WEBVTT 00:00:18.000 --> 00:00:22.000 technical assistance person. I knew 00:00:22.000 --> 00:00:25.000 I'd bungle your title, Paula. With that, 00:00:25.000 --> 00:00:29.000 we'll get going with the day. Thank you very much. 00:00:29.000 --> 00:00:32.000 >> Great. Can you hear me OK? >> We can 00:00:32.000 --> 00:00:35.000 . >> Great. It's a miracle. Thank you, everybody 00:00:35.000 --> 00:00:38.000 I'm excited to be here. Thank you for the intro. That covers 00:00:38.000 --> 00:00:41.000 pretty much what I was going to say about my background. So thank you for that 00:00:41.000 --> 00:00:45.000 . 00:00:45.000 --> 00:00:48.000 This is, as you said implementing a 00:00:48.000 --> 00:00:51.000 Gold Standard for Centers 00:00:51.000 --> 00:00:54.000 for Independent Living 00:00:54.000 --> 00:00:58.000 Program. We have a few goals. The first one, why address 00:00:58.000 --> 00:01:01.000 ing -- sorry, next slide. 00:01:01.000 --> 00:01:05.000 That's probably going to happen, again 00:01:05.000 --> 00:01:08.000 . Why addressing the consistent 00:01:08.000 --> 00:01:11.000 ly addressing issues is important 00:01:11.000 --> 00:01:18.000 . Identifying the common issues 00:01:18.000 --> 00:01:20.000 that OIL 00:01:20.000 --> 00:01:24.000 PCs. And just to kind 00:01:24.000 --> 00:01:27.000 of summarize this slide, the reason for identifying 00:01:27.000 --> 00:01:33.000 the common issues 00:01:33.000 --> 00:01:36.000 to let you know, these aren't one off things. 00:01:36.000 --> 00:01:40.000 We had a number of conversations at AC 00:01:40.000 --> 00:01:43.000 L with different staff. And we're talking about our experiences with 00:01:43.000 --> 00:01:45.000 on-site reviews, with remote reviews, with 00:01:45.000 --> 00:01:48.000 reviewing PPRs. With the normal 00:01:48.000 --> 00:01:52.000 day-to-day information we've 00:01:52.000 --> 00:01:57.000 seen so the things 00:01:57.000 --> 00:02:00.000 we're going to address in this conversation are consistent. They're not one off 00:02:00.000 --> 00:02:04.000 . Didn't just happen once or twice. It's not specific 00:02:04.000 --> 00:02:07.000 to a local rural 00:02:07.000 --> 00:02:10.000 CIL or urban CIL, these are things consistent across our 00:02:10.000 --> 00:02:13.000 interactions with CILs. Obviously 00:02:13.000 --> 00:02:16.000 , hopefully, the people watch 00:02:16.000 --> 00:02:20.000 ing today identifying those common issues 00:02:20.000 --> 00:02:23.000 that are consistent is important. And that's critical 00:02:23.000 --> 00:02:27.000 for us moving forward as a program. 00:02:27.000 --> 00:02:30.000 And by moving forward as you will see, 00:02:30.000 --> 00:02:33.000 in this presentation, there are slides that talk about ways 00:02:33.000 --> 00:02:38.000 to improve these things and that's one of the reasons I'm very are 00:02:38.000 --> 00:02:42.000 excited to do this presentation, Paula, who you all know, 00:02:42.000 --> 00:02:45.000 and I'm sure many of you have called with many 00:02:45.000 --> 00:02:48.000 a TA need. In addition 00:02:48.000 --> 00:02:51.000 to identifying what things are occurring and why they're important, 00:02:51.000 --> 00:02:54.000 we want to make sure you leave today with specific strategies 00:02:54.000 --> 00:03:01.000 for addressing those. Next slide. 00:03:01.000 --> 00:03:05.000 About a year ago, I believe at the last April conference, O 00:03:05.000 --> 00:03:08.000 ILP did a presentation regarding establishing 00:03:08.000 --> 00:03:11.000 the gold standard and discussed the roles that all of the partners 00:03:11.000 --> 00:03:14.000 play. 00:03:14.000 --> 00:03:17.000 If you haven't seen that, I was actually in RS 00:03:17.000 --> 00:03:20.000 A when that went on but I've heard good things about the presentation 00:03:20.000 --> 00:03:23.000 . This is intended to be sort of part 2, 00:03:23.000 --> 00:03:27.000 the next phase of that presentation 00:03:27.000 --> 00:03:30.000 . We're taking the lessons that 00:03:30.000 --> 00:03:34.000 OILP has learned through their role in 00:03:34.000 --> 00:03:38.000 the IL program and providing feedback about how to address those 00:03:38.000 --> 00:03:43.000 and how to move forward. 00:03:43.000 --> 00:03:46.000 One of the themes you will hear throughout everything I mention 00:03:46.000 --> 00:03:51.000 ed today and Paula mentions is that 00:03:51.000 --> 00:03:54.000 whether it's business acumen, which can 00:03:54.000 --> 00:03:57.000 be globally defined as being good 00:03:57.000 --> 00:04:01.000 at your work. Compliance with law or regulation. 00:04:01.000 --> 00:04:04.000 Put in other words, money comes with rules 00:04:04.000 --> 00:04:07.000 . I've said a million times in my life that, you know, when I was 20, 00:04:07.000 --> 00:04:10.000 if I got a check from my grandmother for Christmas, 00:04:10.000 --> 00:04:14.000 and didn't write a thank you note, 00:04:14.000 --> 00:04:17.000 my mom got all over me. Money 00:04:17.000 --> 00:04:24.000 comes with rules. But maximizing the performance 00:04:24.000 --> 00:04:27.000 is what happens when we try to be good at what we're doing and 00:04:27.000 --> 00:04:30.000 we comply with law and regulation. We'll 00:04:30.000 --> 00:04:33.000 be providing multiple examples today of 00:04:33.000 --> 00:04:36.000 how these certain things we've identified are absolutely the law 00:04:36.000 --> 00:04:39.000 of regulation. Come with accepting of money. But more to the point, following 00:04:39.000 --> 00:04:43.000 these are the strategies you use 00:04:43.000 --> 00:04:46.000 to will help with performance. Will 00:04:46.000 --> 00:04:50.000 help you be able to serve more people with disables and do it better. And 00:04:50.000 --> 00:04:57.000 frankly, isn't that why we're all here? 00:04:57.000 --> 00:05:00.000 Sorry, it's the next slide. If you tie it all together, you get 00:05:00.000 --> 00:05:04.000 the gold standard for the IL Network and 00:05:04.000 --> 00:05:07.000 Federal Staff working together. That is 00:05:07.000 --> 00:05:13.000 the goal here. Great. 00:05:13.000 --> 00:05:16.000 Paula, did you want to chime in at all with any of that 00:05:16.000 --> 00:05:20.000 before we start off here? >> Yeah, I will just couple 00:05:20.000 --> 00:05:23.000 of things 00:05:23.000 --> 00:05:27.000 . The first thing is, notice the 00:05:27.000 --> 00:05:30.000 Gold Standard, this isn't just about compliance. We are going to 00:05:30.000 --> 00:05:33.000 talk about compliance because that's the foundation for this. But we're also going 00:05:33.000 --> 00:05:37.000 to talk about how to 00:05:37.000 --> 00:05:40.000 get past compliance to really superb services 00:05:40.000 --> 00:05:43.000 we provide. We want to make sure we use these guidelines and these 00:05:43.000 --> 00:05:47.000 standards to do more than just the minimum 00:05:47.000 --> 00:05:50.000 . And I think that's really important. Another thing really important is 00:05:50.000 --> 00:05:56.000 to remember that we were involved in the development of the 00:05:56.000 --> 00:06:00.000 Rehabilitation Act and all of the amendments since the first time, include 00:06:00.000 --> 00:06:03.000 ing what's called the standards that's in the 00:06:03.000 --> 00:06:06.000 Rehabilitation Act. And some of what Sean 00:06:06.000 --> 00:06:10.000 's going to be presenting is compliance information came from us, came from 00:06:10.000 --> 00:06:13.000 our input into the standards in the rehabilitation 00:06:13.000 --> 00:06:17.000 Act. And this is a partnership and we do want to see the network and 00:06:17.000 --> 00:06:21.000 the funder work together in order to make sure 00:06:21.000 --> 00:06:27.000 that really superb things are happening in our communities. 00:06:27.000 --> 00:06:32.000 >> Great. Thank you. That was perfect. 00:06:32.000 --> 00:06:35.000 A couple of housekeeping things. 00:06:35.000 --> 00:06:39.000 As noted, there is the question and answers 00:06:39.000 --> 00:06:42.000 box on the bottom that you can enter questions in. If we have time, 00:06:42.000 --> 00:06:45.000 we will try to address questions 00:06:45.000 --> 00:06:48.000 . One of the things that we want to make sure you are aware 00:06:48.000 --> 00:06:51.000 of early on is that, and I'm sure you've had this answer 00:06:51.000 --> 00:06:55.000 when you've called Paula and I know you've provided. 00:06:55.000 --> 00:06:58.000 I've provided this as an answer, sometimes, the answer is it depends 00:06:58.000 --> 00:07:01.000 . And it takes more than a quick question, 00:07:01.000 --> 00:07:04.000 or more than a few seconds to learn the specifics enough about 00:07:04.000 --> 00:07:08.000 the situation you're in order to 00:07:08.000 --> 00:07:11.000 provide a reasonable answer. And if we don't 00:07:11.000 --> 00:07:14.000 , as professionals, if we don't take time 00:07:14.000 --> 00:07:17.000 to learn the specifics, we end up giving bad advice. 00:07:17.000 --> 00:07:22.000 We don't want to do that. It's going to be difficult to answer specific 00:07:22.000 --> 00:07:24.000 questions that may or may not be so specific or 00:07:24.000 --> 00:07:27.000 situation specific given the limited time and 00:07:27.000 --> 00:07:30.000 interaction of this platform. However, 00:07:30.000 --> 00:07:36.000 your project officers at ACL and Paula were 00:07:36.000 --> 00:07:39.000 -- we're not going anywhere. So you still have that avenue to 00:07:39.000 --> 00:07:42.000 follow up. If you have questions 00:07:42.000 --> 00:07:45.000 or things you want to post, feel free to do so. Letting you know, 00:07:45.000 --> 00:07:48.000 this might not be the best forum for those questions to 00:07:48.000 --> 00:07:52.000 be really thoroughly answered and that Paula and I were very 00:07:52.000 --> 00:07:55.000 cognizant about providing good, professional, 00:07:55.000 --> 00:07:59.000 al thorough answers which require, you know, 00:07:59.000 --> 00:08:02.000 questions, follow-up, feedback. 00:08:02.000 --> 00:08:05.000 There you go. Why are these 00:08:05.000 --> 00:08:08.000 issues important? This is a quick summary slide 00:08:08.000 --> 00:08:12.000 before we go into the meat of the presentation. Are these 00:08:12.000 --> 00:08:17.000 legal requirements tied directly to the use of the funds? Yes. 00:08:17.000 --> 00:08:21.000 More importantly, successful compliance with these issues and 00:08:21.000 --> 00:08:24.000 done so in a strategic way that 00:08:24.000 --> 00:08:27.000 Paula will talk about in performance. 00:08:27.000 --> 00:08:30.000 What do I mean by that? More efficient and effective 00:08:30.000 --> 00:08:34.000 services. If your services take less resources, 00:08:34.000 --> 00:08:37.000 happen quicker, it's not, you know, 00:08:37.000 --> 00:08:42.000 that leaves more time and money and resources to do other things 00:08:42.000 --> 00:08:46.000 . It definitely will lead to easier and 00:08:46.000 --> 00:08:59.000 more productive resource development. 00:08:59.000 --> 00:09:03.000 We're working on reports. Last year, I believe the federal 00:09:03.000 --> 00:09:06.000 IL program generated $6 million in resource 00:09:06.000 --> 00:09:11.000 development. 00:09:11.000 --> 00:09:15.000 It also leads to clearer and stronger cases to funders and 00:09:15.000 --> 00:09:18.000 constituents. How do you prove to the people who 00:09:18.000 --> 00:09:21.000 rely on you and fund you and the people that might 00:09:21.000 --> 00:09:28.000 want to fund you more that what you're doing is valuable? 00:09:28.000 --> 00:09:31.000 We can see value in the program, but how do you show that 00:09:31.000 --> 00:09:34.000 value to people who don't necessarily know much about 00:09:34.000 --> 00:09:37.000 IL? How do you bring them into the fold, so to speak 00:09:37.000 --> 00:09:41.000 ? And to beat the dead horse here, 00:09:41.000 --> 00:09:44.000 but ultimately, this all leads to what we are all here for, 00:09:44.000 --> 00:09:48.000 increased independence of people with disabilities. That is the goal of 00:09:48.000 --> 00:09:51.000 , or the goal for all of what we're going 00:09:51.000 --> 00:09:55.000 . Next slide, please. 00:09:55.000 --> 00:09:59.000 So there's three broadly speaking categories 00:09:59.000 --> 00:10:04.000 of what we're talking about 00:10:04.000 --> 00:10:07.000 , the original overview for 00:10:07.000 --> 00:10:11.000 our areas of focus. As I mentioned before, these represent trends 00:10:11.000 --> 00:10:14.000 identified by OILP across 00:10:14.000 --> 00:10:17.000 all activities. Please keep in mind this can look different 00:10:17.000 --> 00:10:22.000 in different CILs. PPR, in 00:10:22.000 --> 00:10:26.000 a three funding source 00:10:26.000 --> 00:10:29.000 with ten staff $400,000 00:10:29.000 --> 00:10:33.000 a year is going to be different to do than $25 00:10:33.000 --> 00:10:37.000 million, 125-staff thing. However, the requirements 00:10:37.000 --> 00:10:40.000 in the underlying truths and requirements are the same 00:10:40.000 --> 00:10:44.000 for both. So please understand that we know that the specifics 00:10:44.000 --> 00:10:48.000 on this are going to vary from CIL to 00:10:48.000 --> 00:10:51.000 CIL. Some of these issues 00:10:51.000 --> 00:10:54.000 will apply to your CIL, some of them won't. 00:10:54.000 --> 00:10:57.000 Please don't take any of this to mean that 00:10:57.000 --> 00:11:02.000 all CILs are experiencing all of these problems. 00:11:02.000 --> 00:11:06.000 >> If I might add something there, Scott, you know, sometimes 00:11:06.000 --> 00:11:09.000 , people will ask me, how do you do this? 00:11:09.000 --> 00:11:14.000 And the answer is, 00:11:14.000 --> 00:11:17.000 you decide that. Required to do all of the core services, but 00:11:17.000 --> 00:11:20.000 how do you do peer support? Do you staff some of 00:11:20.000 --> 00:11:23.000 the peers? And do you have group meetings or 00:11:23.000 --> 00:11:28.000 one-to-one or volunteers? 00:11:28.000 --> 00:11:31.000 There's not just one way Scott was just saying. And 00:11:31.000 --> 00:11:38.000 your policies and your procedures are going to define what that is for your community 00:11:38.000 --> 00:11:41.000 . >> Right. Right. I can't tell you how many times I'm in 00:11:41.000 --> 00:11:44.000 meetings and people ask. What are CILs like? Well, there's over 350 00:11:44.000 --> 00:11:47.000 of them. And they're specifically targeted to provide services to their 00:11:47.000 --> 00:11:57.000 local communities. 00:11:57.000 --> 00:12:00.000 That's a strength of the program. And the recipient 00:12:00.000 --> 00:12:03.000 s of ACL, also nonprofits and sometimes there are 00:12:03.000 --> 00:12:21.000 laws for requirements for how you function. 00:12:21.000 --> 00:12:24.000 Here are the three areas of focus. Policies and procedures, the foundation 00:12:24.000 --> 00:12:32.000 of compliance and performance. Where is it written down? 00:12:32.000 --> 00:12:35.000 CIFs and ILPs, 00:12:35.000 --> 00:12:39.000 this is the crux. 00:12:39.000 --> 00:12:42.000 It's also your leading indicators for troubles 00:12:42.000 --> 00:12:49.000 . It's where you go to find out what you're really good at 00:12:49.000 --> 00:12:52.000 . Being good at CIFs and I 00:12:52.000 --> 00:12:55.000 LPs is critical. And PPRs. Your performance report. 00:12:55.000 --> 00:12:59.000 How you tell the world what you're good at. >> 00:12:59.000 --> 00:13:02.000 Not everybody's figured out yet what a CIF is. They're 00:13:02.000 --> 00:13:05.000 still calling them CSRs, sometimes. >> Consider 00:13:05.000 --> 00:13:11.000 it information filed. 00:13:11.000 --> 00:13:14.000 >> It took me six months before 00:13:14.000 --> 00:13:18.000 I stopped. >> You'll still hear them out there because it's 00:13:18.000 --> 00:13:24.000 hard, habits are hard to break. >> Yes. 00:13:24.000 --> 00:13:27.000 Yes, thank you. PPRs. Your performance reports and also a tool 00:13:27.000 --> 00:13:30.000 . All right, first, policies 00:13:30.000 --> 00:13:33.000 and procedures thought question. You don't need 00:13:33.000 --> 00:13:38.000 to type this in the chat. But we want you to keep in mind 00:13:38.000 --> 00:13:42.000 how effectively does your CIL 00:13:42.000 --> 00:13:48.000 integrate into CIL operations? 00:13:48.000 --> 00:13:51.000 They form a clear and reasonable basis to support CIL operations and 00:13:51.000 --> 00:13:54.000 all staff board are aware of utilize 00:13:54.000 --> 00:13:57.000 our policies and procedures. Where do 00:13:57.000 --> 00:14:04.000 you think you are on that continuum? 00:14:04.000 --> 00:14:10.000 Next slide, please. 00:14:10.000 --> 00:14:13.000 Policies and procedures, why are they important? 00:14:13.000 --> 00:14:17.000 Good policies and procedures 00:14:17.000 --> 00:14:20.000 supply for CILs to act in an efficient manner. What does that mean 00:14:20.000 --> 00:14:24.000 ? You have it documented how you are going to function in 00:14:24.000 --> 00:14:27.000 any given thing, in any given process and that you've taken 00:14:27.000 --> 00:14:30.000 the time to do that in a way that 00:14:30.000 --> 00:14:33.000 you know is legally compliant. I'll give you an DPAMPL 00:14:33.000 --> 00:14:36.000 example. If not everybody in the office knows how to 00:14:36.000 --> 00:14:39.000 process a check 00:14:39.000 --> 00:14:44.000 or if ten people are doing it differently, not only is that not 00:14:44.000 --> 00:14:47.000 efficient because you're wasting time to figure out who is DOIMG 00:14:47.000 --> 00:14:53.000 doing what how, but it might not be compliant. 00:14:53.000 --> 00:14:59.000 Having good solid policies and procedures are the foundation for being 00:14:59.000 --> 00:15:03.000 able to assure that those activities are taken 00:15:03.000 --> 00:15:06.000 or reasonably assured they are both efficient and happening the way 00:15:06.000 --> 00:15:13.000 they need to be happening. 00:15:13.000 --> 00:15:16.000 Obviously, there are things here that are just 00:15:16.000 --> 00:15:19.000 legal, but there are also things that, do you have 00:15:19.000 --> 00:15:22.000 a policy on education or training with staff 00:15:22.000 --> 00:15:25.000 ? Do you have a policy on work from home, which 00:15:25.000 --> 00:15:29.000 I'm sure has become more important for these 00:15:29.000 --> 00:15:32.000 . These don't all have to be legally based, they can be what are 00:15:32.000 --> 00:15:36.000 the priorities for the agency? Assuming those are legal 00:15:36.000 --> 00:15:39.000 ly solvent. It demonstrates your commitment to 00:15:39.000 --> 00:15:42.000 accountability. I'm going to reference this thought probably 00:15:42.000 --> 00:15:45.000 five more times today. But imagine 00:15:45.000 --> 00:15:48.000 that you are a funder and you gave money or 00:15:48.000 --> 00:15:51.000 wanted to give money to an organization and you learn 00:15:51.000 --> 00:15:56.000 ed that they didn't have solid policies and procedures 00:15:56.000 --> 00:15:59.000 around fundamental, basic, administration with the agency 00:15:59.000 --> 00:16:03.000 . Things like how they 00:16:03.000 --> 00:16:06.000 process checks, care of 00:16:06.000 --> 00:16:09.000 files for confidentiality 00:16:09.000 --> 00:16:13.000 . How staff are reviewed. If you're a funder and 00:16:13.000 --> 00:16:17.000 an organization doesn't have those things in place and they're not 00:16:17.000 --> 00:16:20.000 solid, you're less confident that's a good place for your 00:16:20.000 --> 00:16:23.000 money. IE, you're demonstrating to fund 00:16:23.000 --> 00:16:26.000 ers that you want to be held accountable. Next slide, 00:16:26.000 --> 00:16:30.000 please. 00:16:30.000 --> 00:16:33.000 Kind of reiteration here, but leads to more 00:16:33.000 --> 00:16:36.000 efficient activities, meaning more resources available for 00:16:36.000 --> 00:16:40.000 services. John Wooden, 00:16:40.000 --> 00:16:43.000 the hall of fame basketball coach said if you don't have time to do 00:16:43.000 --> 00:16:46.000 it right, how are you going to have time to do it over? 00:16:46.000 --> 00:16:50.000 There you go. And you avoid common mistakes. Don't want 00:16:50.000 --> 00:16:54.000 to miss the little stuff. 00:16:54.000 --> 00:16:57.000 So some common issues around policies and procedures. These are 00:16:57.000 --> 00:17:04.000 the things that we have seen, sorry, next slide. 00:17:04.000 --> 00:17:07.000 These are the things that we see consistently in our re 00:17:07.000 --> 00:17:11.000 view for different aspects 00:17:11.000 --> 00:17:14.000 . They exist but they don't include procedures. This is one I 00:17:14.000 --> 00:17:17.000 happen to be looking at right before 00:17:17.000 --> 00:17:20.000 writing this presentation. CIL will perform an annual inventory of equipment 00:17:20.000 --> 00:17:25.000 , and that's considered the policies and procedures 00:17:25.000 --> 00:17:28.000 for annual inventories. Who is going to do it? When are 00:17:28.000 --> 00:17:31.000 they going to do it? How will you document? What happens to 00:17:31.000 --> 00:17:34.000 the results? If this was your policy, you could 00:17:34.000 --> 00:17:37.000 do an inventory 00:17:37.000 --> 00:17:41.000 on December 31st and then, again, on January 00:17:41.000 --> 00:17:44.000 1. So once every year. But 00:17:44.000 --> 00:17:50.000 clearly, that's not helpful. 00:17:50.000 --> 00:17:53.000 You want to understand these policies and procedures are a way for you 00:17:53.000 --> 00:17:56.000 to put in structures that are helpful. Policies are miss 00:17:56.000 --> 00:17:59.000 ing or incomplete, and this includes board leadership and staff. 00:17:59.000 --> 00:18:02.000 The requirements for the different policies and procedures are document 00:18:02.000 --> 00:18:06.000 ed everywhere. I know that Paula and 00:18:06.000 --> 00:18:10.000 I have helped a lot with 00:18:10.000 --> 00:18:14.000 this, this summer. It shouldn't be that complicated, that 00:18:14.000 --> 00:18:17.000 difficult to pin down what needs to 00:18:17.000 --> 00:18:20.000 be in there. Policies 00:18:20.000 --> 00:18:24.000 exist but they haven't been reviewed or updated in years. This is 00:18:24.000 --> 00:18:27.000 bad. Why is this bad? Legal requirements 00:18:27.000 --> 00:18:31.000 change, right? It's not always the same thing. And then, 00:18:31.000 --> 00:18:36.000 this field maybe more than most knows this because 00:18:36.000 --> 00:18:40.000 of IL. Five years ago, the history of 00:18:40.000 --> 00:18:44.000 a funded program five years is nothing. 00:18:44.000 --> 00:18:50.000 So laws change. 00:18:50.000 --> 00:18:53.000 The requirements, you've got to keep up with 00:18:53.000 --> 00:18:57.000 it. Organizations 00:18:57.000 --> 00:19:00.000 change. This is great. If your policy is reference 00:19:00.000 --> 00:19:04.000 d 34CFR, that's the Department of 00:19:04.000 --> 00:19:07.000 Ed thing or the LLB circulars, they're out of 00:19:07.000 --> 00:19:11.000 date. Those two things aren't relevant 00:19:11.000 --> 00:19:14.000 anymore. And if those things haven't been 00:19:14.000 --> 00:19:17.000 relevant for years. If your policies reference those, then 00:19:17.000 --> 00:19:21.000 your policies haven't been reviewed in a very long time. 00:19:21.000 --> 00:19:25.000 Or, they have been and there's just not a commitment 00:19:25.000 --> 00:19:28.000 to doing them accurately and making sure they're 00:19:28.000 --> 00:19:32.000 compliant. 00:19:32.000 --> 00:19:35.000 The next slide, please. 00:19:35.000 --> 00:19:39.000 They're not sufficiently detailed but provide the needed tools. 00:19:39.000 --> 00:19:43.000 Can an average staff pick it up and know what to do? 00:19:43.000 --> 00:19:46.000 By reading it? The 00:19:46.000 --> 00:19:49.000 big one that recently occurred to us, when it 00:19:49.000 --> 00:19:53.000 comes to submitting federal reports that are 00:19:53.000 --> 00:19:56.000 due every year at certain times of the year, it's highly 00:19:56.000 --> 00:19:59.000 predictable, who is responsible for submitting those reports 00:19:59.000 --> 00:20:02.000 ? Who has access to the required systems? 00:20:02.000 --> 00:20:06.000 Who is responsible for 00:20:06.000 --> 00:20:10.000 data entry? Who is responsible for creating the report? 00:20:10.000 --> 00:20:13.000 The report that gets entered? What if staff change 00:20:13.000 --> 00:20:16.000 ? You know, we've had, when the 00:20:16.000 --> 00:20:19.000 last continuation applications came in, we had more than 00:20:19.000 --> 00:20:22.000 a few CILs are like, oh, so and so left and 00:20:22.000 --> 00:20:26.000 I don't know the password or I don't know how to log on. 00:20:26.000 --> 00:20:29.000 After the policy that says when X person leaves, the 00:20:29.000 --> 00:20:32.000 new person comes in, one of their first steps is 00:20:32.000 --> 00:20:35.000 to register or 00:20:35.000 --> 00:20:40.000 transfer the responsibility for these functions 00:20:40.000 --> 00:20:44.000 to another person. Or this is the person who is responsible 00:20:44.000 --> 00:20:48.000 if the person is sick, et cetera. 00:20:48.000 --> 00:20:52.000 Training and implementation are not consistent. 00:20:52.000 --> 00:20:55.000 Staff are less trained, how often do supervisors refer 00:20:55.000 --> 00:20:58.000 back to policies and procedures? It's not OK to handle the policy day 00:20:58.000 --> 00:21:01.000 one and read it and sign it at the bottom 00:21:01.000 --> 00:21:04.000 . Periodic training. It's in the provision 00:21:04.000 --> 00:21:07.000 of supervisor and checking in on the performance of your 00:21:07.000 --> 00:21:10.000 staff. It's also necessary to reference policies and procedures 00:21:10.000 --> 00:21:13.000 . I see that you did it this way. But the 00:21:13.000 --> 00:21:16.000 policy says this. That's just 00:21:16.000 --> 00:21:19.000 the tool for consistent and efficient application. It's 00:21:19.000 --> 00:21:22.000 also a way to identify if, hey, maybe we need 00:21:22.000 --> 00:21:25.000 to revisit this policy. Maybe staff have a new, better idea 00:21:25.000 --> 00:21:28.000 . Here are some general category 00:21:28.000 --> 00:21:32.000 ies that policies and procedures exist. I'm sorry, next 00:21:32.000 --> 00:21:35.000 slide. 00:21:35.000 --> 00:21:38.000 Financial management, conflict of interest, code of ethics 00:21:38.000 --> 00:21:41.000 , board operations, building on 00:21:41.000 --> 00:21:44.000 the bylaws, consumer services, personnel 00:21:44.000 --> 00:21:48.000 , health, safety and disaster plan 00:21:48.000 --> 00:21:52.000 ning. One of the things I hope comes out of 00:21:52.000 --> 00:21:55.000 this really life-changing, unfortunate 00:21:55.000 --> 00:21:59.000 COVID pandemic is that sales are more prepared to 00:21:59.000 --> 00:22:02.000 deal with the next time this occurs. Because, oh, 00:22:02.000 --> 00:22:05.000 here's our short-term plan for working from 00:22:05.000 --> 00:22:08.000 home to quickly turn around and work from home and/ 00:22:08.000 --> 00:22:17.000 or determine when to come back because that's in our policies. 00:22:17.000 --> 00:22:20.000 from home to quickly turn around and work from home and/or determine when to come back because that's in our CILs are more prepared to deal with the next time this occurs. Because, oh, here's our short-term plan for working 00:22:20.000 --> 00:22:23.000 policies. I'm turning it over to Paula. >> And one of the things we've 00:22:23.000 --> 00:22:26.000 seen with the disaster on top of the pandemic 00:22:26.000 --> 00:22:30.000 with some of you. And I know you've had fires, hurricanes and weird 00:22:30.000 --> 00:22:33.000 weather events in Iowa. Among some other things 00:22:33.000 --> 00:22:36.000 . So I know that has really been tough 00:22:36.000 --> 00:22:40.000 . And if anything tests your policies and procedures 00:22:40.000 --> 00:22:43.000 , it's going to be when you approach a really tough event and you think, 00:22:43.000 --> 00:22:46.000 what should I do? 00:22:46.000 --> 00:22:49.000 Then you turn to your policy manual and say, oh, know, 00:22:49.000 --> 00:22:53.000 no, it didn't have enough 00:22:53.000 --> 00:22:56.000 detail. And I can guarantee some of you were doing that during 00:22:56.000 --> 00:22:59.000 the last disaster and probably will do it anytime you're in the KRUJ 00:22:59.000 --> 00:23:02.000 crunch position. You want to go back to the 00:23:02.000 --> 00:23:05.000 policy and find out if it guides you. And if it doesn't 00:23:05.000 --> 00:23:09.000 have enough information to guide you, it needs to be updated 00:23:09.000 --> 00:23:12.000 . It should really give you a kind of a 00:23:12.000 --> 00:23:15.000 constant framework within your 00:23:15.000 --> 00:23:19.000 center operates so that everybody's consistent and so that you don't have to 00:23:19.000 --> 00:23:22.000 spend a lot of time each time something comes up deciding 00:23:22.000 --> 00:23:25.000 what your process is going to be. You have a process. And then, 00:23:25.000 --> 00:23:31.000 that way you can tighten up what you're doing. PVR 00:23:31.000 --> 00:23:35.000 You need to make sure your policies and procedures are 00:23:35.000 --> 00:23:38.000 reviewed and updated when they need to. When I say review, 00:23:38.000 --> 00:23:41.000 I mean review. Not somebody read them and said, 00:23:41.000 --> 00:23:44.000 they look OK. You have to review them to say, 00:23:44.000 --> 00:23:48.000 is this what we're doing? And if the answer is 00:23:48.000 --> 00:23:51.000 no, then the next step is, does it need to 00:23:51.000 --> 00:23:54.000 be changed? Or do we just need to train everybody so we're doing it right 00:23:54.000 --> 00:23:58.000 ? So you look at each 00:23:58.000 --> 00:24:01.000 policy with those two things in mind. Is it what we're doing 00:24:01.000 --> 00:24:06.000 ? And if, yes, good. Probably 00:24:06.000 --> 00:24:11.000 stands. If not, what do you need to do? Change it or pitch it? 00:24:11.000 --> 00:24:14.000 Or do it? You have to figure that out. And 00:24:14.000 --> 00:24:18.000 you want to involve the staff in that. So some of your executive directors 00:24:18.000 --> 00:24:20.000 , not all of you are. I recognize a lot 00:24:20.000 --> 00:24:25.000 of name on the participant list and it's great to see all of 00:24:25.000 --> 00:24:29.000 your participation here today. But the 00:24:29.000 --> 00:24:33.000 staff besides the executive director who actually implement 00:24:33.000 --> 00:24:36.000 the policies are the people that you want to go over, you want to review them 00:24:36.000 --> 00:24:39.000 with. So you might do a lot of this at a staff meeting. 00:24:39.000 --> 00:24:42.000 If you have a monthly staff meeting, you might 00:24:42.000 --> 00:24:45.000 pick a section of policies and procedures, use the executive director, 00:24:45.000 --> 00:24:49.000 go through them first, do a mark-up 00:24:49.000 --> 00:24:52.000 . Take them to the full staff and say, here's what we're thinking about 00:24:52.000 --> 00:24:55.000 changing these. Do we have any feedback for us because you're 00:24:55.000 --> 00:24:59.000 the ones that do this. So now you know what we're expect 00:24:59.000 --> 00:25:02.000 ing does that make sense? And you're involve 00:25:02.000 --> 00:25:06.000 ing the people who have to follow the steps 00:25:06.000 --> 00:25:09.000 in the procedures, especially. Policies tend to be general enough 00:25:09.000 --> 00:25:12.000 that sometimes, they'll stand. But the steps 00:25:12.000 --> 00:25:15.000 you do to implement those policies change with titles, change 00:25:15.000 --> 00:25:18.000 with staff member changes. Change 00:25:18.000 --> 00:25:22.000 with, you know, which location you're at, is it different 00:25:22.000 --> 00:25:26.000 in 00:25:26.000 --> 00:25:30.000 a -- in that other office. What do they call? Satellites 00:25:30.000 --> 00:25:33.000 . Is it different in the satellite than the main office 00:25:33.000 --> 00:25:36.000 ? You need to think through how each of these policies work. 00:25:36.000 --> 00:25:40.000 So we suggest the segmented every 00:25:40.000 --> 00:25:43.000 staff meeting is useful. Some of your policies may need more committee 00:25:43.000 --> 00:25:46.000 involvement. So you may want to have your finance committee 00:25:46.000 --> 00:25:49.000 go through your financial policies and procedures 00:25:49.000 --> 00:25:54.000 when you're ready to review those in a given year. 00:25:54.000 --> 00:25:57.000 The personnel committee might want to go through your human resources 00:25:57.000 --> 00:26:00.000 policies and procedures and check on those, you may also have another 00:26:00.000 --> 00:26:03.000 human resources expert that can let 00:26:03.000 --> 00:26:06.000 you know whether or not those are current under your current 00:26:06.000 --> 00:26:09.000 state law. Human resources policies, we don't offer a lot of sample 00:26:09.000 --> 00:26:13.000 s of those because they vary so much from state 00:26:13.000 --> 00:26:18.000 to state. So you'll have state law on top of the federal 00:26:18.000 --> 00:26:21.000 law that really impacts in that area. So your re 00:26:21.000 --> 00:26:25.000 view may include having some of 00:26:25.000 --> 00:26:28.000 the experts in human resources 00:26:28.000 --> 00:26:31.000 law do a review for you periodically, as well. 00:26:31.000 --> 00:26:34.000 I know that there are some payroll companies 00:26:34.000 --> 00:26:38.000 that will provide advice about 00:26:38.000 --> 00:26:42.000 human resources law as an extra service that they provide 00:26:42.000 --> 00:26:45.000 . And I think sometimes, there are non 00:26:45.000 --> 00:26:49.000 profit organizations that will also 00:26:49.000 --> 00:26:51.000 provide sample policies for your state. Look for 00:26:51.000 --> 00:26:55.000 some of those resources to make sure those are current. Because it 00:26:55.000 --> 00:26:59.000 may need. You may need that specific kind of 00:26:59.000 --> 00:27:02.000 information that's state-specific. With 00:27:02.000 --> 00:27:06.000 some of these policies, we can offer you samples. We have sample for the financial 00:27:06.000 --> 00:27:09.000 policies, which the procedures 00:27:09.000 --> 00:27:12.000 are going to be very specific to you. So you just can't lift a sample 00:27:12.000 --> 00:27:15.000 policy out of something I send you an email or something you 00:27:15.000 --> 00:27:18.000 get off our website and say, oh, good, now we have a conflict 00:27:18.000 --> 00:27:21.000 of interest policy because your conflict of interest 00:27:21.000 --> 00:27:26.000 policy is going to have steps that are specific to your organization 00:27:26.000 --> 00:27:29.000 . So you want to make sure that you've reviewed 00:27:29.000 --> 00:27:32.000 it and the steps make sense for the people who are involved. Some of these 00:27:32.000 --> 00:27:35.000 policies, again, have conflict of interest 00:27:35.000 --> 00:27:39.000 policy you might apply both to board and management, for example 00:27:39.000 --> 00:27:42.000 . So that's 00:27:42.000 --> 00:27:45.000 the kind of thing you would want to keep in mind as you go through 00:27:45.000 --> 00:27:49.000 . 00:27:49.000 --> 00:27:53.000 Also, how does your board address policy and procedure 00:27:53.000 --> 00:27:55.000 ?. We often speak of a POOLS board, 00:27:55.000 --> 00:27:59.000 policy board, but we also say the executive 00:27:59.000 --> 00:28:02.000 director is responsible for day-to- 00:28:02.000 --> 00:28:05.000 day operations. Is the board always going to dictate procedures 00:28:05.000 --> 00:28:08.000 ? Probably not. For themselves they would, and they would probably 00:28:08.000 --> 00:28:11.000 approve the overall policy all the way through 00:28:11.000 --> 00:28:15.000 your policy manual. But when it comes to your procedures 00:28:15.000 --> 00:28:18.000 that are step-by-step the duties of 00:28:18.000 --> 00:28:21.000 individual staff persons, the duties of a specific job description 00:28:21.000 --> 00:28:24.000 , those are things that are 00:28:24.000 --> 00:28:27.000 typically the executive director P 00:28:27.000 --> 00:28:30.000 and the staff would work out. Maybe that's the case 00:28:30.000 --> 00:28:33.000 . But you need to know, does the 00:28:33.000 --> 00:28:37.000 board approve all of your policies and procedures or don't they? And you 00:28:37.000 --> 00:28:40.000 need to have that clear between the executive director and the board. 00:28:40.000 --> 00:28:44.000 Who writes your policies? 00:28:44.000 --> 00:28:47.000 Who approving your policies? And who approves your procedures? So 00:28:47.000 --> 00:28:52.000 make sure you know the answer to those questions because this annual review of policies 00:28:52.000 --> 00:28:55.000 is only one part, right? You've got the origin NAL 00:28:55.000 --> 00:29:00.000 al creation of the policies and you've also got the work that's done 00:29:00.000 --> 00:29:03.000 to approve any changes. So make sure that you know how that's done and 00:29:03.000 --> 00:29:06.000 you have a policy about policies. 00:29:06.000 --> 00:29:15.000 And I don't know if you have some other ideas. 00:29:15.000 --> 00:29:19.000 Type something in the chat of something you do with strategies 00:29:19.000 --> 00:29:21.000 of policies and procedures. We'd be glad to see the ideas. But if 00:29:21.000 --> 00:29:24.000 you think about, OK, we need to regularly review them. I 00:29:24.000 --> 00:29:27.000 strongly say every policy every year. Don't 00:29:27.000 --> 00:29:30.000 have to do them all at once, you can. Don't have to do them all at once 00:29:30.000 --> 00:29:34.000 , but you want to look at every policy every year and 00:29:34.000 --> 00:29:37.000 know whether or not you're following it. 00:29:37.000 --> 00:29:41.000 OK. Next slide. 00:29:41.000 --> 00:29:49.000 I think it's back to you, Sean. 00:29:49.000 --> 00:29:53.000 >> Thank you. Sorry, minor technical issues there. 00:29:53.000 --> 00:29:57.000 Can you hear me? Yep. 00:29:57.000 --> 00:30:00.000 Are we good? >> Yes. >> Great. Sorry 00:30:00.000 --> 00:30:03.000 . I had my video off for a second. 00:30:03.000 --> 00:30:07.000 Great. Thank you, Paula, that was super helpful. 00:30:07.000 --> 00:30:10.000 Yeah. You've got 00:30:10.000 --> 00:30:13.000 to review them every year. The only thing I would add is that if 00:30:13.000 --> 00:30:16.000 a policy or a legal requirement is in 00:30:16.000 --> 00:30:19.000 place and yours isn't 00:30:19.000 --> 00:30:23.000 sufficient because your policy is what the law was a year ago 00:30:23.000 --> 00:30:26.000 , that's not a successful, that won't 00:30:26.000 --> 00:30:30.000 lead to a successful argument for 00:30:30.000 --> 00:30:35.000 not fulfilling the legal requirement. It's an ongoing responsibility. 00:30:35.000 --> 00:30:38.000 Next slide, please. Oh, you're there. Sorry, you were 00:30:38.000 --> 00:30:41.000 there. Great. 00:30:41.000 --> 00:30:44.000 It's kind of our initial thought question 00:30:44.000 --> 00:30:47.000 slides. On a scale of one to ten, how 00:30:47.000 --> 00:30:50.000 sure are you information gathered from CIFs, 00:30:50.000 --> 00:30:53.000 I was looking at the chat, what used to be called C 00:30:53.000 --> 00:30:56.000 SRs, represents a forward 00:30:56.000 --> 00:31:00.000 full accurate picture of your consumer needs and 00:31:00.000 --> 00:31:05.000 CIL impact? One is next question, please, and 00:31:05.000 --> 00:31:08.000 ten, is 100%. Why are these important? 00:31:08.000 --> 00:31:11.000 CIFs and ILPs 00:31:11.000 --> 00:31:14.000 represent the direct information on consumer goals response to these 00:31:14.000 --> 00:31:17.000 needs, IE, the services and outcomes achieved 00:31:17.000 --> 00:31:20.000 . This is literally where you document where the rubber is meeting the road 00:31:20.000 --> 00:31:24.000 road. This is a 00:31:24.000 --> 00:31:27.000 treasure-trove of data to make decisions on improve 00:31:27.000 --> 00:31:31.000 ing performance, right? But only 00:31:31.000 --> 00:31:34.000 if the information is timely and 00:31:34.000 --> 00:31:38.000 accurate. I can't express enough how valuable 00:31:38.000 --> 00:31:41.000 this should be as a resource 00:31:41.000 --> 00:31:45.000 for you about what's going on in the 00:31:45.000 --> 00:31:49.000 day-to-day world of your consumers and the services you're 00:31:49.000 --> 00:31:52.000 providing to them to help reach your IL 00:31:52.000 --> 00:31:55.000 goals. But if you went to the doctor and he gave you advice but 00:31:55.000 --> 00:31:58.000 it turned out to be wrong, that's not good data. 00:31:58.000 --> 00:32:01.000 There has to be a commitment to putting in 00:32:01.000 --> 00:32:05.000 the structures necessary for it to be accurate 00:32:05.000 --> 00:32:08.000 . 00:32:08.000 --> 00:32:11.000 This is also a critical resource in developing funds. If you were 00:32:11.000 --> 00:32:14.000 at a meeting or you read a funding announcement 00:32:14.000 --> 00:32:18.000 and it says 00:32:18.000 --> 00:32:22.000 that, hey, the county 00:32:22.000 --> 00:32:25.000 organization for people with disability wants to provide funds 00:32:25.000 --> 00:32:28.000 to achieve the following outcomes. Your ability to quickly and accurate 00:32:28.000 --> 00:32:31.000 ly respond to that by saying, oh, look, in the last 00:32:31.000 --> 00:32:35.000 six months, we serve this many 00:32:35.000 --> 00:32:38.000 people and these are the outcomes is super critical. And your ability 00:32:38.000 --> 00:32:44.000 to convince that, hey, 00:32:44.000 --> 00:32:47.000 we can do that. We can provide that 00:32:47.000 --> 00:32:53.000 service and we'd love to partner with you and receive the funds. 00:32:53.000 --> 00:32:58.000 Next slide, please. 00:32:58.000 --> 00:33:02.000 The consumer CIL staff partnership is 00:33:02.000 --> 00:33:05.000 key with developing and implementing effective 00:33:05.000 --> 00:33:08.000 ILPs. Reports that are timely, that are accurate and 00:33:08.000 --> 00:33:11.000 timely and good CIF/I LRKS 00:33:11.000 --> 00:33:15.000 LP practices are essential. 00:33:15.000 --> 00:33:18.000 Hopefully, this is fairly obvious 00:33:18.000 --> 00:33:21.000 . Obviously, the role of CIFs and IL 00:33:21.000 --> 00:33:24.000 Ps shouldn't be, hopefully, are never demand 00:33:24.000 --> 00:33:28.000 ing what goes into an ILP, but they're helping a consumer 00:33:28.000 --> 00:33:31.000 identify and facilitate a good plan to 00:33:31.000 --> 00:33:35.000 achieve their independent living goals 00:33:35.000 --> 00:33:38.000 . Having good practices 00:33:38.000 --> 00:33:41.000 around how you do that is critical. It can't just 00:33:41.000 --> 00:33:44.000 be, here's a piece of paper, good luck, and it can't 00:33:44.000 --> 00:33:48.000 be that there are standards for how those are 00:33:48.000 --> 00:33:51.000 checked up on, how those are served, et cetera. 00:33:51.000 --> 00:33:54.000 There needs to be good practices around that 00:33:54.000 --> 00:33:59.000 . By the way, and this was a bullet 00:33:59.000 --> 00:34:02.000 add from Paula I liked. If you're only collecting information for 00:34:02.000 --> 00:34:05.000 your funder, you've missed the point. How can 00:34:05.000 --> 00:34:09.000 your staff, consumers and board benefit from the information in CILs 00:34:09.000 --> 00:34:12.000 ? When I was a CIL director, I remember a situation where a house 00:34:12.000 --> 00:34:15.000 ing specialist said, hey, we have a lot of our calls spiked 00:34:15.000 --> 00:34:18.000 in the last two or three weeks related to housing, 00:34:18.000 --> 00:34:21.000 what do we do? We looked at the ILPs and identify 00:34:21.000 --> 00:34:25.000 ied they were coming from a specific 00:34:25.000 --> 00:34:29.000 locale, were able to identify a few key people to talk to and identify 00:34:29.000 --> 00:34:32.000 ied I believe the issue was transportation and not being able to get 00:34:32.000 --> 00:34:40.000 to and from home and so consumers were thinking about 00:34:40.000 --> 00:34:43.000 having to move. And so we were able to 00:34:43.000 --> 00:34:47.000 address it through the transportation. That was because we had good, 00:34:47.000 --> 00:34:50.000 timely and accurate ILP data. 00:34:50.000 --> 00:34:53.000 There are any number of things that are collected 00:34:53.000 --> 00:34:56.000 in CIFs and ILPs that as staff and 00:34:56.000 --> 00:34:59.000 board can say, hey, let's have the ability to look at this. Let's 00:34:59.000 --> 00:35:04.000 make sure we can check these quickly if we need 00:35:04.000 --> 00:35:09.000 to. Next slide, please. 00:35:09.000 --> 00:35:12.000 Long gaps, this is something we see consistently. Long gaps occasional 00:35:12.000 --> 00:35:16.000 ly more than a year between documented contacts with consumers. It's 00:35:16.000 --> 00:35:19.000 OK to discharge consumers when they meet their goal. You can re 00:35:19.000 --> 00:35:22.000 open them the next day if you need to. But you must be 00:35:22.000 --> 00:35:25.000 able to show attempts to 00:35:25.000 --> 00:35:29.000 contact them and offers to continue to assist them. 00:35:29.000 --> 00:35:32.000 We routinely see there are no internal processes or training 00:35:32.000 --> 00:35:35.000 to assure staff are proceeding in a 00:35:35.000 --> 00:35:39.000 consistent manner that meets staff 00:35:39.000 --> 00:35:47.000 . It's consistent. We see this a lot. There's not internal 00:35:47.000 --> 00:35:50.000 practices. Whether that's consistent training, whether that's consistent policies and procedure 00:35:50.000 --> 00:35:53.000 s or consistent activities 00:35:53.000 --> 00:35:57.000 by supervising to 00:35:57.000 --> 00:36:01.000 allow for training and documented services 00:36:01.000 --> 00:36:05.000 to make sure they are provided in an effective manner. 00:36:05.000 --> 00:36:12.000 There's no structure making sure this is happening. 00:36:12.000 --> 00:36:18.000 Really nothing happened. 00:36:18.000 --> 00:36:23.000 OK. Next slide, please. 00:36:23.000 --> 00:36:27.000 Common issues. Lack of methods to validate 00:36:27.000 --> 00:36:30.000 the numbers reported out of ILPs, include 00:36:30.000 --> 00:36:33.000 ing those to meet federal requirements. 00:36:33.000 --> 00:36:36.000 You want to be able to prove to funders that 00:36:36.000 --> 00:36:40.000 and to the outside partners what you're doing, 00:36:40.000 --> 00:36:44.000 show your value, show your impact. It's got to be accurate. 00:36:44.000 --> 00:36:47.000 It's bad if you can't respond to that funding announcement that 00:36:47.000 --> 00:36:50.000 I mentioned earlier, it's worse or maybe 00:36:50.000 --> 00:36:54.000 at least as bad 00:36:54.000 --> 00:36:57.000 if your responder gets the money and the numbers 00:36:57.000 --> 00:37:01.000 you report are out 00:37:01.000 --> 00:37:04.000 . You have to validate the numbers reported out. How do you make 00:37:04.000 --> 00:37:08.000 sure this is true? Do you occasionally spot check them? Do you occasional 00:37:08.000 --> 00:37:11.000 ly sample 20 or 30ILPs to see 00:37:11.000 --> 00:37:14.000 if they match the numbers reported into your system? 00:37:14.000 --> 00:37:17.000 Also, we routinely don't see documentation that 00:37:17.000 --> 00:37:20.000 the CILs are looking at more than just the issue presented. What 00:37:20.000 --> 00:37:24.000 contributed to it? What are the background issues that contributed to this? 00:37:24.000 --> 00:37:27.000 And once again, not using the 00:37:27.000 --> 00:37:30.000 information to drive activities. How is 00:37:30.000 --> 00:37:33.000 that, there's so much information, how are we using that information 00:37:33.000 --> 00:37:36.000 to make the agency better? 00:37:36.000 --> 00:37:43.000 So next slide and I'm turning it over to Paula. 00:37:43.000 --> 00:37:46.000 >> We are in a really important spot in the fiscal 00:37:46.000 --> 00:37:49.000 year or in the grant 00:37:49.000 --> 00:37:53.000 year, and that is that you are already collecting data for 00:37:53.000 --> 00:37:57.000 the new year, the year that just started on September 30 00:37:57.000 --> 00:38:00.000 . But you're also compiling the information from 00:38:00.000 --> 00:38:03.000 the past year and preparing to put that into 00:38:03.000 --> 00:38:07.000 your report. Now, 00:38:07.000 --> 00:38:11.000 this is a critical time for you to get in 00:38:11.000 --> 00:38:14.000 there and print out your reports and make sure your information is 00:38:14.000 --> 00:38:18.000 good. If it's not, you have a lot of, 00:38:18.000 --> 00:38:20.000 you know, going back to paper files or whatever, calendars 00:38:20.000 --> 00:38:24.000 , whatever you have to do to make sure you get good 00:38:24.000 --> 00:38:27.000 data. But you need to make sure now that everybody's 00:38:27.000 --> 00:38:30.000 providing you good information when they enter it into 00:38:30.000 --> 00:38:33.000 your database. And I know some of, what, half a 00:38:33.000 --> 00:38:36.000 dozen or so different databases. So 00:38:36.000 --> 00:38:39.000 you aren't all using the same one. But whatever 00:38:39.000 --> 00:38:43.000 consumer information file that you have that's electronic, 00:38:43.000 --> 00:38:46.000 ic that helps you to do your reports every year for what we 00:38:46.000 --> 00:38:51.000 used to call the 704 report, but is now the 00:38:51.000 --> 00:38:55.000 program performance report, you want to know it's good information. And I can already 00:38:55.000 --> 00:38:58.000 tell you, I'm going to get calls from two or three of 00:38:58.000 --> 00:39:01.000 you who say it's garbage. I don't know what happened 00:39:01.000 --> 00:39:04.000 . You know, nobody did it right. Sometimes, you're a 00:39:04.000 --> 00:39:07.000 new executive director and the staff have never done it right, but now 00:39:07.000 --> 00:39:11.000 you know that and you have to take action . And I can already tell 00:39:11.000 --> 00:39:14.000 you, those calls are going to be coming in 00:39:14.000 --> 00:39:17.000 , in the next month or so, and you guys are going to be saying, 00:39:17.000 --> 00:39:20.000 what do we do now? We don't have good 00:39:20.000 --> 00:39:24.000 information. What you should be doing and must do going forward is 00:39:24.000 --> 00:39:28.000 check the information now and then. I suggest at least quarterly 00:39:28.000 --> 00:39:31.000 , at least, but maybe monthly. And especially, 00:39:31.000 --> 00:39:34.000 if you've had problems, you want to do it maybe even 00:39:34.000 --> 00:39:38.000 more frequently than that. Do a printout and 00:39:38.000 --> 00:39:41.000 wait, you know, take a look at it and see if it's accurate, 00:39:41.000 --> 00:39:45.000 compare it against whatever other records you have 00:39:45.000 --> 00:39:48.000 and talk to the, you know, employee. 00:39:48.000 --> 00:39:51.000 I often printed out the report 00:39:51.000 --> 00:39:54.000 by employee, as well. And you 00:39:54.000 --> 00:39:57.000 could, for one thing, you could compare productivity and it was a 00:39:57.000 --> 00:40:01.000 little striking, sometimes. But 00:40:01.000 --> 00:40:04.000 for another, you can go in with that employee and you can go through and say, 00:40:04.000 --> 00:40:07.000 well, who are all of the people you've worked with this year? These are the 00:40:07.000 --> 00:40:10.000 ones we have. Is this everybody? Did you really work with 00:40:10.000 --> 00:40:13.000 them all? Because one of these 00:40:13.000 --> 00:40:16.000 , sometimes, people don't close the record when it's 00:40:16.000 --> 00:40:20.000 inactive. They just leave it sitting there. So that gives 00:40:20.000 --> 00:40:23.000 you inaccuracies, as well. But you 00:40:23.000 --> 00:40:26.000 want to make sure that your numbers are 00:40:26.000 --> 00:40:30.000 true. Because they're only useful to you if they're 00:40:30.000 --> 00:40:34.000 correct. So, you know, don't 00:40:34.000 --> 00:40:37.000 wait. Don't wait, please 00:40:37.000 --> 00:40:40.000 . And actually, 00:40:40.000 --> 00:40:43.000 we would've told you the same thing. We would've said don't wait 00:40:43.000 --> 00:40:47.000 if this is in January. Because you need to stop time and 00:40:47.000 --> 00:40:50.000 examine whether or not what you're collecting is correct 00:40:50.000 --> 00:40:53.000 . Sometimes, your staff need more training. Most of the database 00:40:53.000 --> 00:40:57.000 programs will offer technical assistance on how to enter 00:40:57.000 --> 00:41:00.000 the information and some specifics about it. 00:41:00.000 --> 00:41:03.000 Sometimes, 00:41:03.000 --> 00:41:06.000 you know, sometimes, you can actually compare, like I 00:41:06.000 --> 00:41:09.000 said, a calendar to the work and you can 00:41:09.000 --> 00:41:13.000 see that not everybody was entered 00:41:13.000 --> 00:41:16.000 in. I had one executive director who came to me and said that he 00:41:16.000 --> 00:41:20.000 had a staff person who entered all of the 00:41:20.000 --> 00:41:23.000 staff as consumers because they would ask 00:41:23.000 --> 00:41:26.000 questions of this more seasoned staff member. And they just wrote them 00:41:26.000 --> 00:41:30.000 all down as direct services. Well, it's not that you can't 00:41:30.000 --> 00:41:33.000 provide direct services to staff, but you need to make sure you have 00:41:33.000 --> 00:41:36.000 policies and you, you know, know how that enrollment 00:41:36.000 --> 00:41:40.000 happens if it does. And so, you're not just having 00:41:40.000 --> 00:41:43.000 a, you know, the staff 00:41:43.000 --> 00:41:46.000 decide for themselves that you are a consumer and put you in the 00:41:46.000 --> 00:41:50.000 record whether or not you were prepared for that. 00:41:50.000 --> 00:41:53.000 So all kinds of things can happen. You need to look at your 00:41:53.000 --> 00:41:57.000 data. You need to ask questions in your consumer 00:41:57.000 --> 00:42:00.000 satisfaction surveys that help you 00:42:00.000 --> 00:42:04.000 know how effective your services have been. 00:42:04.000 --> 00:42:07.000 We often think of this as out 00:42:07.000 --> 00:42:11.000 come measurement. So you want to ask your consumers 00:42:11.000 --> 00:42:14.000 , did they accomplish the outcome that they came to you 00:42:14.000 --> 00:42:17.000 for? However you word 00:42:17.000 --> 00:42:20.000 that and however you do it. How 00:42:20.000 --> 00:42:23.000 effective your consumer satisfaction surveys are, there is a lot from 00:42:23.000 --> 00:42:26.000 one of you to the next. And if I -- if consumer 00:42:26.000 --> 00:42:30.000 satisfaction surveys are new and 00:42:30.000 --> 00:42:34.000 you hadn't heard that before, you are required to determine that satisfaction 00:42:34.000 --> 00:42:38.000 . 00:42:38.000 --> 00:42:41.000 The CIL is also required to do 00:42:41.000 --> 00:42:44.000 some collaboration. So you have 00:42:44.000 --> 00:42:49.000 to kind of sort through how that works in your state. 00:42:49.000 --> 00:42:52.000 But you want to make sure that whatever 00:42:52.000 --> 00:42:55.000 you're doing, asking about, gives you useful information so you 00:42:55.000 --> 00:42:58.000 can improve. So 00:42:58.000 --> 00:43:01.000 think about what are the areas where you're the most anxious 00:43:01.000 --> 00:43:04.000 to improve and how can you ask questions of 00:43:04.000 --> 00:43:07.000 the consumers that help you determine if you're making progress on 00:43:07.000 --> 00:43:11.000 that goal? So really look 00:43:11.000 --> 00:43:14.000 at what you ask your consumers. I also suggest don't 00:43:14.000 --> 00:43:17.000 make it too long. I know that there are 00:43:17.000 --> 00:43:20.000 people who want to ask every possible question of 00:43:20.000 --> 00:43:23.000 every consumer. And if you do that, you won't get a good 00:43:23.000 --> 00:43:26.000 return rate. You won't have a meaningful return rate. It's not going to 00:43:26.000 --> 00:43:30.000 be enough to tell you anything. 00:43:30.000 --> 00:43:33.000 And if you keep it shorter, maybe you'll do multiple surveys 00:43:33.000 --> 00:43:36.000 through the year. Keep it shorter. I suggest doing 00:43:36.000 --> 00:43:39.000 a point of 00:43:39.000 --> 00:43:42.000 contact satisfaction survey rather than once a year satisfaction 00:43:42.000 --> 00:43:45.000 survey because all of us have consumers who leave. They're no long 00:43:45.000 --> 00:43:48.000 er around to give you satisfaction information. 00:43:48.000 --> 00:43:51.000 Or you lose track of them because they are very 00:43:51.000 --> 00:43:55.000 mobile in their lifestyle. So you want to make sure that 00:43:55.000 --> 00:43:58.000 you ask them at the time they come in. Give them a 00:43:58.000 --> 00:44:02.000 card, have a drop box. Do a letter. 00:44:02.000 --> 00:44:04.000 But have a system that really gets you input from that consumer 00:44:04.000 --> 00:44:08.000 satisfaction survey. Something you can use. Something 00:44:08.000 --> 00:44:12.000 you can use to measure your own progress. 00:44:12.000 --> 00:44:17.000 Yeah, Sean 00:44:17.000 --> 00:44:20.000 ? Nope. 00:44:20.000 --> 00:44:23.000 >> All good. >> There you are. Well, 00:44:23.000 --> 00:44:27.000 that was mostly what I had in that section 00:44:27.000 --> 00:44:32.000 . So, next slide, I guess. 00:44:32.000 --> 00:44:35.000 >> Great. Thank you. Just a couple 00:44:35.000 --> 00:44:39.000 of things I wanted to kind of wrap up to that 00:44:39.000 --> 00:44:42.000 CIF and ILP section. 00:44:42.000 --> 00:44:45.000 That the -- imagine, the I 00:44:45.000 --> 00:44:48.000 LPs and the CIFs collectively, and we're going to 00:44:48.000 --> 00:44:52.000 get into PPRs next are a good indication 00:44:52.000 --> 00:44:55.000 of your work load. If you think you have 00:44:55.000 --> 00:44:59.000 a hundred open 00:44:59.000 --> 00:45:02.000 ILPs right now, that's an indication of how much 00:45:02.000 --> 00:45:05.000 staffing you need. If it's 200, but it's a hundred and 00:45:05.000 --> 00:45:09.000 you look at your numbers and it's a hundred and turns out to be 200 00:45:09.000 --> 00:45:12.000 , then you're massively overworking your staff 00:45:12.000 --> 00:45:15.000 . If you look at it and it's 100 and turns out 00:45:15.000 --> 00:45:18.000 to be 50, then something's off. 00:45:18.000 --> 00:45:21.000 So that's really critical information you could use. The last thing I want 00:45:21.000 --> 00:45:24.000 ed to bring up and I'll go over this quickly. I 00:45:24.000 --> 00:45:27.000 L is a little unique in the universe, especially if 00:45:27.000 --> 00:45:30.000 you look at things like school districts and 00:45:30.000 --> 00:45:34.000 voc rehab. There are not a lot of requirements 00:45:34.000 --> 00:45:36.000 around the CIFs and the ILPs. I wanted to 00:45:36.000 --> 00:45:40.000 bring a couple to your attention, though. 00:45:40.000 --> 00:45:44.000 That CILs, and I'm reading from a report. CILs must be able 00:45:44.000 --> 00:45:47.000 to demonstrate active internal controls 00:45:47.000 --> 00:45:50.000 necessary to ensure that the CILs are managing the award 00:45:50.000 --> 00:45:53.000 in compliance with federal statutes, regulations and the terms and 00:45:53.000 --> 00:45:56.000 conditions of the awards. That's 45 00:45:56.000 --> 00:45:59.000 CFR, 75 303, 00:45:59.000 --> 00:46:02.000 and the internal controls necessary to 00:46:02.000 --> 00:46:06.000 demonstrate your following rules. It's also a requirement 00:46:06.000 --> 00:46:09.000 that the annual report is 00:46:09.000 --> 00:46:14.000 accurate and that you're maintaining records necessary to 00:46:14.000 --> 00:46:16.000 demonstrate that it's accurate. That's 75 00:46:16.000 --> 00:46:19.000 342 and section 5. 00:46:19.000 --> 00:46:23.000 Every federal report you've submitted, anybody's ever submitted has a box on 00:46:23.000 --> 00:46:29.000 the bottom that says 00:46:29.000 --> 00:46:32.000 I certify these figures are accurate. These 00:46:32.000 --> 00:46:35.000 are legal requirements to get this correct. 00:46:35.000 --> 00:46:39.000 >> OK. PPR thought question. 00:46:39.000 --> 00:46:43.000 Same thing on scale of one to ten, how much does your CIL use 00:46:43.000 --> 00:46:46.000 the requirements of the PPR to help guide and improve agency performance 00:46:46.000 --> 00:46:49.000 ? Yeah, next question, please. And we use it in planning 00:46:49.000 --> 00:46:53.000 . Great. Why are these important? I can't tell you how many 00:46:53.000 --> 00:46:56.000 times in a month or three to six months 00:46:56.000 --> 00:47:00.000 , especially in the last six months where we use 00:47:00.000 --> 00:47:03.000 ACL, use PPRs 00:47:03.000 --> 00:47:06.000 to demonstrate your agency performance. Whether or not it's for things 00:47:06.000 --> 00:47:09.000 like the annual report or it's one off things 00:47:09.000 --> 00:47:13.000 where somebody from an area wants to know which centers in 00:47:13.000 --> 00:47:17.000 the area X are doing the following things 00:47:17.000 --> 00:47:21.000 or what are some of the trends or what are some of 00:47:21.000 --> 00:47:24.000 the? We use them all the time. So they should be accurate. 00:47:24.000 --> 00:47:28.000 It's also a tool for plan 00:47:28.000 --> 00:47:31.000 ning an evaluation of your progress. There are portions of this P 00:47:31.000 --> 00:47:34.000 PR that are required, like three-year plans that 00:47:34.000 --> 00:47:37.000 you can be using to gauge and monitor your practice. 00:47:37.000 --> 00:47:40.000 I'm sure Paula will talk a little bit about doing it 00:47:40.000 --> 00:47:46.000 more often than yearly. 00:47:46.000 --> 00:47:49.000 Highly predictive time 00:47:49.000 --> 00:47:53.000 wise point where you have to sit down and document what you're doing and 00:47:53.000 --> 00:47:56.000 how you're progressive on your goals. You might as well invest on doing 00:47:56.000 --> 00:48:01.000 it well. Because that planning is super critical 00:48:01.000 --> 00:48:05.000 for the long-term development. Next slide, please. 00:48:05.000 --> 00:48:08.000 Some common issues we find, materials just simply copied and 00:48:08.000 --> 00:48:11.000 pasted from the previous year. That doesn't 00:48:11.000 --> 00:48:15.000 do any good, that doesn't do you any good as far as utilize 00:48:15.000 --> 00:48:18.000 ing as a tool for planning and it really doesn't do a good 00:48:18.000 --> 00:48:24.000 job as far as helping us learn what you're doing. Both in terms 00:48:24.000 --> 00:48:28.000 of compliance work that might be needed. But it doesn't help 00:48:28.000 --> 00:48:31.000 us make the case to people like Congress or people asking questions on 00:48:31.000 --> 00:48:34.000 on the great work you're doing. One of 00:48:34.000 --> 00:48:37.000 the things we'll see, there'll be a narrative section and they'll TAUBL 00:48:37.000 --> 00:48:40.000 talk about the great work and effort they're doing in an area like the institution 00:48:40.000 --> 00:48:43.000 alization and then the numbers for that particular area will 00:48:43.000 --> 00:48:46.000 be nothing. There's 00:48:46.000 --> 00:48:50.000 consistently 00:48:50.000 --> 00:48:53.000 not one that the numbers aren't reflected in the narrative or vice versa 00:48:53.000 --> 00:48:56.000 . Which routinely results 00:48:56.000 --> 00:48:59.000 in a staff calling you up, this doesn't make sense, can you 00:48:59.000 --> 00:49:03.000 explain it? And we go, oh, yeah, 00:49:03.000 --> 00:49:06.000 we missed this. We've got to add that. Thank you so much. It's 00:49:06.000 --> 00:49:09.000 our tools to make your case to everybody 00:49:09.000 --> 00:49:12.000 , local, state, national, whatever. 00:49:12.000 --> 00:49:15.000 Please invest in having them be as detailed as they need to 00:49:15.000 --> 00:49:18.000 be. Long-term planning is either 00:49:18.000 --> 00:49:22.000 not being done or not being reported. I went over 00:49:22.000 --> 00:49:25.000 this before, but yeah, it's a requirement. Last second request for 00:49:25.000 --> 00:49:28.000 extensions occasionally for a wide variety 00:49:28.000 --> 00:49:31.000 of reasons. We get it if you have 00:49:31.000 --> 00:49:35.000 a five-staff CIL and there's a major snowstorm 00:49:35.000 --> 00:49:39.000 where computers go out. But you could start doing a PPR for 00:49:39.000 --> 00:49:42.000 this year a week ago. 00:49:42.000 --> 00:49:45.000 I do want to, or two weeks ago, 00:49:45.000 --> 00:49:48.000 a quick informational piece. It's probably all heard 00:49:48.000 --> 00:49:51.000 that ACLR the reported system is going down 00:49:51.000 --> 00:49:55.000 . None of the requirements for reporting from 00:49:55.000 --> 00:49:58.000 ing have changed. All of the same boxes and M 00:49:58.000 --> 00:50:01.000 lines and figures and requirements are the same. We will be send 00:50:01.000 --> 00:50:06.000 ing you information about how to get that to us. 00:50:06.000 --> 00:50:10.000 Nothing in the universe or what 00:50:10.000 --> 00:50:13.000 has required in the PPR has changed. Next slide, 00:50:13.000 --> 00:50:16.000 please. 00:50:16.000 --> 00:50:19.000 >> So begin TRAFT 00:50:19.000 --> 00:50:22.000 drafting your report now if you haven't already. Got that one, right 00:50:22.000 --> 00:50:26.000 ? You want to do 00:50:26.000 --> 00:50:29.000 that as soon as your fiscal year ends, if that means that your staff need to catch 00:50:29.000 --> 00:50:32.000 up on their data entry, you want to make sure you've 00:50:32.000 --> 00:50:35.000 given them time to do that. And actually, if that's an issue, you need to work out 00:50:35.000 --> 00:50:39.000 some solutions for day-to- 00:50:39.000 --> 00:50:43.000 day so they can enter that information for you your overall 00:50:43.000 --> 00:50:46.000 reporting on a regular basis. But you want 00:50:46.000 --> 00:50:50.000 to begin to draft a report as soon as the fiscal year ends 00:50:50.000 --> 00:50:54.000 or sooner. If you find gaps in your 00:50:54.000 --> 00:50:57.000 information, figure it out now so you can do it 00:50:57.000 --> 00:51:01.000 right for this fiscal year. So when you're looking at 00:51:01.000 --> 00:51:04.000 October's data, you've resolved whatever the problem was 00:51:04.000 --> 00:51:09.000 that occurred in last year's data. 00:51:09.000 --> 00:51:14.000 So make sure you have that in 00:51:14.000 --> 00:51:17.000 place. You want to provide a summary and the actual 00:51:17.000 --> 00:51:23.000 report both to your board because the board sometimes 00:51:23.000 --> 00:51:28.000 struggles a little with the content or 00:51:28.000 --> 00:51:30.000 flow. So you may want to do bullet points as a highlight 00:51:30.000 --> 00:51:35.000 . As a cover sheet for your full report. But the 00:51:35.000 --> 00:51:38.000 board, the board's in charge. So the board needs to know 00:51:38.000 --> 00:51:41.000 what you got done. And your program performance report is 00:51:41.000 --> 00:51:45.000 a report on some of that performance. 00:51:45.000 --> 00:51:50.000 A lot of that is related to consumer goals and Britney 00:51:50.000 --> 00:51:52.000 had a good point in the chat. And said training the staff 00:51:52.000 --> 00:51:56.000 on the individual goals and the development of 00:51:56.000 --> 00:51:59.000 an independent living plan is 00:51:59.000 --> 00:52:02.000 really important because you have to have goals that you can say you met 00:52:02.000 --> 00:52:05.000 . Which means, they're measurable. They're 00:52:05.000 --> 00:52:10.000 specific enough you can say yes or no did we meet this goal 00:52:10.000 --> 00:52:13.000 ? It has to be realistic, it has to be time dated 00:52:13.000 --> 00:52:17.000 so it keeps you moving towards that goal. And 00:52:17.000 --> 00:52:22.000 one of the reasons that sometimes you don't close cases is 00:52:22.000 --> 00:52:25.000 you rope too broad of a goal, people drifted away, 00:52:25.000 --> 00:52:28.000 it's not going to happen. The target date was too far out there and 00:52:28.000 --> 00:52:31.000 the person hasn't stuck with you as a center, so as you look at all of 00:52:31.000 --> 00:52:34.000 the different possible reasons why 00:52:34.000 --> 00:52:38.000 people aren't making progress, some of them are related 00:52:38.000 --> 00:52:41.000 to how well you and they developed those goals 00:52:41.000 --> 00:52:45.000 . So make sure the goals are meaningful to the person that it's 00:52:45.000 --> 00:52:48.000 what they're saying they want. But also, that 00:52:48.000 --> 00:52:51.000 they're specific enough that you can tell, 00:52:51.000 --> 00:52:54.000 yes or no, we met it. And your timeframes are 00:52:54.000 --> 00:52:57.000 not too far out in the future so that you can see some 00:52:57.000 --> 00:53:00.000 progress on that. You have two kinds 00:53:00.000 --> 00:53:03.000 of goals. You have the individual goals of the consumer, 00:53:03.000 --> 00:53:07.000 but I know we've mentioned it a couple of times, OOUM going to 00:53:07.000 --> 00:53:10.000 I'm going to mention it, again 00:53:10.000 --> 00:53:13.000 . You are required to have a three-year plan and 00:53:13.000 --> 00:53:17.000 a three-year financial plan, which would be like a long-term 00:53:17.000 --> 00:53:20.000 budget, you know. You're looking at what you believe is going 00:53:20.000 --> 00:53:23.000 to happen over the next few years. And you're going to have that plan 00:53:23.000 --> 00:53:27.000 in place so is that you 00:53:27.000 --> 00:53:30.000 can report on it at the end of the year. If you don't current 00:53:30.000 --> 00:53:33.000 ly have such a plan. And I know some of you don't, I know 00:53:33.000 --> 00:53:36.000 what some of you have been doing is just making up your own goals and 00:53:36.000 --> 00:53:40.000 sticking them in there because you don't have an organized plan. 00:53:40.000 --> 00:53:43.000 If you don't have a plan, you need to step back and say, 00:53:43.000 --> 00:53:46.000 OK, how are we going 00:53:46.000 --> 00:53:49.000 to do strategic planning? It's a little bit of a challenge in a pandemic. What's 00:53:49.000 --> 00:53:53.000 it going to look like? Can we do it by Zoom? Over 00:53:53.000 --> 00:53:56.000 multiple days instead of all in one weekend? Which might be 00:53:56.000 --> 00:54:00.000 how we've done it in the past. Or if you haven't done it, you need 00:54:00.000 --> 00:54:03.000 to. And typically, that involves 00:54:03.000 --> 00:54:06.000 board and staff. Maybe not all at the same time and maybe not 00:54:06.000 --> 00:54:10.000 all with the same tasks, but everybody has input into what that 00:54:10.000 --> 00:54:13.000 plan looks like. So make sure that you have that plan, that 00:54:13.000 --> 00:54:16.000 plan also gives you something to report to your board about, 00:54:16.000 --> 00:54:20.000 right? On a regular basis. 00:54:20.000 --> 00:54:23.000 And I've seen and been very impressed with executive 00:54:23.000 --> 00:54:27.000 directors who make their executive 00:54:27.000 --> 00:54:31.000 director report specifically flow out of that plan. 00:54:31.000 --> 00:54:34.000 So, you know, they do their director report under 00:54:34.000 --> 00:54:38.000 , you know, goal number one from the plan and then report what happened 00:54:38.000 --> 00:54:41.000 in that area. Because it should be a work 00:54:41.000 --> 00:54:44.000 ing plan. A plan shouldn't just be words on paper 00:54:44.000 --> 00:54:47.000 stuck in the back of your bookcase that 00:54:47.000 --> 00:54:50.000 you drag out when it's time to do your PPR. The plan should be 00:54:50.000 --> 00:54:54.000 a working plan that's going all of the time. So you want to make 00:54:54.000 --> 00:54:57.000 sure that you have that in place 00:54:57.000 --> 00:55:00.000 . And then, think about how you can use that information 00:55:00.000 --> 00:55:04.000 . You have good information if you do it right. You have 00:55:04.000 --> 00:55:07.000 good data on how many people you served and what the circumstances 00:55:07.000 --> 00:55:12.000 were around their services. You know some things 00:55:12.000 --> 00:55:15.000 about the accomplishment of goals and what types of goals people 00:55:15.000 --> 00:55:18.000 have. Use that information and think about how 00:55:18.000 --> 00:55:22.000 you can use it to reach out. 00:55:22.000 --> 00:55:25.000 Outreach and resource development both are going to flow from 00:55:25.000 --> 00:55:29.000 having good, solid information. And being able to show 00:55:29.000 --> 00:55:33.000 that you're effective in what you do and what you're 00:55:33.000 --> 00:55:37.000 accomplishing within your mission. 00:55:37.000 --> 00:55:40.000 So other strategies related 00:55:40.000 --> 00:55:45.000 to this issue if anybody has some. 00:55:45.000 --> 00:55:50.000 >> I do think we're almost out of time. 00:55:50.000 --> 00:55:53.000 >> And we're almost done. >> I'm happy 00:55:53.000 --> 00:55:56.000 to, if anyone has any final chat questions or if 00:55:56.000 --> 00:55:59.000 they want anything else we can talk about. 00:55:59.000 --> 00:56:02.000 I just want to thank APRIL, a little bit of 00:56:02.000 --> 00:56:05.000 an understanding of what it takes to put on something like this 00:56:05.000 --> 00:56:11.000 . I can't imagine the hectic 00:56:11.000 --> 00:56:14.000 changing to virtual. But thank you, ACL will 00:56:14.000 --> 00:56:17.000 continue and are interested in continuing these dialogs as we 00:56:17.000 --> 00:56:21.000 said earlier. This is about helping people with disabilities become 00:56:21.000 --> 00:56:24.000 independent. And hopefully, the 00:56:24.000 --> 00:56:27.000 information you heard today from me and especially from Paula 00:56:27.000 --> 00:56:31.000 can help us move that along. 00:56:31.000 --> 00:56:34.000 That is the goal. So Paula, any 00:56:34.000 --> 00:56:37.000 final words? >> Just that it's really good to be working 00:56:37.000 --> 00:56:41.000 with ACL as a partner in this. And I think if you haven't 00:56:41.000 --> 00:56:45.000 all done this before, the comp system, we have links 00:56:45.000 --> 00:56:48.000 to it on our website. That is 00:56:48.000 --> 00:56:51.000 the performance performance compliance 00:56:51.000 --> 00:56:54.000 instrument that is being used. And you can apply 00:56:54.000 --> 00:56:58.000 it yourself. You can challenge yourself to do 00:56:58.000 --> 00:57:01.000 all of the things that show 00:57:01.000 --> 00:57:04.000 you, show your effectiveness well. And that instrument is 00:57:04.000 --> 00:57:07.000 a really good tool for building your own 00:57:07.000 --> 00:57:10.000 competence and thinking about how you would like to meet the requirements 00:57:10.000 --> 00:57:14.000 . So don't hesitate to take a look at it. >> 00:57:14.000 --> 00:57:17.000 We are not hiding the requirements. They are, literally, 00:57:17.000 --> 00:57:20.000 in there in forms and bullets and 00:57:20.000 --> 00:57:23.000 as was said earlier, the requirements 00:57:23.000 --> 00:57:26.000 of all of these different sections was spelled out in areas 00:57:26.000 --> 00:57:30.000 and we're very fortunate to have somebody like Paula who 00:57:30.000 --> 00:57:33.000 could help step you through the steps and don't hesitate to reach out to 00:57:33.000 --> 00:57:37.000 your project officer, as well. 00:57:37.000 --> 00:57:41.000 >> Yes, absolutely. And help 00:57:41.000 --> 00:57:44.000 us spread the word of the good work you're doing with better 00:57:44.000 --> 00:57:47.000 CIFs and ILPs and PPRs. That helps 00:57:47.000 --> 00:57:50.000 us share with the world the work that you're doing. 00:57:50.000 --> 00:57:53.000 >> And I think with that, we're finished. 00:57:53.000 --> 00:57:56.000 >> Yep. >> All right, great, thank you, 00:57:56.000 --> 00:58:00.000 everybody for joining us. If you will just take 00:58:00.000 --> 00:58:02.000 time when you get off today fill out the evaluation. Thank you 00:58:02.000 --> 00:58:05.000 , both. This was great information. >> Thank you. 00:58:05.000 --> 00:58:15.000 Bye-bye. >> Thank you.