New Developments and A Bounty of Learning Opportunities
Going For-Profit in
a Non-Profit
Congratulations, New
York State Small Business Development Center!
Independent Living Start-Up Management Simulation
Board of Directors
Training Materials in Development
CIL Pathfinder for Services & Programs for
Older Americans
CILs Collaborating with
the Aging Network
Coming
Soon! - Quick Overview of CIL Management
New Developments and A Bounty of Learning Opportunities
Now, in its fourth year, the Rehabilitation Research and Training Center on Independent Living Management (RRTC-ILM) continues to implement Participatory Action Research (PAR) methods to enhance the operation of independent living centers. As a functioning center for independent living, the Western New York Independent Living Project, Inc. (WNYILP) is an independent living practitioner. The challenge is to take our practitioner view and examine it from the perspective of a researcher. Drawing on the expertise of other leaders in independent living and research, the RRTC-ILM recruited collaborators from the University at Buffalo, the Western University for the Health Sciences, the University of Kansas, the New York State Small Business Development Centers and the University of Florida. In the tradition of independent living philosophy, our consumer direction and research guidance came from our steering council members who are CIL directors, a SILC director, an RRTC researcher and the director of an IL foundation.
Resource Developments
Independent living is an ³industry² with over 600 branch offices across the country and its territories. The products and services currently available (and soon to be available) to our customers include:
The COMPENDIUM for Independent Living Management
-a searchable database consisting of over 600 management documents including policies, job descriptions, and I L practices which support CIL operations. (http://www.wnyilp.org/RRTCILM/compendium.html)
-an online national listing of independent living centers that can be searched by city, state, executive director¹s name or CIL name. (http://www.wnyilp.org/database/directory.php)
-three step-by-step examples of small businesses that have been started at CILs and are generating an alternate income stream. Two more examples are in process.
-three models have been researched and documented for replication by centers wishing to establish a youth transition program. This web-based resource is associated with one of our project partners, the Beach Center at the University of Kansas.
-Anticipating the future demand for independent living services and the need to understand the network of resources available to older Americans, we are producing a resource guide for independent living centers. This soon to be released booklet will include information about the national Agency On Aging Network and contains information and resource links that can be used by centers seeking to develop programs for older Americans with disabilities.
The Organizational SnapShot®
-This checklist of organizational components will help centers identify gaps within their agency structure and operation. Starting with examining your center¹s vision and mission statements and working through a structured series of questions, executive directors and board members will assess their CIL¹s strengths and opportunities for growth and development. A valuable strategic planning tool.
Journal of Vocational Rehabilitation Special Issue on Independent Living Management
-Published in April, 2004, this issue features six articles that report on various activities and results of some of the research and training efforts of RRTC-ILM project partners.
And there is still more to come Š
A Bounty of Learning Opportunities
RRTC-ILM has a full schedule of face-to-face, on-line and alternative training programs scheduled for the coming months.
-In March, 2004, twelve executive directors attended the Independent Living Start-Up Management Simulation. These managers were invited to participate in the weeklong training program because they are managers of newly funded independent living centers. The Independent Living Executive Management Simulation is designed for CIL directors with up to three years experience. If you are interested in learning more about either management workshop, contact Ron House at 716-836-0822, ext. 165.
-Every year, we offer the two-day program called Increasing Outreach Effectiveness to Foreign-Born Consumers through Culture Brokering. This program is a must for peer counselors and direct service staff working with consumers from other countries and cultures. Its content is more than culture awareness and sensitivity; the focus is cultural competency. One program is scheduled. Additional trainings are budgeted. Interested CILs and SILCs should contact John Moffat, jmoffat@ilm.wnyilp.org or 716-836-0822, ext. 166.
-Beginning Supervisory Skills Parts 1 & 2 is the first of our on-line training programs this year. The course runs from March 8 - April 23, 2004. Twenty-eight participants are enrolled from centers across the US. If there is additional interest in the Beginning Supervisory Skills Part 1 & 2, a second offering may be scheduled.
-Other on-line courses are scheduled for May, July and September including Delivering Core Services: A Primer for ILC Supervisors.
Watch our web-site (www.RRTCILM.org) and your e-mail for other courses and dates.
The RRTC-ILM developed a series of thirteen videotaped interviews of nationally recognized leaders in grassroots community organizing. Leaders you will recognize like Mike Oxford, Cyndi Jones, Justin Dart and Diane Coleman plus nine others, share their organizing experiences and know how. Selected interviews will be available for viewing through our website. The videos will be ³streamed² in two segments soon. In addition, all videotapes are available for purchase (see the insert called Catalog of Resources 2002-2004).
Computer Tutorials
Three computer-based tutorials are being distributed. The Independent Living Philosophy and History (DVD), is a complete training package suitable for staff, board members, volunteers and community education. Other tutorials include Visit-Ability and Successful Outreach to Foreign-Born Consumers through Culture Brokering. (Please see the insert called Catalog of Resources 2002-2004 for more information on how to request your copy.)
The RRTC-ILM is very grateful to more than 300 centers for independent living for working with us, the 60 executive directors that have volunteered to work on our curriculum committee, and over 600 consumers, CIL staff, board members, and executive directors that have participated in our research studies and contributed to our work. Center directors report that products developed and released by the RRTC-ILM are useful and valuable to them, their staff and their organization. Many of our colleagues agree. If your center has not benefited from these resources, contact us now.
-written by Douglas J. Usiak and John A. Moffat, RRTC-ILM
Going
For-Profit in a Non-Profit
The challenges that centers for independent living (CILs) face in today¹s changing public sector necessitate creativity and new ways to deliver on the mission. CIL executive directors, board members and staff participated in training and development activities to explore starting a for-profit venture within their organization. From a group of nearly thirty forward-looking CILs, two centers have discovered that it is right for them now and two more are starting the process. The challenge to do things that meet the customer¹s needs, not following traditional models, and fulfilling the CIL mission can be a daunting task.
Going for-profit begins with training courses that assist CIL leaders in assessing their motivation and commitment to starting a business within the CIL culture. The training provides information on decision-making and venture planning, focusing on perceived and real obstacles. The training clarifies types of profit enterprises, legal issues, financial resources, feasibility studies, operational issues and self-assessment for success.
Ways to achieve the CIL mission, from non-traditional ventures, are not in short supply. CIL staff and directors have ³small business² concepts to pursue. The assistance offered through this RRTC-ILM project provided business advisors and consultants to mentor these concepts toward implementation.
The first three projects included: a building acquisition, a manufacturing and sales business and a service venture. This second round of projects include: a retail outlet/tourism venture and a re-manufacturing business. These projects represent opportunities for the CIL in their community. However, the businesses require changes within CIL organization and management that are not always attainable.
· Project 1: A real estate deal to purchase the building in which the CIL was the principal tenant, establishing the CIL as a tenant/owner, subletting space
Data indicated that the building would spin off revenues sufficient to significantly reduce the CIL¹s rental costs and lower the CIL¹s operating costs. This project was viewed as a minimal risk with substantial fiscal return, but limited in furthering the CIL mission. Organizational obstacles blocked the project from proceeding. This project underscored the importance of having full leadership buy-in to limit conflicts.
· Project 2: A community-based project to provide computer technical expertise and support in an un-serviced area
The market needs analysis confirmed business viability, but the CIL lacked unique advantages over other providers. Due to the generic concept, this project had greater risk and lowered expectations. The contribution to the mission was perceived as limited, but greater connection occurred as the business concept matured. The launch proved to be a success and attained break-even before projected.
· Project 3: A project, viewed as compatible with the CIL mission focusing on prefabricated access ramp construction that meets ADA standards
This project had limited competition, positive comparable advantages, and an excellent market potential. The project has proven to be very successful with long-term potential, contributing to the CIL mission as well as income.
· Project 4: The first of the second round projects includes more linkage to the CIL mission. Greater background data was confirmed during selection to ensure buy-in. The start of a multi-media communications firm for CIL customer/client issues heads the projects. The project would offer improved information to individuals and organizations in the market segment and represent a highly targeted advertising and subscription source for revenue generating opportunities. Because potential customer and client bases are compatible, a comparative advantage for the CIL will exist, which, assuming adequate market sizes are present for the market area, represent an opportunity for success.
· Project 5: The second project of this round is more community-based. Relying upon a local Chamber market analysis of a distressed downtown redevelopment area, the CIL plans to launch a specialty café to replace a dislocated business. The special selling point for the CIL is that consumers will be able to fill employment opportunities while responding to the documented need. Similar buy-in by CIL leadership will enhance this project¹s viability. But added local support may be necessary to underwrite the start-up period, ideal for a community-based project.
These projects reflect new ways to do business. Changes in CIL operations will make the CIL stronger in the future. These diverse projects are projected to trigger additional innovations by CILs. To broaden the reach of this project, a key outcome that is underway involves a self-analysis workbook. This has the potential to mean significant changes for CILs, as they work over time to explore revenue-generating ideas. The preference of CIL projects to be mission focused as well as straight business-case justified remains very clear.
-written by Jim King, State Director
New York State Small Business Development Center
Congratulations,
New York State Small Business Development Center !
The New York State Small Business Development Center (NYS SBDC) is celebrating its 20th Anniversary.
From its inception in 1984, the New York State Small Business Development Center has grown into a nationally recognized network of twenty-three regional centers and twenty-six satellite offices delivering hands-on counseling and support services to small businesses. NYS SBDC has worked directly with 211,953 businesses.
Over the last three years, the NYS SBDC has been a partner in RRTC-ILM¹s research. James King, Executive Director of the NYS SBDC is the principal investigator of Project 2, Alternative Funding. NYS SBDC staff successfully presented two workshops called, ³Non-Profit Centers Going Entrepreneurial: A Workshop for Independent Living Center Directors.² During this training, executive directors learned about building profit operations and determined if their centers were ready to go in that direction. Three centers have successfully completed the training and mentoring process. Two more centers are about to move forward in building their profit businesses.
We congratulate Jim King and the SBDC staff for supporting entrepreneurs in New York State.
Independent Living
Start-Up Management Simulation
The Independent Living Start-Up Management Simulation was held in Atlanta February 29 to March 5, 2004. Coordinators for the Atlanta simulation were: Patricia Yeager (Executive Director, California Foundation for Independent Living Centers, CA), Carol Bradley (Disability and Management Consultant, CA), and Robert Jeppesen (Executive Director, Central Iowa Center for Independent Living, IA). James Aberson was a guest coordinator and observer from Georgia State University. Twelve participants from through out the United States, Guam and Saipan attended.
Geared toward the management needs of new executive directors, this simulation focused on the program issues that may arise in the first year of a center¹s development. The start-up simulation is based on a systems model that allows participants to experience the early stages of developing a CIL, reinforcing sound management practices as an integral part of not-for-profit management.
-
written By Ronald B. House, Ph.D.
Board
of Directors Training Materials in Development
RRTC-ILM is developing training materials to explore the roles and responsibilities of not-for-profit boards, which will include videotape, CD, and print instructor and participant training materials. These materials are adapted from products developed by the Applied Research and Development Institute, focusing on board members¹ legal duties and responsibilities, the minimum levels of involvement in eight functions of a not-for-profit organization, and the board's role in relation to staff. For further information, contact Ron House at 716-836-0822.
- written by Ronald B. House, Ph.D.
CIL Pathfinder for Services & Programs for Older Americans
Over the past year, the RRTC-ILM and the RERC-Technology for Successful Aging have been collaborating on a three-year project that focuses on independent living and aging. The purpose of this project is to identify and evaluate best practices provided by CILs and to develop training materials to be used by CILs in promoting services for people who are aging into disabilities.
For the purpose of identifying best practices, by November 2003, 255 CILs were surveyed to discover programs and services they offer that specifically target older consumers. 65 CILs returned their surveys for analysis. This information was compiled into a database and is currently being analyzed. Results will be finalized soon. After reviewing the survey responses, we found that most CILs do not offer programs that specifically target the older consumer but customize existing programs to meet the individual consumer¹s needs. Also, we found that when a program was specifically offered to the older consumer, funding, age restrictions or socioeconomic status dictated whether it was available. These early findings told us that we would not be able to identify best practice programs.
We discovered that some CILs developed working relationships with their local Area Agency on Aging, but it was limited. Therefore, we directed our focus on assisting and encouraging centers to develop programs that target older consumers. One objective is to encourage collaborations between CILs and the Area Agencies on Aging. To facilitate this, we are developing a resource guide to be used by CILs. Its working title is The CIL Pathfinder for Services & Programs for Older Americans. The purpose of this guide is to help CILs identify ways to network with the aging agencies and tap into some of the monies that are available for senior programs through the aging network of organizations which includes the Administration on Aging, State Units on Aging and the Area Agency on Aging. The Pathfinder will include but is not limited to the following:
This resource guide will help CILs to navigate through the aging system, to locate announcements for grants, to develop needed services, to find funding sources and to discover possible collaborations in program development with their community Area Agency on Aging. It will help CILs understand how monies are channeled through federal, state, and local levels. CILs will learn where to locate and access the priorities established by the Administration on Aging and how State Units on Aging and Area Agencies on Aging work together to meet those priorities. Once CILs know where to find this information, they can become involved on local and state levels for systems change, program development and service delivery. They will be able to identify areas where they can assist the AAAs¹ older consumers regarding de-institutionalization, assistive technology training and use, self-advocacy and community integration. The AAAs will be able to reciprocate by providing information about aging (i.e. age-related changes, policies, etc.) and by referrals to CIL programs.
From the surveys, we learned that CILs do serve older consumers. And we learned that there is an opportunity for centers to be more visible and recognized in their communities as a resource and service provider as well as a collaborative partner with their local Area Agency on Aging. According to the Administration on Aging (AoA), about one in every eight, or 12.4%, of the population is an older American. In 2000, over two million people celebrated their 65th birthday. Life expectancy for these same individuals has increased an additional 18.1 years. Those individuals over age 85 are believed to increase to 9.6 million by 2030. As life expectancy increases, so does the time living with a disability increase. Over 400,000 grandparents age 65 and over have grandchildren living with them and have primary responsibility for them.¹ Service programs designed to improve the independence and quality of life for this population will be greatly needed.
Why should CILs network with the Aging Network of Organizations? The Area Agencies on Aging (AAAs) will have a tall order to fill with baby boomers aging. There will be an increased demand for services, resources, advocacy, alternative transportation, home modification, training in assistive technology use and more. CILs could provide their services both as a means to additional funding as well as to lessen the service delivery burden on the AAAs. Some AAAs delegate the provision of services to other community service providers such as senior centers, home-health care agencies or other non-profit agencies. CILs could be included in the AAAs list of service providers. CILs have a long tradition of successful programs serving people with disabilities and would be a natural fit into the AAAs¹ network of service providers. Consumer driven, CILs are committed to individual and systems advocacy and to integration and full inclusion into society. This is a new concept for the Aging Network. While traditionally they were professionally driven,² the Aging Network is moving toward consumer choice/consumer driven services. Most frail elderly (the old and old-old) do not have the skills for self-advocacy or knowledge of available resources. CILs could be a major player in providing the training for these skills. Of course, it may be necessary for CILs to make the first move by introducing themselves to the AAAs and identifying areas where they can provide their expertise. From the CIL surveys, we found that those agencies with a collaborative partnership usually found out about each other when attending interagency meetings, serving together on resolving transportation complaints or through introductions (CIL introduced themselves to the AAA). Through collaboration, the CILs and the Area Agencies on Aging can mutually share their expertise and knowledge to better serve their community¹s older citizens.
-written by Linda F. Fraas, OTR/L, MA, ATP, CEAC, Research Support Specialist
Dept. of Rehabilitation Sciences/OT, University at Buffalo and William C. Mann, OTR, PhD, Professor and Chair, Dept. of Occupational Therapy, PI, RERC on Successful Aging, University at Florida and PI, RRTC-ILM Project 3
References
¹Administration on Aging. U.S. Department of Health and
Human Services. A Profile of Older Americans: 2003. Available at: http://www.aoa.gov/prof/Statistics/profile/2003/2003profile.pdf
²National Association of State Units on Aging and the National Council on Aging. (2002, July). Promoting consumer direction in aging services. Available: http://www.consumerdirection.org/docs/02-07-15Nwsltr.pdf
CILs Collaborating with the Aging Network
Representatives from RSA, NIDRR, NCIL, AoA, RRTC-ILM, and RERC-Technology for Successful Aging had the opportunity to meet in December, 2003 in Washington, DC to open a discussion regarding areas of collaboration between the aging network and centers for independent living. While preparing for the meeting, we reviewed the services and programs offered by CILs and Area Agencies on Aging and discovered their similarities and differences. There are several areas where collaboration is possible between the two agencies.
The reaction in the meeting was positive and it was agreed that both agencies working together can represent the needs of the aging and disability community since they face similar obstacles to independent living. Whether the initial steps of collaboration should be initiated on the federal level between AoA, NCIL, NIDRR, and RSA or the local level between the CILs and AAAs is still open for discussion. Kari Benson of AoA stated, ³AoA/CMS-funded Aging and Disability Resource Center Program provides a significant opportunity to promote collaboration and linkage between the aging and disability communities.² 1
What is the Aging and Disability Resource Center Program? ³The Aging and Disability Resource Center Grant Program is part of the President's New Freedom Initiative, which aims at overcoming barriers to community living for people with disabilities of all ages. The program is a joint effort involving HHS' Administration on Aging (AoA) and Centers for Medicare & Medicaid Services (CMS) and provides states with an opportunity to effectively integrate their long-term support resources for consumers into a single coordinated system.² 2
The State Units on Aging converse with their local Area Agencies on Aging to determine what programs and services are needed in their areas to support the older consumer. They develop a plan of action to fulfill the priorities set by the Administration on Aging and meet the needs of their consumers. CILs could be an active participant in the program planning and developing stages as well as program implementation. The big aging wave is rapidly approaching us. Money is tight yet services are needed. Finding new ways to obtain funding for providing services while lowering costs is a challenge, but opportunities are available.
-written by Linda F. Fraas, OTR/L, MA, ATP, CEAC, Research Support Specialist, Dept. of Rehabilitation Sciences/OT, University at Buffalo and William C. Mann, OTR, PhD, Professor and Chair, Dept. of Occupational Therapy, PI, RERC on Successful Aging, University at Florida and PI, RRTC-ILM Project 3
References
¹ http://www.aoa.gov/prof/aging_dis/aging_dis.asp
2US Dept. of Health and Human Services. (2003, September). HHS Awards $9.3 Million To Help States Develop New Aging And Disability Resource Centers. Available: http://www.hhs.gov/news/press/2003pres/20030922a.html
Quick
Overview of CIL Management
New
Addition to the COMPENDIUM of Resources for Independent Living Management
If you are interested in knowing how and where to improve the management of your center for independent living (CIL), you may want to know how other CILs are doing. The COMPENDIUM of Resources for Independent Living Management is a constantly updated helpful tool for this kind of information http://www.wnyilp.org/RRTCILM/compendium.html.
A new addition to the COMPENDIUM will be coming soon. This service is a quick overview of managerial information about CILs with a particular emphasis on total revenue ranges. This information is based on 224 CIL responses to our survey in 2003. This overview will be found linked to the first page of the COMPENDIUM website. All you have to do is choose one of 14 different levels of total revenues. For example, once you click on the $600,000 - $699,999 range, the three-page downloadable file provides you with:
1. Number of CILs in this category (9 CILs);
2. Average Consumers Served (521 consumers);
3. Number of Years Existed (18 years);
4. Organizational Structures (11 full-time staff, 3 part-time staff, 17 volunteer staff, 4 Departments, 1 upper-level management, 2 middle-level management, 1 supervisor, 9 direct service staff, and 3 support staff);
5. Revenue Sources (Federal sources - 78% of 9 CILs acquired funding from the Dept. of Education and 33% from Social Security; State Sources 33% obtained funding from vocational rehabilitation (VR) other than blind (VR), 3% from MR/DD, 11% each from the Dept. of Education and Social Services; Other sources- 100% had fund raising events, 67% from United Way, 56% from private foundations, 33% from membership, 22% from County, and 11% from City/local; Fee for Service 44% from transportation, 33% from State VR Programs, 22% each from CD-PAS, business activity and Medicaid, and 11% each from sign language and endowments);
6. Type of Programs (100% offered community education, 78% each for assistive technology training and consumer directed personal assistance services, 56% for case management, 44% each for transitional services for youth, family support services, business enterprise, sign language interpreting and employment assistance, 33% each for transportation services and mobility training for blind/low vision, 22% each for rehabilitation teaching for the blind, elderly with disability and literacy, and 11% each for rehabilitation counseling, mental health programs and peer run support.); and
7. Staff Positions (100% have Executive Director or CEO, 89% for IL specialist, 67% each for department head, administrative assistance and accountant/bookkeeper, 56% for benefits consultants, 44% for information referral specialists, 33% each for supervisors/managers, secretaries and community outreach coordinator, 22% each for peer counselors, advocates, case manager, employment specialist, drivers and fund raisers/grant writers, and 11% each for architectural consultant, assistive technology instructor, teacher of the blind, community education instructor, deaf services coordinator, intake managers, personal care aides, sanitation/janitorial staff and public relations staff.)
In addition to the information above, in Revenue Sources, you can find minimum and maximum amounts for each funding and in Staff Positions, average number of staff in FTE, and minimum and maximum salary ranges for each position. The best way to find the weakness and strength of your CIL in comparison with similar or better financed CILs is compare your own CIL against the information in this Overview.
When information of all 224 CILs was analyzed to see any patterns, three groups seemed to appear: small, medium and large CILs in terms of amount of revenue: less than $400,000, between $400,000 and $999,999 and $1 million and over, respectively.
The following summary table describes these three sizes of CILs in selected categories.
|
|
Small CILs |
Medium CILs |
Large CILs |
|
Revenue |
Below $400,000 |
$400,000 - $999,999 |
$ 1 million plus |
|
Number of CILs |
93 |
76 |
55 |
|
Average number of Consumers |
452 |
706 |
1759 |
|
Ave. Age of CILs |
12 years |
18 years |
22 years |
|
Ave. number of departments |
2.7 |
3.6 |
5.7 |
|
Ave. number of full-time employees |
5 |
11 |
34 |
|
Ave. number of direct service staff |
4 |
8 |
29 |
|
Ave. number of volunteers |
6 |
14 |
37 |
|
% of CILs with funding from Federal Social Security |
8% of 93 CILs |
22% of 76 CILs |
27% of 55 CILs |
|
% of CILs with funding from State Dept. of Education |
14% |
27% |
29% |
|
% rate of CILs with funding from County Sources |
17% |
27% |
48% |
|
% of CILs with Business Activities |
11% |
21% |
31% |
The pattern of CILs in the table above is self-explanatory. In comparison to smaller CILs, large CILs are more active in seeking funding from various sources and the amount of funding is also larger (not in the table). More detailed analyses for funding sources in relation to sizes of CILs are currently in progress. The results will be announced in the future. This analysis was based on amount of total revenue. The analysis based on ages of CILs will be presented in the Journal of Vocational Rehabilitation (2004). In that analysis, the purpose was to seek a pattern of life cycle of CIL industry. The attempt to understand CIL industry management and to create useful tools for better and productive CILs can be achieved only with each CIL¹s collaboration.
If you have not completed our survey, or if you wish to update your center¹s information, please fill out our Independent Living Organizational Survey on the web at http://www.wnyilp.org/database/survey.php. Or contact Maureen Moffat, Information Dissemination Coordinator, at (716) 836-0822 ext. 168 to enter your data into the COMPENDIUM.
-written by Machiko R. Tomita, Ph.D., PI, Project 1
END