Manager Minute-brought to you by the VR Technical Assistance Center for Quality Management

VRTAC-QM Team
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Conversations powered by VR. One Manager at a time. One Minute at a time.

  1. AUG 1

    VRTAC-QM Manager Minute: Finance Without Fear: Kat Martin Breaks Down Budgets, Revenue, and Reality in VR. How to navigate the complexities of VR finance with clarity, confidence, and heart.

    Finance doesn’t have to be scary. In this episode of VRTAC-QM’s Manager Minute, Kat Martin, Finance Director at the Oregon Commission for the Blind, joins Carol Pankow to break down the complexities of government finance in vocational rehabilitation. Kat shares her journey from the private sector into VR, the lessons she’s learned managing federal and state dollars, and the difference between budget authority and actual revenue (spoiler: it’s not as simple as it sounds). From making reports accessible for blind colleagues to explaining why finance people should bepartners—not compliance enforcers—Kat offers practical advice, thoughtful insights, and a healthy dose of humor. Whether you’re new to VR, leading a program, or just finance-curious, this episode delivers the wisdom you didn’t know you needed—plus a little reality check on what it takes to manage complex funding with heart and clarity.   Listen Here   Full Transcript:   {Music}   Kat: It took me a bit to wrap my head around was the difference between budget and revenue. I like the way my executive director describes it to other directors. You have to be paying attention to what's going on with your budget, not because that's the amount of money you have to spend, particularly with federal funding. That is what you have authority to spend. That doesn't mean you have that revenue to spend. If somebody has helped you out, pay it forward, help the next new person out that got their eyes crossed and looking overwhelmed when they're trying to figure out what in the world is re allotment, let alone carryover and maintenance of effort.   Carol: Oh my gosh.   Intro Voice: Manager Minute brought to you by the VRTAC for Quality Management, Conversations powered by VR, one manager at a time, one minute at a time. Here is your host Carol Pankow.   Carol: Well, welcome to the manager minute. Joining me in the studio today is Kat Martin, finance director at the Oregon Commission for the Blind. So, Kat, how are things going in Oregon?   Kat: They're going well. We're getting started on a lovely summer and a new biennium and trying to close out the old ones. So, you know, busy is always in the finance department.   Carol: Yeah, all the things. Nothing like getting the finance director like turnover of a state year and all that. I know you got a lot of things going on. So as the QM grant is winding down, I thought it would be great to hear from a respected VR finance director, someone who's walk the walk. Kat has been a standout voice in her fiscal management community of practice, sharing advice that's grounded, real, and incredibly helpful. So, Kat, let's dig in. So, Kat, can you tell our listeners a bit about your career journey and how did you land in your current role?   Kat: Sure. Thanks, Carol. I worked in the private sector for the first decade or so of my life and realized after about a decade of that that I really needed work that spoke to my heart. And coming from a family of educators, I was a little too late to go back to school and get my teaching credentials at that point in time. But I decided to pursue mission focused organizations that were helping others. So I worked for about six years for a law firm that represented the disabled and injured individuals before the Social Security Administration and the Washington State Department of Labor and Industries. And then I went into public education for about 15 years. About five years ago, I left public education and came to work for the Oregon Commission for the blind. And it was my first role in the world of vocational rehabilitation. So it was a new experience for me. I love a good challenge and it's been that for five years.   Carol: That sounds amazing. I always love to hear how people kind of make their long and winding road into VR, because none of us ever usually get here very directly. So I know when you and I chatted before, you have just some great perspective on any role you take. How do you go about building that solid foundation when you start a new role?   Kat:, You know, I came up through the accounting departments, specifically accounts receivable. So I was working with invoicing and collecting bills, and I experienced a lot of success in those jobs, so much so that I was moved into first supervisory and then management positions and eventually the C-suite role. And when I moved into my first CFO position, I worked with an amazing campus president who talked with me about the fact that my focus up to that point in time as the director of accounting for the organization and my prior professional experience, had been very much compliance focused. And that as her new director of finance, she needed me to be more of a fiscal partner to not only herself, but my peers on the leadership team. So, you know, that took me a little bit to figure out, because when you've been doing it for decades, it's easy to be a compliance goon. It's a little more difficult to figure out what being a finance partner looks like. I recognized that particularly when I was starting a new role like the one I did in VR five years ago. It was really important for me to understand who I needed to form relationships with, what the systems were that I was going to be utilizing to complete my work and to manage those that were completing the day in and day out of the accounting work that we were doing. And then also what were the policies, procedures and standards? So when I start a new job, I like lay out my first 100 days and I create myself a little Venn diagram that is all about those three things where at the intersection of that right in the middle, that's the work that I'm going to be doing for the organization planning, organizing, directing and monitoring their finances and the fiscal health of the organization.   Carol: I love that you have that people, systems and processes. I mean, I think that sweet spot in the middle where all of that intersects is really wonderful. You've talked to me before about this whole compliance goon fiscal partner, and I do like that approach. Can you talk a little more about what that really means to you and kind of how that's played out?   Kat: Yeah, it's really about people and about relationships in a vocational rehabilitation agency. We are helper humans and even fiscal employees, accountants, your travel coordinator, your payroll specialist. They need to be helper humans as well, because it's easy to get all wrapped up in the way we have to transact these certain things or the deadlines that the state lays down. If it's an enterprise wide system that you're using and sometimes lose sight of the fact that the people we are serving are actually the employees who are providing the direct service to the blind Oregonians that we serve at the Oregon Commission for the blind. So I have worked very hard to develop that in myself. And the way I've accomplished that is beginning first with the people I'm going to be serving and whether that's my boss, my peers, my employees, that to report directly to me, my employees that report indirectly to me or those other individuals in the larger organization, like the state's chief financial officer and the state's legislative fiscal office, and maybe the procurement office and the Payroll Services Office to make sure that I know what our place is, but also how we can provide the best possible services within that matrix that we operate in to those eventual end users that we're there to serve so that they don't ever have to worry about, am I going to get paid on time? Is my computer going to be working? Those kind of things I tell my staff when we're doing our jobs exceptionally well, nobody knows what we're doing. And then that allows them to focus on the work that they're doing with our clients.   Carol: How long do you think it takes, really, to get settled, especially coming into VR for a finance person? How long do you feel like you know what, I got this, I feel proficient what I'm doing because I think people have this idea that can come in. I was an accountant here or a CPA, or I've done something else. But you come into this program. How long do you feel it takes you to really get a handle on what's going on.   Kat: A full fiscal cycle in the state of Oregon, we operate on a biennium, so that's a full 24 months. I had been with the agency for two years before. I really felt like, oh, now I'm repeating things and there's a lot of repetition in a finance role, regardless of what role it is, there's a lot of repetition. But what makes it complicated in the VR world, in my state, for instance, is we have state fiscal years that end on June 30th, and then you have your federal fiscal year that ends on September 30th. So right there, those two things are out of sync. And then the VR awards in particular, are the most complicated revenue stream I've ever worked with. Braid those in with the general fund that you have to be on top of, which is truly available to you, and you can sometimes lobby for more. But there's a lot of politics and personalities that you have to deal with when you're trying to obtain more general fund for your agency, and then the limited amount of other funding. So I have been working as a finance director since 2009, and I would have to say that these last five years, it has been the most complicated fiscal management for an organization that I've ever touched upon in my career up to this point in time, because of those complexities between the state and the feds in fiscal years that don't align. And we're on a biennium where, you know, the federal awards are one year, and maybe you can get carryover if you do all the things you got to do to meet the requirements around March to get there.   Carol: And you're confirming what the feds say, because David Steele, who's the unit chief for the fiscal unit at RSA, he often says this is the most federally

    30 min

  2. JUL 1

    VRTAC-QM Manager Minute: Project AccessTECH — State VR Programs: Don’t Miss This Nationwide Tech Training Initiative

    Get ready to be inspired by Project AccessTECH, a bold, nationwide initiative that’s breaking down barriers and reshaping the future of tech employment for people with disabilities. In this episode, Carol Pankow welcomes Dr. Ayse Torres, Associate Professor in the College of Education, and Dr. Javad Hashemi, Professor in the College of Engineering and Computer Science at Florida Atlantic University, into the VRTAC-QM Studio. Powered by Florida Atlantic University and funded by the Disability Innovation Fund, Project AccessTECH delivers hands-on, cutting-edge training in cybersecurity, cloud computing, and 3D printing. Participants gain real-world experience through paid internships with industry leaders like Dell — all through a fully accessible, nationwide program that opens doors to sustainable careers and helps reshape employer perceptions about disability. Whether you're part of a VR agency, a tech employer, or an aspiring participant, Project AccessTECH is redefining what’s possible. Listen today and join the movement!   Check out these informational links: AccessTECHnology Program web site. AccessTECH Introduction Video     Listen Here   Full Transcript:   {Music}   Ayse: By combining tailor training, hands on internship and soft skills development, we could not only help participants thrive, but also redefine how employers view disability in the tech world.   Javad: We bring the element of technology, high tech education and education of people with disabilities in key areas that we believe the nation needs.   Carol: This is a national initiative and participants can join from anywhere. Correct.   Ayse: That is absolutely right.   Carol: Ahh, it's excellent.   Intro Voice: Manager Minute brought to you by the VRTAC for Quality Management, Conversations powered by VR, one manager at a time, one minute at a time. Here is your host Carol Pankow.   Carol: Welcome to the manager minute. I'm excited to have two distinguished guests in the studio today. Doctor Ayse Torres, associate professor in the College of Education and Doctor Javad Hashemi, professor in the College of Engineering and Computer Science at Florida Atlantic University. This cracks me up because Jeff and I talked before we were recording today, and what? We haven't had such two distinguished guests on the show like you all. So glad you're here. So, Ayse, how are things going for you?   Ayse: I'm doing great. Thank you. It's exciting to be here, and I'm really looking forward to talking more about our Project AccessTECH.   Carol: Yeah. Me too. Me too. Javad, how about you? How are things going for you?   Javad: I'm doing well as well. Thank you. And thank you for this opportunity to talk to you about our new initiative, the center. It's very exciting, and there is a lot to discuss.   Carol: Well, it is very exciting. And I had a chance, I was on your website and I was reviewing the video and I'm like, oh my gosh, I got super excited. I think everybody across the country needs to hear about what's going on with your project because it is super important. So for our listeners today, we're going to dive into the Disability Innovation Fund Group F grants and funded through the US Department of Education's Rehabilitation Services Administration. And we're spotlighting a bold national initiative to design and test new strategies that help youth and adults with disabilities successfully transition into competitive, integrated employment. And Florida Atlantic University is one of 27 grantees leading this charge. Their Project AccessTECHnology is already generating attention for its focus on creating pathways into high demand technology fields like cybersecurity, cloud computing, and 3D printing. But I don't want to steal your thunder, so let's hear directly from the team behind this exciting work. So, Ayse, let's start with you. Can you introduce yourself to our listeners and tell us about your role at FAU and with the AccessTECHnology Project?   Ayse: Absolutely. My name is Ayse Torres, and I'm an associate professor in the departments of Cancer Education, Electrical Engineering and Computer Science and Biomedical Engineering at Florida Atlantic University. My background is deeply rooted in vocational rehabilitation, where I help individuals with disabilities transitioning into meaningful careers. I worked in different capacities at the Division of Blind Services and Division of Vocational Rehabilitation in Florida for the past eight years at Florida Atlantic University. I focus on developing evidence based strategies to enhance employment outcomes for people with disabilities. With the AccessTECH Project I serve as the principal investigator. This project is an amazing opportunity to work with incredible partners like Doctor Javad Hashemi, associate Dean of the College of Engineering and Computer Science and Dean from the same college here at Florida Atlantic.   Carol: I just think that is the coolest thing. I could not believe your background when you were telling me you were part of the rehab counseling program to I'm like, what is happening? This is like mind blowing. I think this is an amazing partnership. So Javad, same question over to you. What's your role at the university and how are you involved in the project?   Javad: Thank you for asking the question. My name is Javad Hashemi. My training is in mechanical engineering. I'm a professor of mechanical engineering, but I've done a lot of research, for example in both mechanical engineering and biomedical engineering. I'm also the associate dean of research for the College of Engineering and Computer Science. My role is to coordinate research activities at the college, within the college, and between our college and other colleges. So this AccessTECHnology is an example of the type of initiative that the College of Engineering and the College of Education together have initiated, and this AccessTECHnology program. We bring the element of technology, high tech education and education of people with disabilities in key areas that we believe the nation needs.   Carol: This is so exciting. Ayse, how did the idea for this even come about? Like, how did you two get connected and come up with this awesome project?   Ayse: This is a great question. The idea really came out of our long talks with Doctor Hashemi and our partner, Doctor Tim Tansey, at the University of Wisconsin-Madison. We saw the unmet needs firsthand while working with people with disabilities, and we knew the tech sector is booming. But too often people with disabilities were left out because of several barriers. But these barriers sometimes related to training programs or employers feeling unsure about hiring, well, that's where this collaboration with Doctor Hashemi and the College of Engineering came into play. We ask ourselves, what if we created a program specially designed to bridge these gaps? Well, by combining tailored training, hands on internship and soft skills development, we could not only help participants thrive, but also redefine how employers view disability in the tech world.   Carol: I'm just like in I think this is super cool and I don't know anyone doing anything like this anywhere else. So can you guys walk us through the program? Like what are participants going to experience? From the training tracks to the whole certifications and internships? Lay it all out there.   Ayse: What's happening, of course, AccessTECH is divided into three main phases. First of all, we begin with Tech Prep, which is a program designed to build participants confidence in foundational employment soft skills. Then we move into specialized training tracks. Participants choose one of the three areas based on their interest and career goals. Cybersecurity, cloud computing or computer aided design and 3D printing. These tracks are hands on and immersive, running for 3 to 6 months and ending with a certification that's recognized across the industry. And lastly, participants engage with Paid Internship, which I highlight its paid internship with our industry partners like Dell Technologies. These real world experiences give them the chance to apply their skills, build professional networks, and gain footing in competitive workplaces. Our partners play a huge role here, not just by offering internships, by fostering rich environments that truly welcome different talents.   Carol: So I know you mentioned Dell, who are like your other key partners in this initiative. And are there opportunities for other people to get involved as the project expands?   Ayse: We have been building an incredible network of partners. This includes state vocational rehabilitation agencies across the country, community rehabilitation programs, and employers in the tech industry. Our advisory board also features stakeholders from disability organizations, local leaders and people with disabilities to ensure we are aligning with real community needs. Well, this is a great place to say, Carol, I'm just going to go ahead and say, for those who are interested in getting involved, we are always looking to expand our network. Whether you're an employer who wants to host interns or in agencies seeking resources for our clients, there is a place for you here in AccessTECH. Doctor Hashemi, what do you think?   Javad: I think it's exactly right. We have an advisory board that consists of more than 15 local companies. And all of these companies have committed to support this initiative. They're all very excited. And as we are advancing in the project, we are contacting and recruiting more companies. I think I had an idea to expand this to other states. We're going to pursue some of the venues that Ayse has thought of, and I think this number of companies will expand. The good thing about the program is that it can be done online. For example, the company could be in California, they

    19 min

  3. JUN 2

    New Episode Alert: Order of Selection – A Candid Look Inside Kentucky’s VR Challenges and Solutions

    In this episode of Manager Minute, host Carol Pankow sits down with Cora McNabb, Executive Director of Kentucky Combined, for an honest, in-depth conversation about how her agency is responding to the rising fiscal pressures in vocational rehabilitation. Facing skyrocketing service costs in the wake of the pandemic, McNabb shares how Kentucky made the tough but necessary decision to implement an Order of Selection. She walks through the agency’s strategic approach, including cost containment measures like staffing freezes, policy changes, and clear, consistent communication. Listeners will gain valuable insights into: ·       Using data to drive timely and effective decisions ·       Building transparency and trust through fiscal openness ·       The power of collaborative leadership in times of change ·       Why engaging RSA early and assembling diverse internal teams makes a difference This episode offers practical advice and real-world examples for VR leaders and decision-makers working to maintain service delivery in a rapidly evolving landscape. Tune in and be inspired to lead with clarity, collaboration, and a commitment to sustainability. Listen Here   Full Transcript:   Cora: How quickly things can accelerate, because you can be okay one month and then a lot of case service costs hit in the next month. Oh, you're not looking so good.   Carol: Having that bigger group. Looking at the situation, I think more minds make for better observations about what's happening in perspective. You can't do this by yourself   Cora: moving forward, I think that we're going to have deeper dives into the programmatic and fiscal data at our meetings than what we were having.   {Music} Intro Voice: Manager Minute brought to you by the VRTAC for Quality Management, Conversations powered by VR, one manager at a time, one minute at a time. Here is your host Carol Pankow.   Carol: Joining me in the studio today is Cora McNabb, director of Kentucky Combined. Cora, it's so great to see you. Thanks for being here.   Cora: Thanks for having me.   Carol: Well, so over the last five years, the fiscal landscape for the VR program has been shifting, and the pandemic had led to a slowdown in spending as customer demand decreased. But now things are ramping up again, including inflation. In March, I recorded a podcast featuring RSA in Indiana, combined director Theresa Kolezar on this very topic. CSAVR also highlighted it in a general session, and the VRTAC-QM released a tool to help state VR agencies navigate order of selection. Today, I want to have a real time discussion with Cora about how she and her team are navigating the order of selection process in Kentucky. As one of our more seasoned state directors, she's in the midst of working through these challenges, and I think it's important to hear firsthand what that looks like. So let's dig in. So, Cora, can you tell our listeners a bit about yourself and your journey into VR?   Cora: Sure. I started out in the early 90s in a nonprofit organization. I never finished college. And so about that time, my mom died and I decided to go back to college and finish. And I did a practicum in the nonprofit, and from there on, I was hooked. And it was actually a sheltered workshop at that time. And I started out in vocational evaluation. That was around the time, if you remember, supported employment started to grow. And so I had the privilege of starting that and taking over the oversight of the supported employment program. And I was there for about 14 years, and then we moved from Indiana to Kentucky. And I really didn't even want a job right away. But there was an opportunity to be an administrator for the blind agency. And I took that job. And so 20 years later, here I am and I've been the executive director. This is my sixth year.   Carol: Wow. You have a very similar background to me because I started out in that world too, of sheltered work, and then when supported employment came around, ended up leading actually in our state hospital, one of the programs to get our folks out into the community working in supported employment. It was so crazy. I look back at that and how far we've all come. That's pretty cool. So how big is the VR program in Kentucky? Like how many staff and customers do you serve and what's your budget look like to give people kind of a sense of scope?   Cora: Our budget is probably around 90 million. That includes everything. Last year we served about 40,000, and that would be also including pre-employment transition services in there. And so currently we have about 480 staff, of which around 140 of them are VR counseling staff.   Carol: Wow, you are not a small program. I didn't realize you were quite as big as you are. So how has the fiscal landscape changed for your agency over the last five years.   Cora: Our consumer services has really seen an unprecedented increase in cost after Covid 19. The pandemic and in the last several years since 2021, we have seen increases in all areas, applications, eligibilities, cases, employment outcomes as well as the numbers served. And obviously if you've got increases there, you've got increases in expenditures and you have to take into account how the cost of services have increased. Our applications from 2021 till 2024 increased 95%. Our eligibility is 102% and our expenditures increased 72%. Of course, that also meant our employment outcomes increased as well. So we've increased a lot.   Carol: Holy smokes I haven't heard numbers that big? That is huge. You know, I wonder too. Some people have been telling me that the customers that they're seeing now coming in the door are also different than kind of pre-pandemic that they said, folks that they're serving when they're looking at case characteristics are tending to be more complex. And so in addition to kind of everything going up, the individuals needing service need more things. And so the cost per case has also gone up. Has that been the case for you all?   Cora: Yes. The cost per case has also gone up.   Carol: Interesting. So, you know, during the times of plenty when the message was spend, spend, spend. What kind of strategies did you implement at that time? Because I remember you back then going like, oh my gosh, we gotta, we have to spend all this money.   Cora: Yes we did. We had a lot. We had like a full year of carryover. We increased tuition costs. You know what we paid for tuition. We suspended cost sharing or the financial needs testing. We suspended that we gave raises and we hired additional staff because the demand and, you know, we had long wait times in some of our more urban areas. And so we added additional staff to handle the caseloads.   Carol: Yeah. I remember you saying way back when, I think you had a region where you couldn't get counselors for quite some time. It was way over a year, and you were just dying to get those salary increases to see if you could get folks in. So are you now covered statewide with staff?   Cora: Yes. Since we have implemented the wages and then staff got additional wages as well, you know, annually through the state fiscal year, our turnover went from around 44% to about 2 to 3%. So we have a very stable workforce, which I think also contributed to how many people we were serving in cases that we were seeing.   Carol: So that's pretty amazing. So you can see all the, how the strategies are playing out. You know you are keeping your staff. That's been good. But then all the other pieces that you put into play, like suspending, cost sharing and all of that. What are you finding is happening today?   Cora: Well, we know that agencies rising costs against the estimated expenditures that we have in the available funding has what has pressed us to look at entering order of selection, because we know that at the end of the year, we will have spent more than what we have if we don't.   Carol: So what steps have you been taking to implement the order of selection?   Cora: A lot. We looked at both fiscal and programmatic. We did fiscal forecasting from 2021 through 2024. We looked at four years and we analyzed that data for all areas, referrals for applications. We looked at attrition costs. We looked at the applicants in each priority category by their status. We looked at our assessment cost for that time period. We looked at our attrition cost. We have consulted with our state rehab council. We've held public hearings. We're currently waiting for approval from RSA through the process for the state plan amendment. Through that process, RSA identified that we had duplicative language in our priority categories. For category one and two. We use the word most in both of those categories, but we defined it out by functional capacity. And they had not noticed that before. So they came back and told us we would have to either close one and two, or leave one and two open. And leaving two open is not an option for us. We have to close category two, so we are going to have to close all four categories while we work on addressing the issue with those priority definitions. So that's going to require obviously additional public hearings and a policy and regulatory change. So that has kind of complicated the process for us. But we need to correct that. And we started that process with our state rehab council. On Monday, we had a session where we're beginning to look at those priority categories. We also held training of staff. We've held one training and we have another one scheduled for next week. We've worked collaboratively with our cabinet leadership and the governor's office. They both have been very supportive, developed communication plan. So it's a lot. It's a long process really.   Carol: Well, it is a lot. I was thinking about that kind of the political piece of it because sometimes folks forget, you know, the

    26 min

  4. MAY 1

    VRTAC-QM Manager Minute: Facing the Storm: What’s Keeping VR Leaders Awake at Night

    We’re celebrating a major milestone with the return of our very first guests: Kristen Mackey, Director of Arizona Combined, and Natasha Jerde, Director of Minnesota Blind. As Vocational Rehabilitation leaders navigate rising demands, shifting funding, and major structural change, Kristen and Natasha join us again to reflect on the post-pandemic landscape—and how it’s testing directors like never before. From managing centralized services to sustaining staffing under fiscal strain, they share the real-world challenges that keep them up at night—and the strategies they’re using to adapt. With transparency, persistence, and a mission-first mindset, these leaders dive into: ·       Navigating state and federal priorities ·       Responding to workforce volatility ·       Staying connected to data and purpose Their insights are a must-listen for anyone leading in today’s VR environment. Tune in and be inspired to lead with clarity and resilience.   Listen Here   Full Transcript:   Natasha: Our program income is significantly dropping. The inflation, the cost of services. We've had four and a half and 5.5% salary increases with no additional state appropriations. So all of these things together keep me up every single night.   Kristen: We want job placements, we want employment, we want independence. If somebody's saying increase your job placements, fine, we can do that. It's how do we then take what they're giving us and make it not be a distraction, and we can mold to the thing that they want, but still do it at the base level.   {Music} Intro Voice: Manager Minute brought to you by the VRTAC for Quality Management, Conversations powered by VR, one manager at a time, one minute at a time. Here is your host Carol Pankow.   Carol: Well, welcome to the manager minute. Joining me in the studio today is Kristen Mackey, director of Arizona Combined, and Natasha Jurdi, director of Minnesota Blinds. So how are things going in Minnesota, Natasha?   Natasha: I think the Minnesota word for today is going to be interesting. It's interesting. How about I leave it at that and I'll talk a little bit more as we dive into the questions.   Carol: Awesome. That is interesting. I want to know about that. How about you Kristen? How's it going in Arizona?   Kristen: You know what? I think I might steal Natasha's word. There's so much happening. We're trying to keep managing and keep abreast of all of the changes that come out on the news and everywhere, trying to keep centered and just keep doing what we do to get the work done. It's been a lot of fun.   Carol: Well, I couldn't think of two better people to bring on because this is super exciting. This is actually our 50th episode of The Manager Minute, and I couldn't think of a better way to celebrate the milestone than by bringing back my two incredible guests from episode number one in May four years ago. It's so crazy. And back then I just laughed. We were diving into the world of post-pandemic VR. What's it gonna look like? How are we going to navigate all these changes? You guys were working on things like electronic signatures and how you equipped your staff, you know, to work remotely and all of that. So a lot has changed since those early days, and I'm excited to catch up with you both to see how far that you've all come. So just reflecting back to my time as a director, I remember many a sleepless night and Natasha can attest to that. I remember coming to a meeting like, I don't sleep at night and I keep a pad of paper by my bed. And it was so funny. I heard a director tell me they did the same thing. This was a month or so ago. They were like, you know, I keep this pad of paper by my bed because, you know, we were worried about so many things. There was WIOA implementation back then, and we had a less than stellar monitoring report and a financial picture that was super tough and it just wasn't very pretty. And so I kept that notepad because in the middle of the night was always my best thinking I'd wake up, I'm like, oh, I gotta write this down. And so I can remember in the morning. So I know now, four years later, from talking to you all last on the podcast, the pendulum has certainly swung in a new direction, and I'm really eager to see how things have evolved for the both of you. You know, like what's changed, what's stayed the same, and what lessons have you learned? So let's dive in. So, Natasha, will you kick us off and just give our listeners a little snapshot about yourself and the agency that you lead?   Natasha: Sure. So I have worked at State services for the blind since I was a baby intern 2008. I have been a deaf blind counselor, a supervisor, the director of our policy and program administration, and I became the director in August 2019. Our agency, we have about 140 staff across the state. We have a Voc Rehab program, an older blind program, our Randolph-sheppard program. But we also have a communication center where we do braille audio transcription and have a radio reading service. So we have a little bit of everything at State Services for the blind. We've grown a bit since 2019. Yeah, there's a lot of fun.   Carol: It is a lot of fun. Blind agencies are always near and dear to my heart. And since I came from Minnesota blind, Natasha knows that I just love that whole variety and all of the work. It's so fun. Kristen, how about you give our listeners a little snapshot about yourself and the agency that you lead?   Kristen: Sure. Similar to Natasha, I started as a VR counselor in the field transition. That was my first job in first entrance into VR. I moved into policy manager policy and then became the director of the Arizona Combined Unit in 2016. Arizona is combined and we are also under a safety net agency. All of the VR, IL OIB, BEP is in a division. That division is in a department. So our DSA is really rather large and we are kind of shuffled 3 or 4 deep down. So we have enterprise services, shared services, which makes things a little bit more difficult to manage than it was when I started the job, when we didn't have some of those other items. So it's been a learning lesson and trying to figure out how do we get done what we need to get done with all these people involved now.   Carol: Yeah, your structure makes me nuts. I'm just saying, full disclosure, but having gone on site with you and your team several times, I'm like, what? You have to always explain. We had DIRs and we have this other thing and all these different levels. I'm like, oh my Lord, I just don't even know how you do it. So I know there's been a lot of big changes since we spoke last, so I'm going to kick it to you first. Natasha, what are some of the biggest changes you've seen in your program since we last spoke?   Natasha: I was actually talking to one of my outreach coordinators, Lisa Larges, and she's like, I think you brought some bad juju because the timing when I started and then everything that happened since I started has just been wild. So since we last met, I've experienced a global pandemic, a civil rights movement that essentially started literally down the street and around the corner from our headquarters. A roller coaster ride of funding at both the federal and state level. We went from having too much to now we don't have enough. We have a new federal administration with very different priorities than we have seen before. We have settled into this new hybrid work, which isn't new anymore. It's kind of our new normal. It's just been, I think you name it, it has changed or it's different or it feels different or it looks different. I think the biggest question right now that we're all faced with is, in light of all of these changes and challenges and opportunities, how do we maintain the integrity of the program, continue to provide high quality services that get people into competitive careers and retain the staff that we have worked so hard to get. While these past few years that's been a focus of a lot of our agencies is how do we recruit? And now with everything happening, is all of that recruitment efforts going to go to waste?   Carol: You know what's kind of funny when you talk about that? Because I look back to when I started at SSB, you know, and so in 2013 I become director. You go at the very end of the year, I was the interim and then made permanent in 14. And you just go, okay, I thought I brought bad juju with me to because WIOA went into play and then we had all this wacky stuff going on. We owed all this money for the case management system. So now, you know, just hearing you, it's like, well, maybe it's just the cycle of the program. Like there is no spot in time where everything is ever just copacetic and all smooth sailing. I think it just continues on.   Kristen: I think that I really feel like that's so good to remember because I think you can in this position, you can take a lot of things like, oh my gosh, am I not doing this right? What skills don't I have? How am I not doing this, that or the other. And it just is a constant. Like it just changes constant. And you have to constantly readjust your focus and your priorities and your strategy. And so it's helpful to remember that our environment is constantly changing at state and federal level. And we just have to be able to manage and navigate and not beat ourselves up over it.   Carol: Oh, that's a super good point. Natasha's going to laugh at this, but I'm actually going to hold up so our listeners won't see it. But I still have my Strengths Finder. So we used to always do strengths Finder at SSB. I still have my top five strengths. And staff used to ask me one of them is adaptability. So my fifth strength was adaptability because people would be like, how can you just roll with the flow? Like you need to just tell like Central Office, we're not going to do that thing that they want

    39 min

  5. APR 1

    VRTAC-QM Manager Minute: From Job to Career: How Nebraska VR is Transforming Workforce Advancement

    Nebraska VR is on a mission to elevate careers and empower businesses through its innovative Disability Innovation Fund Career Pathways Advancement Project (CPAP 2.0). In this episode, Carol Pankow sits down with Cathy Callaway, Nebraska VR’s Assistant Director, to discuss how the program helps individuals with disabilities advance in high-demand fields like STEM and skilled trades. With over 130 business partners signed on, the initiative is breaking barriers, fostering workforce development, and proving that growth doesn’t stop at job placement—it’s about career progression. Tune in to hear how Nebraska VR is redefining success through strategic partnerships and a dual-customer approach!   Listen Here   Full Transcript:   Carol: Listeners, we would like to dedicate this podcast to Mary Eunice Neary. As the different CPAP 2.0 director. Mary played a vital role in this work, but was unable to join us for the recording. In her absence, Cathy Callaway, the interim director, stepped in for the discussion. Sadly, Mary has since passed away, but her impact on Nebraska VR will always be remembered.   {Music} Cathy: We look to find those clients that were closed previously in VR and work with them to advance them in their careers, and then in conjunction, we work with businesses to create a business model that we can help businesses work to advance people in their business so that it assists them in their workforce as well. The number of business partners we had a goal in the grant of signing 100, and we're at 130 plus with still a year and a half on the grant to go.   Intro Voice: Manager Minute brought to you by the VRTAC for Quality Management, Conversations powered by VR, one manager at a time, one minute at a time. Here is your host Carol Pankow.   Carol: Well, welcome to the manager minute. Joining me in the studio today is Cathy Callaway, Nebraska VR assistant director and interim director of the DIF CPAP 2.0 project. So, Cathy, how are things going in Nebraska?   Cathy: Cold right now? Other than that? Very well, though. Very well with the grant.   Carol: Excellent. No, it is cold here today, too, in Minnesota. I tell you, we go from 54 degrees down to minus eight. It has been a lot. So for our listeners, three years ago, Nebraska VR received a Disability Innovation Fund grant for the Career Advancement Project, and the Rehab Services Administration funded this initiative and is focused on helping people with disabilities who are eligible for VR services, including those who are previously served and have returned to the program, advance in their careers, and the goal is to help individuals move into high demand, high quality fields like science, technology, engineering and math. Those Stem kind of professions, including computer science, and the initiative also supports entry into career pathways and key industries through programs like pre-apprenticeship, registered apprenticeships and industry recognized apprenticeship programs. And the efforts really designed to help people achieve better jobs with competitive wages, become more financially independent and reduce their reliance on public benefits or state and local support, and promotes independence and full inclusion in their communities. Oh my gosh, that's a bunch. So I know Nebraska has been at this for a bit, so let's dig in and find out what's going on. So Cathy, help our listeners out. Let's start by getting to know you a bit. What's your role and how did you get into VR?   Cathy: That's a long story actually. As you mentioned, I'm currently in the assistant director role. I started when the 1992, amendments to the Rehabilitation Act were implemented. In those amendments, the State Rehabilitation Council was created, and I was hired clear back then to work with the State Rehab Council. And then I just kept working with VR. I actually have a business degree, and I kind of started working in the financial area and really was working in the fiscal area when the push to integrate data and program was kind of a thing. And so I started working on integration of fiscal and program and data and all of that. So I worked very closely in both of those areas and kind of just got to know the program side and the fiscal side and the data side, and moved from then the fiscal arena into the program director for quality assurance for a few years. And after that, just two years ago became the assistant director. So kind of had a little bit of a role in everything.   Carol: Well, excellent. You're a person that takes after me in my heart with having the fiscal program combined. I might have to tap you for some other things about that, because we often talk in our work about combining fiscal with program and data, and there aren't a lot of places that have people who've done all of that. So good to know. Thanks for that fun fact.   Cathy: You're welcome.   Carol: So I hear you had a pretty unique situation in Nebraska that made you the perfect fit to apply for this grant. Can you share a little bit about what that was?   Cathy: Sure. We applied for the grant in 2016 to 2021, and it was our what we call Career Pathways Advancement Project CPAP 1.0, and it focused specifically on promoting, upskilling and backfilling incumbent workers with disabilities. So that project ended in 2021. And at that time then another DIF project was made available. So we applied and expanded that. We are still looking to upskill and advance workers, but we also then included another component that was related to working with businesses directly. So this grant was kind of a add on to the CPAP 1.0. We actually call this one CPAP 2.0. Yeah it's the similar but it expands into working with the businesses as well.   Carol: Well and just for folks, so they know what is CPAP. Can you just tell them...   Cathy: Yes, it's career pathways advancement project.   Carol: Perfect.   Cathy: Advancing clients in those career pathways that you mentioned in those STEM areas.   Carol: Excellent, thank you. I just know VR is notorious for our acronyms. And then some new people are in there like, I don't know what you're talking about. So give us the big picture. What are you really hoping to accomplish with this project?   Cathy: We're hoping to develop a business model under this grant that can be sustainable. And once the grant ends with VR and we look to find those clients that were closed previously in VR and work with them to advance them in their careers. And then in addition to that advancement, whether that's in a new career pathway or in the jobs they're already in, we hope to increase their wages, benefits, maybe their hours, and to help improve their economic self-sufficiency. And then in conjunction, we work with businesses, as I mentioned, to create a business model that we can help businesses work to advance people in their business so that it assists them in their workforce as well.   Carol: I love that you're really living into WIOA, you know, the whole dual customer approach.   Cathy: Yep.   Carol: Now, I know early on when you were introducing this idea to clients, people were thinking you guys were scammers. What was going on with that?   Cathy: They were we started out thinking, well, we'll just call back these clients that we closed and talk to them about advancing. And because of the world today, many of them. Yeah. Thought we were scammers and there's no way somebody's going to pay for my training or me to go back to college and advance. So we really had to kind of refine our outreach efforts. We actually moved to sending them a letter with the name of the counselor that they previously worked with and some more about. Remember when you worked with VR and we assisted you. And so we send out those letters first and provide some information about the grant. And then we follow up about a week after the letter goes out with a phone call from someone. So that's really made a difference. They kind of are like, oh yeah, I worked with VR before, I know who you are. And I remember that counselor. So that's made a difference for us in terms of outreach.   Carol: Well, good. And hopefully your phone isn't showing up as, um, scam possible scam call.   Cathy: Exactly.   Carol: So what have been some of your biggest challenges you faced while getting this project off the ground?   Cathy: Yeah, I would say probably some of the things we wrote into the grant, maybe we would do a little bit different. We had written into the grant that we would like to sign businesses up, I guess, to make referrals to us. And we've had some resistance in terms of the signing of it isn't obligating them to anything, but they kind of some businesses are reluctant to sign anything. And so we've had some resistance that way. Although we've been able to sign over 130 business plans with businesses to offer referrals to the program. So we would probably do that a little bit different. That's been a challenge, I think training. We hired new staff for the grant and then that, of course, learning the VR process and all that goes with it really took a significant amount of time. So we got behind in serving clients and then retaining, of course, with a grant, your staff realize that it's a grant and it will end. And so some staff that worked on the grant have now taken permanent positions with VR. And so we're kind of a work in progress with the keeping the staffing. And then just as I said, building the trust with clients as we reach out to them. And we've adjusted, as I mentioned earlier, but kind of making sure that adjusting our marketing outreach so they realize we're not a scam.   Carol: Well, I know often these projects, you know, you're projecting ahead and you're thinking, okay, I want to do these great things and you create all this in your mind. But typically all of the DIF grants end up evolving in some way a bit from the or

    17 min

  6. MAR 3

    VRTAC-QM Manager Minute: Inside Order of Selection – Insights from RSA and Indiana VR

    Join host Carol Pankow as she dives into the complexities of Order of Selection (OOS) in vocational rehabilitation with two expert guests: Theresa Kolezar, Director of Indiana Combined, and Chris Pope, Director of the State Monitoring and Program Improvement Division at RSA. In this episode, they break down: ·      Why agencies implement OOS due to financial and staffing constraints ·      Key regulatory requirements and compliance considerations ·      Strategies for managing and eventually lifting OOS ·      Indiana VR’s data-driven approach to decision-making and communication ·      RSA’s insights on fiscal forecasting and policy compliance If you're in the VR field, you won’t want to miss this insightful conversation on planning, stakeholder engagement, and using data to overcome challenges.   Listen Here   Full Transcript:   {Music} Chris: As you know, we have 78 VR agencies and only eight of them have a closed priority category, and only one of those eight have all priority categories closed.   Carol: So by going back and saying hey you gotta look at this other side of the house and really analyze what's happening. It will give you the full picture, than what is playing into what's happening over here on the fiscal side of the house.   Theresa: For the majority of folks. They were maybe even having somewhat of a positive impact because we were able to get them processed, get them in sooner. And you know, there's obvious benefits that go along with lower case load sizes.   Intro Voice: Manager Minute brought to you by the VRTAC for Quality Management, Conversations powered by VR, one manager at a time, one minute at a time. Here is your host Carol Pankow.   Carol: Well, welcome to the manager minute. Joining me in the studio today is Theresa Kolezar, director of Indiana Combined. And Chris Pope, director of the State Monitoring and Program Improvement division at the Rehabilitation Services Administration. So, Theresa, how are things going with you in Indiana?   Theresa: Oh, we're doing well. Thanks. So happy to be here.   Carol: Thanks for being here. And, Chris, how are things going for you in D.C.?   Chris: Things are cold in D.C. at the moment, Carol, but we're hanging in there.   Carol: Yeah, not as cold as Minnesota.   Chris: I knew you were going to say that.   Carol: Yeah. I'm like, wow, we're 14 below people. Well, there has been a lot happening with the VR program over the past decade, and we certainly have had our ebbs and flows with funding and staffing. And as of late, the fiscal pendulum has been swinging, VR programs have been experiencing a tightening of the belt, so to speak, and discussions about the order of selection have been ramping up. And so for our listeners, order of selection is a process required under the VR regulations. When a VR agency does not have enough resources, whether it's funding staff or both, to serve all eligible individuals, and it's designed to prioritize services for those with the most significant needs. But over the years, order of selection really has sparked a lot of tension. And for some it's seen as just another layer of government red tape adding to the stigma around bureaucracy. Others argue that it undermines the very spirit of the rehab act by limiting access to services instead of promoting inclusion. Critics point out that it can widen service gaps. It leaves individuals with moderate disabilities without support, even though they still face serious barriers to employment.   And for our counselors, order of selection can bring its own challenges, including the emotional burden of explaining to clients why they can't receive immediate services. And for clients, being placed on a waitlist can feel disheartening and frustrating. And at the same time, agencies are grappling with a harsh reality. There's limited resources. Tough decisions have to be made. So how do we balance fairness, inclusion and the constraints of funding? And that is the question at the heart of today's conversation on order of Selection. So, Theresa, I've been a fan of yours for a long time. I think you bring a really thoughtful approach to almost every difficult situation in VR, and you been around a while, so I definitely want to pick your brain about your thoughts and approach on the topic. And Chris, I'm really count on you to bring the facts from an RSA perspective on what needs to happen with the Order of Selection. So let's dig in. So, Theresa, can you just tell us to start out with a little bit about yourself and your journey into VR?   Theresa: Sure. I probably have the least interesting journey, but maybe the most classic. I went from straight from undergrad to graduate school to get my masters in rehabilitation, got my CRC that same summer, and I entered the rehab field initially with a nonprofit, CRP, before coming to Indiana VR in 2004. So I've been with the VR program for a little over 20 years. Made my journey starting from a VR counselor and now director with, as you can imagine, a lot of other roles along the way. And I think I'm a fairly tenured VR director with almost nine years under my belt in this role.   Carol: Yeah, definitely you would be. Because I remember being told when I left, I had six years, you know, and people were telling me usually the lifespan of a VR director is about five years because the job is tough. So you're definitely one of our longer term folks. So, Chris, how about you? How did you venture into the VR world?   Chris: Thanks, Carol. Well, similar to Theresa, my graduate degree in rehab counseling, I became a CRC and began my career as a VR counselor with the State of New York in the general agency at the time, for about four years. And I've been with RSA now for a lucky 13. Just had my 13th anniversary. And in that time have served in a variety of roles. So, yeah, really happy to be here and now leading the division that's responsible for all of our formula grant.   Carol: Yeah, it's super cool. It's been fun to watch your career, Chris, as  you have grown. I remember one of the very first conferences you presented at, and I believe you were still, you know, more kind of on the staff level. And I thought, who's this guy? You were up there, you just had such a great presence about you. And I'm like, he's going somewhere. And you have, it's come true.   Chris: Thanks, Carol.   Carol: So let's talk about the realities of Order of Selection. It's not something that can be implemented at the snap of a finger. And so I want to start with you. What are those factors via our leaders need to take into account.   Theresa: Yeah. You know it's hard I feel like I sort of came to terms with it because it's it didn't feel so much like something we had to choose or decide upon, but more something we had to do. if your circumstances are such that you don't have the resources to serve everyone. So in Indiana, we enter the order in 2017, and I believe that was the first time in our history, as far as I know, it came after years of trying other things, you know, implementing strategies to improve our capacity, stretch our resources. And just a few examples. Implementing efficiencies, changing to our staffing structure, changing our minimum VRC qualifications to a bachelor's degree, and a whole lot more. And those strategies were definitely focused for us at that time around staffing resources. But there were also some fiscal unknowns or concerns because right around that time, the 15 earmark requirement was also, you know, kind of hitting us. And we were trying to figure out how to shift those resources. So the strategies we did pre they were definitely helpful. They were effective, but we still were left with a deficit. You know, we still had high caseload sizes. It was taking way too long for new referrals to get an intake appointment. Our VRC turnover rate was much higher than is optimal. Ultimately led us to identify that we were not able to provide the full range of ER services to everyone who was eligible, and therefore we needed to enter the Order of Selection.   So we started planning for that probably around nine months prior to. The implementation and when I was making my talking points, there's a lot that you have to do, right, to prepare for Order of selection. So discussion with our internal leadership, our VR council, our stakeholders, our staff conversation with RSA, drafting that state plan amendment, getting that out for public comment. We took a couple extra steps and met with our other workforce partners because we thought, hey, they may get more referrals here. We may want to tell them why and what's going on over here and what this means. And then we of course, you have to develop written procedures, adapt your case management system. And then we also wanted to be really careful with our messaging to applicants. So we drafted some materials that we wanted our intake counselors to share and get that consistent message out there and, of course, training our counselors. So I think the nine month runway was probably a fast track Approach, thinking about all those steps. You want to do it right? You want to be planful. But at the same time, once you identify that this is a need, you usually need it to happen pretty quickly.   Carol: Absolutely. I know for me, when I was a new director in Minnesota, I actually faced this. And Minnesota Blind had not been on an order for many, many, many, many, many, many years. And being a little naive, you know, coming into VR going, we have this situation, you know, I'm thinking this all can happen super fast. It does not. But I found for me, really getting grounded in understanding our data was so important because I see these things all going on. But you had to put all the pieces together, get your fiscal side of the house and what's going on and how you're making expenditu

    39 min

  7. FEB 3

    VRTAC-QM Manager Minute: AI-Powered Solutions: Streamlining Services with MassAbility and Massachusetts Commission for the Blind

    This Manager Minute episode spotlights how the Massachusetts Commission for the Blind and MassAbility are leveraging AI to improve service delivery. Host Carol Pankow discusses innovative AI applications with guests Lola Akinlapa, Nathan Skrocki, and John Oliveira. They explore an AI-assisted intake platform designed to streamline processes, enhance multilingual support, and enable faster access to services. The conversation also highlights AI-powered tools like policy lookup systems and data visualization platforms like Tableau. Emphasizing accessibility and transparency, the episode showcases AI’s potential to alleviate administrative bottlenecks, support staff, and empower consumers while preserving the human touch in service delivery.   Listen Here   Full Transcript:   {Music} John: We were looking for items that might be helpful to our staff. As many of our veteran counselors move on to retirement, it became imperative that we find a way that the newer counselors could find access to information quickly.   Lola: We're not looking to reduce workforce. We're not looking to reduce your day to day operations, right. We're looking to streamline and to make the consumer's journey at MassAbility more accessible to them.   Nate: What we're doing is just enhancing and streamlining the process to better understand and strengthen their policy knowledge, to make their jobs a little bit easier.   Intro Voice: Manager Minute brought to you by the VRTAC for Quality Management, Conversations powered by VR, one manager at a time, one minute at a time. Here is your host Carol Pankow.   Carol: Well, welcome to the manager minute. Today joining me in the studio is Lola Akinlapa, director of strategic initiatives in Massachusetts. Nathan Skrocki, Policy director at the Massachusetts Commission for the blind. And John Oliveira, Commissioner for the Mass Commission for the blind. So how goes it, Lola?   Lola: Oh, everything is good. Thank you for having me, Carol. I think this is a really great forum to kind of spread the word on what we've been doing at the state of Massachusetts.   Carol: Excellent. How about you, Nate? How are you doing today?   Nate: Happy new year. Doing well. Glad to be here. Thank you.   Carol: Excellent. And last but not least, John, how is it? How are things? You got a new role.   John: Everything is great. A very cold day today, but we'll get through it. Uh, it's close to zero wind chill. So very cold day here.   Carol: Ah, it's like you guys are in Minnesota...   John: Yeah, I think so.   Carol:  Joining Jeff and I...   John: I think so.   Carol: Yeah. We were three below today. It was fabulous. Well I'm super excited about our topic. So artificial intelligence, although it's really not a new concept, it's gained significant attention in the recent years and the field of AI research was officially established during a workshop at Dartmouth College in 1956, where researchers optimistically predicted that human level intelligence machines would be achieved within a generation. However, it became clear the challenge was really greater than anticipated. But today, you know, we have AI everywhere seamlessly integrated into our life. You know, we've got Siri and Alexa. I rely on them all the time to your biometric scanning at the airports and the list goes on. And I had the good fortune to find out that Massachusetts is really standing out as a state that has embraced the broad implementation of AI and incorporating it extensively across various aspects of daily life and governance. So I want to dig in and learn some more from you guys. So I'd like to start out because our listeners like to get a little insight into all of you. If you could tell us about yourself and your role. And for our my two friends from the Blind agency a little bit. How you got into VR? And Lola, I'm going to start with you first.   Lola: Thank you, Carol. So a little bit about myself, as you mentioned, Lola Akinlapa, I am Director of Strategic Initiatives at now, formerly what used to be the Mass Rehab Commission and now known as MassAbility. I came into the agency back in 2014. I actually started in research and development, doing a lot of the analytic work. I actually was voluntold, I would say, to assist in a new project that we were implementing. It was a statewide case management system for our different divisions at MassAbility. Through that process, I was able to kind of take a step back to say, well, what do we need at this agency to push us toward the future?   Carol: Yeah, Lola, it is great being voluntold, because that leads to some of the best things when you're working on different things. So, Nate, how about you? How did you land at Mass Commission for the Blind?   Nate: I landed at MCB about eight years ago. At this point. I've been a manager within state government for many years and ended up at MCB. Hopefully this is where I'll be staying for many more years. I really like the mission of MCB and the work that we do as an agency to provide services to residents of Massachusetts.   Carol: Good stuff, good stuff. And John, you've switched roles, so I've known you for a while. But tell our listeners a little bit about yourself.   John: All right. Carol, I've been with the agency for, wow, 37 years.   Carol: Oh my gosh.   John: And started out in services and worked with the senior staff, senior consumers, and was in vocational rehab for a while, worked as director of staff development and training for a while. I headed up the assistive technology program for a while. I was deputy commissioner for something like 12 years, oversaw the programs, and I've been commissioner now for a year and a half.   Carol: Good for you. Well, sure good to see you again. So in the fall, I had the had the chance to attend an AI convening with Tony Wolf, who is the MassAbility Commissioner. And Tony was mentioning she kept talking about all these really cool things happening in Massachusetts. And I just I needed to learn more. So now, Lola, like, how is MassAbility moving in this AI space? And I know you're doing some things that are helping the consumer experience be quicker and easier. What's that look like?   Lola: Oh my God. It's been quite a journey to say the least. At our agency, we as many other agencies identified bottlenecks, identified issues with maybe the bureaucratic side of things where it takes longer to get someone from point A to point B. It was through, actually, our centralized intake unit where we discovered there's area for improvement here. And that area of improvement could be resolved through an assisted intake form. So at MassAbility, we're developing an AI assisted intake platform that's meant to support our staff at MassAbility, who are doing the intakes to allow them to have more leeway on doing what's more important to the work, which is getting our folks to the services they need. Through this intake form, we're actually removing the repetitive task. We're looking at some speech to text technology and then also some guided workflows. And we're also able to get multilingual support. And through the intake, it's meant to guide a lot of our consumers to feel a little bit more empowered to get from I'm stuck here, how do I get services that I need, whether I'm going to work or looking to live or transition into the community, instead of waiting months before someone can speak to you to get you through the process.   In this platform, we're actually able to allow our staff to have more time to be dedicated to more personalized interactions with our clients. So it's been a journey to kind of develop what that roadmap looks like. But we are super excited about this. We actually will be going live early this year through our MassAbility site, through our consumer portal, where it will be housed, and individuals will be able to go in, log in and fill out the form, and the form would guide them through the entire process without human interaction. And for us, I think it's really important to take a step back and really understand the purpose of this. Right. It's not to remove the individual from their work, right. It's to make some processes a little bit more streamlined, but then have our staff, our counselors, our case managers be able to focus on more of the human interaction. It's been quite a journey for us, to say the least.   Carol: So, Lola, are you working on that with your own state IT folk or who kind of is helping you mastermind all this?   Lola: So this is in collaboration with our IT folks at Executive Office of Technology. Also, we're working with a contractor who's been helping us build this platform out. They've been super great. It's been a very collaborative effort across the board. I would even have to throw in Microsoft because there's some work that they're assisting us doing, and it's been a team effort to get it to where it is today. And we're actually very proud of what we've done in such a short period of time.   Carol: Very cool, I like it. I know Lola, you had talked to me too, you were interested in doing something kind of in this data realm because I know data isn't cool always. But you were trying to do some stuff with Tableau and AI. So what does that look like?   Lola: Tableau. For folks that don't know, it's a visual data tool that we've been using at MassAbility for a little bit over four years now. The really cool thing about technology is as the years go on, the tools get better. Tableau was another way that we were using to kind of drive our data decision making at the agency. You know, things that are really core to the MassAbility beliefs in our missions. With Tableau, we're able to have a chatbot, and the chatbot would be utilized something similar like ChatGPT, where you could say, show me how many individuals are getting X services, or show me how many individuals are served in

    32 min

  8. JAN 2

    VRTAC-QM Manager Minute – Fiscal Team Insights-Reflections on Fiscal Challenges and Opportunities in VR

    Join host Carol Pankow in this thought-provoking episode of Manager Minute as she sits down with VR fiscal powerhouses Katie Marchesano, Chris Merritt, Allison Flanagan, and Sarah Clardy. Together, they unpack the pressing fiscal issues shaping the vocational rehabilitation (VR) landscape, including: ·  Navigating fiscal forecasting challenges · Addressing technology gaps · Strengthening collaboration between program and fiscal teams The conversation highlights the vital role of policies, training, and institutional knowledge in sustaining VR programs while anticipating future shifts, such as technological advancements, fiscal constraints, and potential WIOA reauthorization. Don’t miss this episode, packed with actionable insights and expert reflections to keep VR programs thriving!   Listen Here   Full Transcript:   {Music} Katie: I'm really excited for that tool to be shared, and I think it's going to be a really helpful tool for the agencies.   Carol: This job takes constant attention to detail in what is happening. It is always going to be work.   Chris: More people are going to be reaching out asking for fiscal forecasting and understanding how to look at this program in the future.   Allison: One of the things that pops in my mind that might happen over the next three years is reauthorization of WIOA.   Sarah: I think we're going to see some new resources, hopefully in the technology world develop, that will assist our agencies so that their focus can remain on the customers where it belongs.   Intro Voice: Manager Minute brought to you by the VRTAC for Quality Management, Conversations powered by VR, one manager at a time, one minute at a time. Here is your host Carol Pankow.   Carol: Well, welcome to the manager minute. Joining me in the studio today are my colleagues Katie Marchesano, Chris Merritt, Allison Flanagan and Sarah Clardy. So this might be a little bit of calamity for our listeners, but we're going to do it. So how y'all doing today?   Sarah: Great   Chris: Great.   Allison: Good.   Katie: Wonderful.   Carol: Awesome to hear it. Well, we have had quite a journey on the QM for the past four years. The fiscal focus was a new aspect of the grant, and we are so grateful to then Commissioner Mark Schultz for realizing that TA in this area was an essential element to the work. And since we're in this final year of the grant, we wanted to have a chance to visit together, share our insights with the listeners into the whole fiscal picture across the VR program, and discuss our perceptions and perspectives. So buckle up, folks, and we're going to dig in. So I want to start with how you each found your way to VR. And I'm going to start with Chris to talk about your journey into VR.   Chris: Well thanks, Carol. Mine's a little bit different than most people. I did not start in VR. I have a very different background. All fiscal for the most part. But I came to work at a fiscal state unit and learned about VR there. Loved it, loved it, loved it. And then was kind of asked to be part of this Ta team and couldn't say no because it's just an incredible program and it's a little complicated. So being able to help the states understand it better is what brought me to this team.   Carol: Well, not you, and you're being modest now. Tell them about like a little bit more of your background because you have an interesting educational background and all of that.   Chris: Yeah, I do. So I'm an environmental engineer by trade. Worked in that field for a while. Learned that sampling sludge was not a cool thing to be doing. So went to work for a small business that was just starting on Department of Defense World. Loved all the fiscal part of that. Went back to school and got my MBA and have been doing fiscal stuff ever since. So yeah, it's a long road that brought me here, but I'm happy I took it.   Carol: Yeah, we're glad you're here. How about you, Miss Allison?   Allison: Well, it's kind of hard to believe that I have over 30 years in this VR journey, and it actually started out in the field as a VR technician, and I just fell in love with the mission and purpose of VR. So I quickly changed my direction to be a VR counselor, and then that evolved to other promotions and positions throughout the year, where I ended up being director of both Kentucky Blind Agency and then moved to Florida as the General Agency Director. And when the VR TKM opportunity came about, I was ready for a change, especially after being a director through the pandemic and through the implementation of WIOA. I was looking forward to just a new opportunity, new learning areas, so this has been a great jump for me. I've enjoyed it very much.   Carol: Why don't you tell them too about your other gig with NRLI a little bit. We'll make a plug there.   Allison: Yeah. So part of the VRTAC-QM is the National Rehabilitation Leadership Institute through San Diego State University. I have the honor of continuing Fred McFarland's legacy, who began this program about 25 years ago. And it is a program that is building the future leaders in the vocational rehabilitation field. And it's been a joy to see these leaders be promoted throughout their careers. Being stepping up, having an interest at that national level, the issues that are facing VR. So it is definitely a part of my job with QM that I hold near and dear to my heart.   Carol: Yeah, it's good stuff, I love it NRLI of our favorite things to participate in when we get to do training. So Katie, over to you next.   Katie: Well, my journey with VR started when my brother was receiving VR services, and he actually is who inspired me to go and get my bachelor's degree in psychology and work in social services. That led me to Department of Workforce Services, where I spent 13 years in various roles and capacities, which ultimately led me back to VR.   Carol: Awesome sauce. And last but not least, Sarah Clardy.   Sarah: So I started out about 24 years ago out of college. I was working in banking full time and going to school full time, and had an opportunity to come on with a state and Missouri vocational rehabilitation, had an opening for an assistant director of accounting and procurement. They had some systems and processes that were a little out of whack and needed some help with reorganizing pretty much the whole accounting structure. So I came over at that time and started in with Missouri, and then spent 20 years there and got to spend half of that time in the field directly with our field staff and counselors and really take this program to heart, and then had an opportunity four years ago to join the VRTAC-QM. I had said for a long time we needed technical assistance in the fiscal realm for years and years. I was thrilled that Mark Schultz saw the vision and made it happen.   Carol: Good stuff. Well, now we're going to enter the danger zone because I have some questions for you all. Not exactly sure how this is going to go, but we are going to do our best. So y'all jump in when you want. So what has been your biggest realization or aha moment since you started with the QM. And Allison, I'm going to have you kick us off and then other folks can jump in.   Allison: Honestly, Carol, there's been a lot of those aha moments for me over the last, you know, almost three years with the Technical Assistance Center since my experience in VR started in the field and I was a counselor, kind of the program side is where my comfort level is or my knowledge and experience. So when I joined the fiscal team there, definitely there was a lot of those aha moments, mainly a lot of the things that I did not know or did not realize even as a director when I came over. So one of those aha's is the director. Even though I received these beautiful monthly budget reports for my fiscal staff, even though I had a leadership team that we reviewed budgets with, understanding the fiscal requirements in and out, the uniform grant guidance and all the regulations. And, EDGAR, all of that, I think, is critical for any director or their leadership team to have knowledge of. And that was definitely one of my aha moments. And one of those things I go back, wow, if I could go back and be a director, I would be a lot smarter after being on the technical assistance side. And like I said, there's been a lot of those aha moments. I could share tons of them, but a couple other ones that jump out is just that critical need for that program side of the House and the fiscal side of the House, to always be communicating and always making sure they're checking with each other. On whether it's a new implementation, whether it's expenses, contracts, doesn't matter. There needs to be that collaboration happening at that level. And then probably the technology challenges is another one of those constant aha moments in the year that we're in and how reliant we are on technology. I am still amazed that there is not technology out there that will do what VR needs it to do, right off the shelf.   Carol: Amen, sister. You said it all. No, but I'm sure there's people that want to say some more.   Chris: I found it interesting when I came over that not every single, not a single state has it right. I thought that there would be more that are fully knowledgeable and are running with it and doing all the great things they are doing, the great things. They just don't have 100% right.   Carol: You are making me laugh with this because I'm just going to say I have to jump in on that. Sarah and I right away, in the beginning, anytime we had met with RSA we learned something new, we're like, uh, I gotta call back to Minnesota, tell them, because we realized, like, hey, we thought we were sort of doing it right, but we all realized things. We went, uh, yeah, we had a little slight misstep on that.   Katie: I would agree with that. Like, we came fro

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