[nfbwatlk] FW: Director's Update 4/6/09

Tue Apr 7 16:16:52 UTC 2009

FYI.

Mike Mello
Access Technology Specialist
Washington State Department of Services for the Blind

3411 South Alaska Street
Seattle, WA 98118
Direct: 206-721-6492

Toll Free: 800-552-7103

Fax: 206-721-4103

E-Mail: micmello at dsb.wa.gov

> ______________________________________________ 
> From: 	Durand, LouOma (DSB)  
> Sent:	Monday, April 06, 2009 3:08 PM
> To:	All DSB
> Subject:	Director's Update 4/6/09
> Importance:	High
> 
> 
> 
> 
> 
> GREETINGS EVERYONE:
> 
> This email may be redundant for some of you, but I want to get as much information out to people as possible.  
> 
> Thank you, DSB staff, for participating in our first attempt at an all-staff conference call.  I wish we could have all been in the same room at the same time.  For those of you who already had other commitments and couldn't be on the call, I also want to make sure you get the same information.  As you know, Nancy Kim sent out some excellent notes on Thursday and I want to thank her for her keen listening and writing skills and quick action.   I also want to thank Don Alveshere and Marla Oughton for figuring out how to make our conference call happen.
> 
> 
> BUDGET NEWS AND BOTTOM LINE:
> 
> I am grateful for DSB's current fortunate situation in these very difficult times.  I have deep empathy for other agencies, other parts of state government, other state employees, and especially for the education system, because of the extreme challenges they face.
> 
> After analyzing the Senate and House budget proposals, at this point in the process, we are still in the same ballpark that we were with the Governor's budget, which cut us at $137,000.  That means that we are looking at a cut in state dollars of around $140,000, plus or minus about $20,000.  The Senate cut us at about $151,000 and the House cut us at about $126,500.
> 
> So far, the Legislative budgets do not micromanage how we take the cuts, with the exception of a proviso in the House version that we cannot make any cuts to the Deaf-Blind Service Center.  Our FTE cap remains at 75.  The budgets include the authority to spend all of our stimulus money without any penalty to our regular funding.
> 
> Cost of living increases for all state employees are eliminated, and only employees represented by the Union would receive any pay increases.  There will also be some impacts on retirement funds and employee participation in health insurance premiums.  So far, we still have a separate State Rehabilitation Council.
> 
> Cuts to DVR> '> s state dollars are creating a > "> maintenance of effort> ">  issue in Washington, and VR will suffer a penalty in federal funding.  However, DVR has assured us that they will absorb the penalty and this will not impact DSB.  In spite of our cuts, we will be able to match our federal dollars.  One of our goals through this crisis has been to protect our federal funding.
> 
> Now the House and Senate are working on reconciling the two budgets and the current date for a Conference Budget to go to the Governor> '> s office is April 26th.  The ink needs to be dry on the Governor> '> s signature before we can finalize our decisions for next year> '> s spend plan.  But as you know, the economic crisis has created a rapidly evolving environment for decision-makers.
> 
> We have been getting feedback and analyzing the scenarios you are familiar with, based on the Governor> '> s budget cuts.
> 
> OUR VISION:
> 
> In the context of all this, we do have a vision for sustaining and improving services to our DSB customers.  Our vision is an integrated, customer-focused approach to service delivery, where we would continue to offer comprehensive, individualized services to all age groups of blind and visually impaired individuals statewide.  We propose to accomplish this by creating regional cross-functional teams that can be deployed to meet any customer> '> s needs, as effectively and seamlessly as possible.  > 
> 
> As described in my previous emails, we would move our Independent Living services to customers under age 55 inside the agency.  So that staff who formerly served only children and families, would serve adults as well.  We expect this change to provide a better array of services to this population, to improve access to O&M, assistive technology and the OTC, and to improve transition to or from VR.  The older blind population would continue to be served through our contracted providers.  We hope to expand our OTC training to include some IL and Transition customers as well as VR.   
> 
> Every individual customer matters to us.  We know how greatly OTC students have benefited from their experience at the apartments.  We hear from parents and families about what a life-changing difference it makes for them to learn  that their blind child can have a successful and independent future, and to connect with resources and support.  We hear from the Deaf-Blind Service Center about how individuals are empowered to communicate, manage their lives and maintain employment.  We hear how much our IL services matter to older individuals in the community.  We know what a huge impact a summer of work experience can have on a Transition-age youth.  Or, for a young adult to have access to information (including the news) and technology and the opportunity for higher education.  We know what it means for someone to go to work in a competitive job with benefits, or to establish a successful business.  We know how important it is for a person to keep a good job, and health insurance, especially in this environment.  All of this is important.
> 
> We want to preserve our unique expertise in blindness, which means our skilled, professional staff, to serve the blind population of all ages in Washington.  We are a unique resource because we can teach the alternative skills of blindness, provide assistive technology and specialized counseling.  This is what sets us apart from other workforce and social service agencies.  The Governor> '> s office and Legislature have been actively looking for opportunities to eliminate or consolidate programs and agencies.  Our unique, in-house expertise helps to keep us separate.  
> 
> ISSUES AND CHALLENGES
> 
> We want to preserve and further develop the infrastructure of the OTC by providing intensive training to more than just VR customers.  We have heard the feedback about the importance of the residential component and keeping at least a couple of the OTC apartments, and we are trying to work this out.  We are grateful that the Legislature is not micromanaging how we move forward.  At the same time, we know that government promotes the greatest good for the greatest number, so we must be prepared to justify with outcome and cost benefit data what taxpayers are buying.  Stay tuned.
> 
> We want to manage our resources effectively so that no customer ever has to be in an Order of Selection, a circumstance where some > "> less significantly disabled> ">  customers may not even receive any services.  The Governor has been looking at ways to combine programs and agencies to improve efficiencies.  If we are operating as efficiently as possible and avoiding an Order of Selection, this reinforces our agency> '> s autonomy.  We are currently watching our VR case expenditures very closely.  We started this current fiscal year with $195,000 less in our VR spend plan than last year.  We have been spending VR dollars at a higher than historical rate, though this may be tapering off.  The good news is that we have 20 more successful employment outcomes than we did at this same time last year, which is pretty terrific given this economy.  Way to go VR!  However, we will probably end the year with an over-expenditure in VR of at least $200,000.  Because of some carry-over dollars and reserves, we will be okay for this year.  But we need to determine how much funding we will need to sustain VR services into the coming biennium, without going to an order of selection. > 
> 
> We need more rehabilitation teachers and O&M instructors in the field.  And we need a third team leader to help manage the statewide scope of cradle-to-grave services.  Unfortunately, the hiring freeze may continue into the next biennium, so we will have to accomplish our mission and our vision with our existing staff.  Some staff will need to assume some new duties or work in a different location or work with an expanded age range.  This will at least affect the current Child and Family staff and probably some OTC staff.   We are working with the Union on these changes as well.
> 
> Our FTE cap, which is controlled by the budget, is still at 75.  I am very thankful that, so far, we are not being mandated to do lay-offs.   However, we are currently burning our FTEs at about 78.  Historically, we had been running about 5 or 6 vacancies at a time, and we made the decision a while back to convert our reader-drivers to state employees too, anticipating that we would still stay under our cap.  We did include a decision package in our budget proposal for additional FTEs to cover the read-drivers, but that did not move forward.  Also, in the last two years, we became very successful at recruiting and hiring excellent, highly qualified staff.  Then, ironically, the crisis hit when we had only one vacancy.  The Governor has made it clear that we cannot hire above our FTE cap.  So, even if the hiring freeze is lifted, we would not be able to fill back any vacancies or create any new positions until at least 4 positions are vacated (through attrition or however).  This creates some challenges in how we do business, so we will all need to work creatively together.  Every staff person and staff person> '> s job is important.  You each equal important customer service.  You all contribute to our economy and our state> '> s well-being.
> 
> 
> STIMULUS FUNDS
> 
> To make these times even more interesting, we have both the opportunity and the pressure of the Stimulus (S) funds.    We know we need to make wise short term investments that will promote long term gain.  We are learning more about both RSA> '> s and the Governor> '> s expectations, which are not completely the same.  The Governor> '> s focus is clearly on > "> quick attachment to jobs> "> , with a high level of transparency and accountability for how the funds are spent.  The federal approach takes a broader approach to stimulating the economy in general and increasing capacity, while still emphasizing saving and creating jobs.
> 
> DSB staff and managers are working together creatively and rapidly to implement S fund spending in the most appropriate and effective ways possible.  We appreciate all the ideas you have already communicated to us and you will continue to help shape DSB> '> s plans and outcome measures for the S funds.  New projects and approaches also require additional horse power and effort.  You will all be key to the implementation and success of this opportunity.
> 
> There is so much information to share with you about the Stimulus funds, I am going to send you another email soon just on that topic.
> 
> In summary, we have through September of 2011 to spend those dollars.  The VR funds do not require a state match, but the Independent Living funds will still require a 10% state match.  VR will receive about $1.5 million.  The Older Blind Independent Living portion will be around $736,414, and the Independent Living Part B (under age 55) portion will be $43,083.
> 
> 
> TIMING AND PROCESS: NEXT STEPS
> 
> We are still on a fast track for making decisions, but the timing has been somewhat delayed due to ongoing developments.  The deadlines are pretty much the same as indicated on the calendar I sent to you all a couple of weeks ago.
> 
> The Executive Team will continue to assess and analyze the budget and Stimulus requirements, considering all of the ongoing developments and feedback.  Managers will continue to discuss scenarios, impacts and implementation possibilities with staff, the SRC, and stakeholders.  Any of you is welcome to contact any of us directly at any time with ideas or concerns.> 
> 
> Our analysis and information regarding various scenarios, which will address the feedback you have provided, will be shared again with staff, the SRC, the Union and stakeholders by April 13th.  We will be open to continued input throughout this process and up to when we send back to you another > "> best thinking> ">  scenario.  We hope to share this scenario on Thursday the 16th.  The Management Team will focus on this scenario at their meeting on April 20th.  This process will become the basis for the development of our new biennial spend plan, and the corresponding programmatic and organizational changes.  Based on financial restrictions, new opportunities with the Stimulus funds, as well as our intention to move toward integrated service delivery, we will modify our Strategic Plan.  We will also be restructuring our GMAP and updating our VR State plan by the end of April.
> 
> Our Spend Plan for FY 2010 will be developed by the end of May.  Based on this plan, the teams will design many of the details of implementation prior to July 1, 2009, when our updated Strategic Plan becomes effective.
> 
> 
> During all this, we will find a variety of ways to keep you posted.  But, please never hesitate to contact me directly. 
> 
> Thanks,
> Lou Oma
> 
> 
> 
> Lou Oma Durand
> Executive Director 
> Department of Services for the Blind
> 3411 S. Alaska St.
> Seattle, WA 98118
> Voice: (206) 721-6435  
> Toll-Free: 1-800-552-7103
> Fax: (206) 721-4103
> Email: loudurand at dsb.wa.gov
> 
> 