneur with deafblindness navigate neurs (44%, n = 4). One counselor de their job. Two-thirds of respondents scribed the importance of written commu (66%, n = 21) who answered this ques nication for conveying serious information: tion reported that entrepreneurs with “At the end of a conversation I can deafblindness used some form of hearing never be 100% confident that he [the aid, cochlear implant, or personal sound entrepreneur] has heard me ...if it amplifier while on the job. Reliance on [communication] involves any type of outside help while interacting with others, disciplinary action, it’s always hand either through interpreters (19%, n = 6) written, and I read it to him.” or employees with knowledge of sign lan Another counselor described the im guage or tactile interpreting (16%, n = 5), portance of written communication for was another common accommodation. conveying technical information: “The One vendor noted how important it is to most difficult thing is if...I am trying to hire “employees that are going to be un relay some very technical, specific infor derstanding of your hearing loss and mation to him [the vendor]. It’s sometimes won’t get aggravated or agitated if they difficult to get across. When this happens have to repeat themselves.” we turn to written communication.” Other frequently mentioned accommo Another important communication is dations include braille items, such as sue is ensuring customers know the ven braille notetakers, braille labels, or braille dor is deafblind (25%, n = 9). Alerting displays (16%, n = 5); TTY telephones customers to the vendor’s dual sensory (16%, n = 5); and laptops customers can loss can smooth interactions. As one BEP use to communicate with the entrepreneur director noted, “The building population (13%, n = 4). Sixteen percent (n = 5) of is aware of his [the entrepreneur’s] dis respondents reported that no accommoda abilities, which makes it easier for every tions were used on the job by deafblind one.” A deafblind entrepreneur described entrepreneurs. her proactive strategy this way: “When I first go to a new facility, I send out a letter SUGGESTIONS FOR to everyone in the building letting them PROGRAM IMPROVEMENT know about my condition and letting them All participants were asked to provide know how they can get my attention.” suggestions for ways the BEP could be

©2017 AFB, All Rights Reserved Journal of Visual Impairment & Blindness, January-February 2017 67 CE Article improved to more effectively work with Discussion and implications deafblind entrepreneurs. The most com for practitioners mon suggestion was to expand access to The themes that emerged from response = interpreters (26%, n 8). This includes analysis demonstrate that, although com employing tactile interpreters as BEP em munication is not an insurmountable ployees and helping trainers and counsel barrier for deafblind entrepreneurs, it is ors learn sign language or tactile signing a major challenge. The number one = techniques. Trainers (40%, n 2) and challenge cited by BEP staff is helping = counselors (30%, n 3) were eager to entrepreneurs who are deafblind com obtain such training. municate effectively. Interestingly, only Another suggestion was to expand and one entrepreneur said that communica update the technology available to deaf- tion with others was their biggest chal blind entrepreneurs, with all mentions of lenge. In fact, entrepreneurs’ percep this suggestion coming from the entrepre tions of their greatest challenge were neurs themselves (42%, n = 5). extremely diverse, with no more than Entrepreneurs expressed concern that two vendors citing any one challenge. the technology used by the BEP, such as This disconnect between challenges talking calculators and hardcopy braillers, perceived by entrepreneurs and by the is out of date and that they lacked the staff who work with them is an inter tools necessary to fulfill their job roles successfully. Another suggestion was to esting finding in itself. It may indicate strengthen the BEP’s partnerships with that the deafblind entrepreneurs are outside organizations, such as state voca somewhat unaware of the communica tional rehabilitation programs or the tion obstacles perceived by others. Al Council for the Deaf and Hard of Hear though it may seem implausible that so ing, in order to expand resources for en few entrepreneurs would acknowledge trepreneurs with deafblindness (10%, n = communication as their primary chal 3). Nine respondents (29%) did not have lenge, many deafblind individuals are, any suggestions for improvements. by necessity, incredibly adaptive and BEP state directors were also asked ingenious. They do not view their dual whether their state programs have poli sensory loss as a disability but rather as cies and procedures in place to guide their something one adjusts to, as with any response to deafblind entrepreneurs. other circumstance. In addition, only None of the 11 state directors who re two of the 12 entrepreneurs who partic sponded to the question reported having ipated in this study worked in settings any official policies or procedures. A few requiring regular face-to-face customer reported having unofficial guidelines they service; the others operated vending try to abide by when working with deaf- routes, which tend to be more solitary en blind entrepreneurs, including having in deavors. Additional research on entrepre terpreters present at all official BEP meet neurs who work in customer service– ings (18%, n = 2) and requesting that oriented positions could help shed light only one person speak at a time during on whether this segment of the population meetings (9%, n = 1). is more attuned to communication challenges.

68 Journal of Visual Impairment & Blindness, January-February 2017 ©2017 AFB, All Rights Reserved CE Article BEP staff also tended to be more come these obstacles. For instance, entre concerned about other communication- preneurs can let customers know ahead of related issues, such as ensuring that the time that a food service or vending facil content of conversations is accurately ity will be staffed by a deafblind individ conveyed and the limitations created by ual. This notification should clearly tell reliance on third parties and technology customers how best to communicate with are recognized. Fortunately, many staff the entrepreneur, since letting customers also indicated that, although communica know how to interact with the vendor tion is a challenge, it can be addressed. ahead of time can help alleviate potential Recommendations include ensuring con awkwardness or uncertainty. sistent access to qualified interpreters Among the vendors themselves, con when needed (the number one recommen cerns about communication were second dation for program improvement among ary to concerns about improving the staff) and ensuring interpreters know how BEP’s use of technology. Of the six en to communicate technical material related trepreneurs who made recommendations to running a food service or vending fa for improving the BEP, five focused on cility. Staff also felt it would be helpful if the need for the program to ensure entre more among their own ranks were more preneurs have the technology they need knowledgeable about deafblindness. For to perform their job effectively. Although example, providing staff with information not necessarily related, it is possible sessions on deafblindness or training on that, by helping deafblind entrepreneurs fingerspelling may help staff facilitate acquire updated technology, issues of more effective communication with en communication may also be improved. trepreneurs who are deafblind. BEP state directors were more likely In order to ensure entrepreneurs are than other categories of respondents to communicating effectively with custom state that deafblindness did not create any ers, a proactive and positive mind-set is major communication challenges (55%, essential. Although only one entrepreneur n = 6) and to have no suggestions for cited communication with customers as program improvement (60%, n = 6). their primary challenge, such communi Such responses indicate a need for BEP cation was frequently perceived to be an state directors to interact more closely issue by BEP staff who observed the en with deafblind entrepreneurs and to ob trepreneurs at work. BEP staff should en serve them on the job. It also suggests sure that entrepreneurs are aware of the that, when creating policies for working communication challenges perceived by with deafblind entrepreneurs, state direc customers. After all, if entrepreneurs do tors should consult with the trainers and not view communication as a challenge, counselors who work with entrepreneurs they are unlikely to take proactive action on a more regular basis. to address it. Entrepreneurs need to un None of the BEP state directors re derstand that their customers may per ported that their programs had official ceive communication to be a major policies or procedures for interacting with challenge, and BEP staff can help entre deafblind entrepreneurs in the program, preneurs implement strategies to over and only a few reported having unofficial,

©2017 AFB, All Rights Reserved Journal of Visual Impairment & Blindness, January-February 2017 69 CE Article informal policies. State programs should riences for the larger population of adults consider creating a set of guidelines that who are deafblind could help lend insight can be referred to when working with into the experiences of those who partic deafblind entrepreneurs. Such guide ipate in the BEP. Currently, employment lines may become more necessary in statistics and studies for this population future years as many current BEP en are sorely lacking. trepreneurs age, putting them at greater In conclusion, with appropriate accom risk of experiencing hearing loss. Given modations and adaptations, BEP entre the results of this study, these guide preneurs who are deafblind are capable of lines should include procedures for operating food service facilities and vend hiring qualified interpreters, outlining ing routes. Although communication is a promising communication strategies, challenge, neither deafblind entrepre and addressing the unique technology neurs nor BEP staff view communication needs of deafblind individuals. challenges as insurmountable barriers. In Because this study involved a relatively dividuals with deafblindness can succeed small number of participants, results may as BEP entrepreneurs if they are provided not be generalizable to the larger popula with updated technology, notify custom tion. However, the results of this research ers about the best ways to communicate point to areas ripe for additional study and with them, and keep a positive, upbeat begin to fill the gap when it comes to attitude when interacting with customers. research on employment outcomes and Additional training for staff on dealing challenges for individuals who are deaf- with deafblindness and increased inter blind, an area greatly lacking in peer- preter support would also be beneficial reviewed research. This study’s limited program improvements. As long as an number of deafblind respondents (12) entrepreneur with deafblindness is pro may indicate relatively low numbers of vided with the appropriate tools and sup deafblind entrepreneurs within the BEP. port, he or she can build a career as a Alternatively, it may indicate that few business owner in the BEP. staff are aware of the entrepreneurs in their own program who experience hear References ing loss in addition to their vision loss. In Brabyn, J. A., Schneck, M. E., Haegerstrom- either case, further research into the num Portnoy, G., & Lott, L. A. (2007). Dual ber of entrepreneurs affected by hearing sensory loss: Overview of problems, visual loss is warranted. The limited number of assessment, and rehabilitation. Trends in Amplification, 11(4), 219 –226. entrepreneurs with hearing loss partici Brennan, M., Horowitz, A., & Su, Y. P. pating in this project also limits the ability (2005). Dual sensory loss and its impact on to draw broad conclusions about the ex everyday competence. The Gerontologist, periences of deafblind individuals within 45(3), 337–346. the BEP. More broad-based research that Bybee, J. (2012). [Selected analysis of 2012 captures the thoughts of a greater number National Research and Training Center on Blindness and Low Vision survey data]. of deafblind entrepreneurs would be ben Unpublished raw data. eficial. In addition, research to capture Fischer, M. E., Cruickshanks, K. J., Klein, competitive employment rates and expe B. E. K., Klein, R., Schubert, C. R., & Wiley,

70 Journal of Visual Impairment & Blindness, January-February 2017 ©2017 AFB, All Rights Reserved CE Article T. L. (2009). Multiple sensory impairment (NCSER 2011-3005). Menlo Park, CA: and quality of life. Ophthalmic Epidemiol SRI International. Retrieved from: http:// ogy, 16(6), 346–353. doi: 10.3109/09286 www.nlts2.org/reports 580903312236 Randolph-Sheppard Act of 1936, as amended, Huebner, K. M. (1995). Hand in hand: Es 20 U.S.C. §107 et seq. (1974 Amendments). sentials of communication and orientation Rehabilitation Services Administration. (2010). and mobility for your students who are Randolph-Sheppard vending facility pro deaf-blind. New York: American Founda gram: Annual report 2010. Washington, DC: tion for the Blind. U.S. Department of Education, Ofﬁce of Spe McDonnall, M. C. (2009). Risk factors for cial Education and Rehabilitation Services. depression among older adults with dual Swenor, B. K., Ramulu, P. Y., Willis, J. R., sensory loss. Aging & Mental Health, Friedman, D., & Lin, F. R. (2013). The 13(4), 569–576. prevalence of concurrent hearing and vi Miles, M. B., & Huberman, A. M. (1994). sion impairment in the United States. Qualitative data analysis: An expanded source- JAMA Internal Medicine, 173(4), 312–313. book (2nd ed.). Thousand Oaks, CA: Sage. Newman, L., Wagner, M., Knokey, A.-M., Anne C. Hierholzer, M.P.S.A., research associ Marder, C., Nagle, K., Shaver, D., Wei, X., ate, The National Research & Training Center on with Cameto, R., Contreras, E., Ferguson, Blindness and Low Vision, Mississippi State Uni K., Greene, S., & Schwarting, M. (2011). versity, P.O. Drawer 6189, Mississippi State, MS The post-high school outcomes of young 39762; e-mail: [email protected]. Jacquelyn Bybee, M.S., research associate, The National Re adults with disabilities up to 8 years after search & Training Center on Blindness and Low high school. A report from the National Vision, Mississippi State University, Mississippi Longitudinal Transition Study–2 (NLTS2) State, MS; e-mail: [email protected].