DARRELL JONES: Good morning everyone. We're so excited to have you here in Houston. We will do our best to make the weather cooperative. Houston is a great city. We hope you have an opportunity to experience some of its pleasures. I had a few things that I wanted to share with you to give you a little bit of context and perspective for this training. This project, the New Community Opportunity Center at ILRU is a different project from the IL-NET project that many of you are familiar with, but it is also designed for centers for independent living specifically. But the purpose of the NCO for short project is to focus specifically on youth transition and community alternatives to institutionalization, with an over arching goal to support centers in expanding your capacity. So that's why the topic of this training is so focused on both youth transition and expanding CIL capacity. You know, the timing of this training is very interesting. We had started planning this a year ago actually and the fact that we now have the new legislation, which has created a fifth core service for centers that is to be transition provides an opportunity for us to focus in more closely and to drill down into this topic. Some of you already have youth transition programs. In fact, about 41 percent of you do. Across the nation, we only have a guess as to the actual percentage, but it's probably closer to 60 percent or so that have some degree of youth transition services. We also learned from your registration forms that about 24 percent of you don't have other sources of funding for your youth transition other than your core IL funding. We also found out there were four things that you were most interested in learning something more about based on the kind of challenges and barriers that you've been facing and implementing in youth transition programs. The first is creating and maintaining those relationships with your school districts. In fact, one of you said on your form that it was being taken seriously that was of most concern to you. Secondly was start-up funding that you were most concerned about, how do you get this thing off the ground? What dollars do you make use of that you already have? How do you take a look at what's available in your community to find those resources? The third thing was how to get started and build the program, what are the logistics. Then was the relationships with your vocational rehabilitation agencies. Now that you have authority in statute that youth transition is a core service of your organization, you're going to be in a little bit different playing field, not that this wasn't possible before, but you have a different framework to launch from at this point. I wanted to tell you about this, these on-demand videos that Carol mentioned to you. We didn't have these videos posted before we printed your materials, so this is not in your packet unfortunately. But in April we did this more generic fees for service training in Denver. It was not focused on specific topics like youth transition. It was a more comprehensive approach; but this training is now available to you on demand and it will be a really good supplement to this training because it will give you a broader understanding of some of the logistical components that have to go into switching from grant funding to fee-based funding. The other training that you may want to take a look at on demand on our website is the youth training that we did two years ago that featured three centers. It did not get into such things as fees for service, but it gave more in-depth understanding of some of the options that are available to you as centers for activities, for services, for relationships, partnerships, that can help you build your program. So if you go to ilru.org, you don't have to remember this long url up here, but if you enter fees-for-service in the search window, it will bring up the page where those videos are. For the other one, if you enter the key word youth transition, it will bring up that page. At this point I'd like to introduce you to the person who is going to be facilitating us through our process for the next three days, a friend and a colleague, Judith Holt from the Center for Persons with Disabilities at Utah State University. The Utah folks know Judith back here. Judith will fill you in on more details and she will be our shepherd. So Judith, take it away. JUDITH HOLT: I was doing fine until she got to the shepherd part. I have a visual impairment and some of you may have noticed that I am like, on the older side. So between those two things I usually need help. I am not much for being the shepherd. And I am so glad to hear that the SEC was well represented here at the conference today. Not that we will start football discussions right now. Remember, and this is a little bit hard, we are going into the presentations now, and it is a little hard to remember that not all of these centers started where they are now. They did not start as multi-million dollar enterprises. They started in a different place and they have built up, and I need you to remember that because sometimes it is a little daunting if you are in a small center with limited funding and you hear the big centers that have a lot of resources talk and you think, ah, that would be easy for them. But remember, they all started where you are. And so that is important to put into perspective. Now, I'd like to, without further wandering around, introduce your first set of presenters, so if they could come up, please. We have Dave, whom I've already given a hardtime to, from the Metropolitan CIL, and that's in St. Paul. I won't tell him how long I thought that was the Minnesota CIL, that he just covered the whole state. We also have Amy Beck, who is the Executive Director of Lehigh Valley CIL. And we have Peter Darling from the Granite State CIL where I once lived, but I didn't know him. So they will each have about 15 minutes to tell you about their CILs and I think Amy, you are on first, thank you. AMY BECK: I know at least one person from my CIL if not two are going to come up and help me with clicking. Good morning, I'm so excited to be here. Did anybody drive more than 1,600 miles to be here like I did? So driving from Pennsylvania, tied in with vacation, it's been wonderful. During that time I was driving I hit my 15 year anniversary with Lehigh Valley Center for Independent Living, which you will hear me call LVCIL. Thank you. All right, I am ready. I am going to give you a very brief overview of LVCIL. We are going to tell you more about our youth transition services later on. You do have a fact sheet about us inside your many papers. We were founded in 1990 a few weeks before the signing of the ADA, founded by Operation Overcome and Dr. Carl F. Odner and we're based in Lehigh and Northampton Counties in Pennsylvania. We are about 60 miles north of Philadelphia, about 95 miles west of New York City. The Lehigh Valley area is the third most populous area in Pennsylvania behind Pittsburgh and Philadelphia. In the census data tells us that about 12 percent of our residents are people with an identified disability. Some important things about us, our staffing has more than tripled since 2008 when we were at 11 staff and now I believe we are at 38 since I prepared this over a month ago. Our fiscal year 14-15 budget is a little over $2.3 million representing 17 funders, just a point of interest, we hit the million dollar mark in 2010. It took us 20 years to get to a million dollars of income, but since 2010 now we've more than doubled that. So it's funny how things go. Our active consumer base has grown by 57 percent since transition services began, and just a point, our transition services which began in 2008-2009, they now represent the greatest total number of hours worked in our organization. Our growth has necessitated our relocation to new space, which is four times the size that we've been in, and actually on ADA day, July 26th, we did our phase one move into our new building and we're waiting for the second floor to be complete to reunite all of our staff. A little bit about our consumers: Interesting, if I had been here five years ago I would have told you that the average age of our consumers was 56-57 years old. Our average age has gone down to 39.9 years old. And in the ages of consumers 17 to 29, that now represents 37 percent of those we serve. That was just a minuscule number prior to 2009. Regarding income, and I'm curious if this is true for many of you, but 80 percent of our consumers earn less than $20,000 a year. And oftentimes that is a family. And 18 percent of our consumers have less than $5,000 income a year. Some of that could possibly be skewed because of young adults who have a little bit of income living in a family circumstance, but we do a lot of housing work with individuals who are extremely poor. Our gender, it used to be that we were two thirds of the consumers we served were female. No more. Young adults have changed that. We're actually 50/50 male versus female consumers. And marital status, 66 percent of those we serve are single. Disability types, 35 percent of people we serve list primarily, whatever the consumer tell us is their primary disability is what we track. Some tell us 4 or 5 disabilities. Physical, about 35 percent of our consumers, about 23 percent tell us about a psychiatric disability, and about 16 percent cognitive disability. That 16 percent is significant because that includes people who have autism. Veterans, interesting, that has been changing, too. We're now 12.4 percent of our consumers are veterans. A few years ago that was only 3 or 4 percent. Race and ethnicity, 16 percent of our consumers identified themselves of Latino or Hispanic heritage. A separate category from race. In race, 73 percent of the consumers we serve identified themselves as white. 15 percent black or African American, 10 percent other, multiracial or unknown. And 1 percent American Indian or Alaskan native, less than 1 percent currently are Asian Americans. Then a little bit about our staff and board, and this is a fairly recent evolution thanks to reorganization and strategic planning we've been engaged in over the last year, largely driven by our growth because of transition services. Our Board of Directors is comprised of 13 to 18 people. Kind of wild having a range, but we found 18 to be very large to manage for meetings. We've typically been around 13 or 14. 37 or 38 staff I believe is correct now. And our structure on the Executive Director, I'm now also a voting member of the board. Our board recently changed our bylaws to allow the Executive Director a vote after several years of service. So I'm kind of thinking though that really they should give the Executive Director a vote right away if they're going to do it. So in restructuring when we start our transition services, we had me and an assistant director and then everyone else were direct service staff or administrative staff. That has changed as we've grown. We now have four directors immediately below me. Our director of development, director of employment services, director of finance and director of transition. Two program managers also report to me. They manage our housing and veterans services and also our sign language interpreter referral service (that is SLIRS) and our waiver services. Then we have secondary leaders. What we found was we needed more people who could step up. Right now, for example, a lot of our top leaders are here. So we know, we feel very comfortable that we have some secondary leaders that can step up and know the rules. We have administrative, fiscal and clerical. We have five staff in those roles, several of them part time. And what we've learned in there is that cross training among those folks is imperative that people know how to get back up to other departments. So we have, I believe that's now 22 nonmanagerial direct service staff and two seasonal summer program staff. I wanted to share that since I prepared this, we did adopt a revised mission and vision which we spent a lot of time on and did a branding activity which has been very exciting. Our mission currently is LVCIL empowers people with all types of disabilities to achieve independence in an inclusive community. Our external vision is a world free of barriers where people with all types of disabilities live their dreams and I'm sure all of you can relate to wanting to have that for your vision, or something. I know all your visions relate to that. A little bit about our core services, about our programs. Of course we provide the core services, we always call that the heart of LVCIL. We provide housing, counseling and homelessness prevention. We fund that through Community Development Block Grants. That's CDBG and a few other small grants. We have supportive services for veterans families. That is a program with the Veterans Administration. We operate a 24 hour a day, 7 day a week sign language interpreter referral service that's what I was calling SLIRs. That was our first fee-for-service venture. If you see that I wrote FFS there, that is telling you it was a fee-for-service venture. And we're also involved in waiver support coordination. Under our transition services, which we started off naming them S2L, for School To Life, it's our text friendly acronym for School To Life. You'll be hearing a lot more about these. As you see that list, we have the S2L group that has that FFS, that is a fee for service. Did not start off that way, but, as we've evolved, our Real World Lehigh Valley, you will hear a lot more about these, our road to graduation, leadership in schools project our transition advocacy project, you'll also hear us talk a lot about our career path employment services which dovetails so nicely with our office of vocational rehabilitation. Our LIFE school-based services, we'll be telling you about those. We're here with our colleagues and partners from Pennsylvania OVR and the schools. All of our programs are listed on that fact sheet. I'm just going to mention a couple other ones, as I'm sure many of you do, ADA information and technical assistance, we do ADA site surveys. We have a community accessibility program which is a five year grant to increase accessibility in outdoor and entertainment venues. We have a project right now called cross disability efforts where Pennsylvania Developmental Disabilities Council has asked us to bring people together in forums to talk about some of those bugaboos relating to disabilities. What do we think about different topics that are uncomfortable. Are we people with disabilities? Is it okay to say you're autistic, all of those kind of things that language and terms and concepts. So that's a very interesting area for some systems change. We also are working, we do disability sensitivity education, both for children and for adults. And we just are starting out doing some work with our local Transit Authority. I know you all have perfect transit authorities where you live. But we would like to make things a little better and after working for many years at this and we had a very large complaint, 116 collective complaints that we filed to Penn DOT and to the FTA a few years back and we realized one way to make things better with our transit office is to become the recipient of official complaints and it took some convincing with them to allow us, we're going to start to receive the complaints because I don't know, but I've been going to those transit authority board meetings for years. I don't really think the complaints are referred to their board, but we will be reporting the complaints. They seem to get lost. So we're excited about that. That is going to be fee-for-service project and also we've been doing more consultation and training. And I believe you have my contact information. I do have business cards available as well as I know we're in your materials. And I don't think I'm supposed to take questions now, but thank you. PETER DARLING: Hi, I'm Peter Darling and I'm from Granite State Independent Living and for those of you who don't know what Granite State means, that's New Hampshire is the Granite State. Where else could you be proud to be a rock? Just came to me. I'm going to digress for a moment just because I'm adjusting to the sound to be honest with you and hearing my own voice. But my wife said, so you're going to Texas? For what ends up being five days and you're going to talk about this program that I know you really have a passion on. Five days? And I said, yeah, yeah. She said you really have that much to say? And I said, well, yeah. She said what's, what is this? I said, so I pulled it out and I said it's expanding CIL capacity and I just want to stop for a minute and say what does that mean? And to be honest, I hadn't thought about that in the way that perhaps I need to, and I want you to very definitely. Everything you hear today I hope, and the next two days, I hope we can frame for you in ways that help you understand what capacity building is. Because capacity building is all about development and growth. I think Judith said it well when she said not everybody is the same size, but everybody probably started at about the same spot. So I will try to highlight as I talk about things and say, ha, capacity. I call capacity opportunity. So we'll go forth from there. Sorry for the digression. Granite State Independent Living was founded in 1980. So we're now 34 years old. I think one of the things as I had to think about it is the cornerstone of I think what probably all of us stand for in terms of our philosophy, certainly our mission and our services, our advocacy, information and all that that can be and convey, support. Again, what is support. Wow. It's huge. And education. As I've talked to some of you, and as I'm certainly aware, we are somewhat unique I believe in that Granite State Independent Living is the only CIL in New Hampshire. We have four grants of various sizes. Make no sense our largest county has $34,000. And so, but we chose early on in our development to remain as one center rather than breaking it up to serve the state, compared to almost everyone else in the room, we are a very small state even though east to west in two or two and a half hours. You can go north to south in probably three and a half hours. We are much smaller. Our population is also smaller, about a million three. So we are the only one. As I thought about how do I describe Granite State Independent Living, I thought for a moment and said, we've got 18 programs. I don't want to overwhelm and confuse you with those, but I started to think about how we characterize ourselves. And about a year and a half ago, we were updating our website. You know how you're always trying to inform, and be clear, be concise about who you are, those who are searching to find what they need, how quickly and how relevantly can they attain that from your website. And one of the things we internally determined is we needed some hooks. You can't put 18 programs out there. People just can't absorb that. So we just said what do we really, if we're going to take these programs, is there a shorter way to sort of explain those? So we came up with home care, community-based support, and employment services. So on our home page you would see those three and you drill down through each of those to find out more. We have lots and lots of community partners. Certainly assisting us in all the work that we do to help people maintain their independence. During our 34 years, the one thing that has remained a constant is our commitment to the principle of personal choice and direction. Again, a place that when I submitted this I hadn't gone to but I feel I want to because again I want to talk about the capacity. I think again we're all unique and some of that uniqueness helps explain some of the things we've been able to do. Ten years ago I worked for a nonprofit in New Hampshire that was focused on employment. I was approached one day and I was offered a lunch by the CIL's Executive Director. Immediately before we even ordered, he said, Peter, I'm going to get right to it. I've been doing this for a long time. We provide excellent services. We're very meaningful to folks across the state, however, as much as we can and do do for individuals to be truly independent, they can never realize that without more economic independence. And to get closer to that, not that we weren't good partners with our vocational rehabilitation and other employment services, but to get closer to it, we are going to develop our own services. We are either going to do that on our own or I'm going to offer you the opportunity to join us. For a variety of reasons it made all kinds of sense and hopefully either at a break tonight or maybe during some other information sessions I'll tell you why there is some Synergy in doing that. So initially we had three operational areas within GSIL. They would have been community living, employment and long term support. Two years ago we decided to join the employment services with the community living to actually be more effective and efficient in our service delivery. And, again, we can talk about this for a long time, but what it really is from an employment perspective, 50 percent of the people that we place every year, we're almost not doing them a favor. The other issues in their lives may be so significant that getting them into a 10 or 12-dollar job just stresses them to the max. Bringing the kinds of services that most of CILs have to bear is so incredibly helpful and supportive that we wanted to not just offer those services, but to make staff much more, not just aware, but utilizing them as we moved forward. So we now have two units and it should say community economic development is what I administer and another program, group of programs called long-term support. So what is community economic development today? Well, it's divided into programs that are community-based, that's disability services and support, we call it service coordination. Does anybody else call it service coordination? Is that a universal? Yeah, you know what I'm saying. Okay. Disability rights and advocacy, home access modification, which is my personal favorite. There is nothing like building a ramp and watching somebody smile as they get out of their house alone for the first time. Information and referral and transportation services. We're fortunate to have some transportation services, but I would not brag about it. It is low and as I looked to Dave, I said you don't even have it? No. I believe that's the last frontier. After we get really good at transition, we'll figure out what we're going to do with transportation. Employment services, we have job placement services. That's the work that we do with our vocational rehabilitation services. We are an EN, that means we work in the Ticket to Work. I want to stop for a second and say this was capacity building. This was opportunity. We're already doing it with a number of other programs. The work we do with anyone is the same work I would do for myself with my wife, with my son, my daughter, any of you, employment preparation is the same. The intensity and where you need to focus certainly could be different. So that's the capacity that if you have employment services, you've got to always be thinking, what are the skills, experience and expertise that you have within that to how might you apply it differently, some a small way to begin with, but grow with it. We also have the state's WIPAA program. You know what WIPAA is? Work incentives, okay. We run a couple of programs for individuals with developmental disabilities and again, what we are here to talk about is our student transition services. We have a program called earn and learn which you will learn a lot about. We are also part of the Department of Ed federal grant within the state to work and improve transition services across the state. That's a five-year grant and we'll be working in a number of different high schools, helping them develop their skills. Our home care services, again, I won't read all of these to you. It's what some of you operate, but we used, everything we did was consumer-directed for almost 25 years. Then suddenly we just said not everybody chooses that, yet we don't offer it. So now we do have agency directed. There are individuals as we look out there, seniors are not necessarily going to describe themselves as disabled, but they need the same services, so, again, it's a capacity thing. There is the same need there. So we are helping to address it. Specifically we have seven offices located around the state. The smallest one is a room in another nonprofit. The largest is obviously big enough to hold I think up to 50 people. We have currently 97 employees, 80 full time and 17 part time and 820 personal care attendants. Our current budget is just short of 17 million. Funding sources, there was no good or easy way to break this down for you. So what I tried to do is maybe categorize things in a way that at least you were familiar with it. As you can see, we are so heavily Medicaid funded. I will tell you just administratively that's never a good thing. No one ever should have that many eggs in one basket, but we do. Our Part C and Part B, other things that we have here, earn and learn, our work with VR. My department is really only 12 or 13 percent of this budget. And almost all of it is fee-for-service. And here we are with contact information. One thing I didn't put on this sheet, I want to give you my direct phone number. If you've got that one, you would go to a reception desk, I would love to give you my direct number. Not they'll sit there and wait for it, but because I think then you'll know you got me and I'll be able to get back to you. It's (603) 410-6591. And, again, it will be a successful four days here if I get at least two phone calls. So thank you for the opportunity and look forward to talking to you. DAVE HANCOX: Peter made a comment when he started talking about capacity building because that's what we're here for is capacity building is to learn from each other. So I wanted to add, because Peter talked about capacity building being about development and growth. And I'd like, if I may, to expand on that list just briefly because I also think that while it is about those two things, it's also about networking, partnerships and collaboration. And that's really what we're here this week, in additon to what Peter said, that's what we're here this week to do is to create new networks through the partnerships that Judith talked about earlier. And by the way, Judith's comments to me about being able to talk for hours is very true. It really is. The joke among my co-workers back at the Metro Center for Independent Living in St. Paul is that if you ask Dave the time, he'll tell you how to build a watch. So if any of you choose to seek me out during the next few days for conversation or additional comments or to network a little bit, just be aware of that. It could come true. And one of the reasons why I say that it's about networking, it's about partnerships, it's about collaborations as my grandmother once told me you know, Dave, we're all in this alone together. And I really encourage you to, you know as we looked around and Darrell was having all the tables introduce themselves, and where you are from and all that. Mix it up while you're here. Don't sit with your co-workers while you're here. Mix it up. Sit with people from other states. Get outside your comfort zone a little bit. That's how you're really going to walk away from here at the end of the week going, boy, this experience really brought a change and I'm going to take that change back to my center and it's really going to make a difference. So I encourage you to do that. Just think about it. The other thing I wanted to just real briefly say, because I'm very, very proud of this. I've been the Executive Director at the Metro center for 17.5 years. Prior to that I was on the board for six years and prior to that I had the privilege of working for the World Institute on Disability reporting directly and working directly with Ed Roberts. And the Metro Center for Independent Living was incorporated in 1981 as a 501(c)(3) which I know many of your organizations are 501(c)(3)'s as well and like many of your organizations, many of you probably rent space or lease space where you live and provide your services, and we did, too, for the first 33 years of our existence. And just in the last six months we purchased, renovated and moved into our own new home. Go to our website. You'll see pictures of our new home there. I'm very proud of it. So I start with that and now I'll move on. I just wanted to give you a quick look at our organizational chart, just to give you an idea of how we organize services at the Metro Center for Independent Living. See at the top the Board of Directors, the executive committee, the Executive Director, myself, kind of off to the side is our business manager, reporting to her is our receptionist, technical or IT support, payroll specialist. Below that reporting directly to me is our management team, or as I sometimes call them my vision team because at MCIL, I really, really rely on my management team for information assistance in decision-making, taking the organization in the direction, once the Board of Directors sets the long-range plan, it becomes our job to operationallize that. So I really, really value the input and contributions from my management team. And if you are ever to meet them you would find that they are an eclectic group of incredibly dynamic personalities. I kind of need that around me just to kind of keep up. But one of the values of that is when you think about a really dynamic group like that you can sometimes get a little bit of friction. You know, because you've got all these incredibly expressive personalities and strong personalities, but out of this can oftentimes come a lot of sparks of creativity and ingenuity and energy and so it's really very, very valuable. Below our management team, and as we have our groups broken up, we have our PCA group manager, our IL systems, we have our DLL manager, our NHR program, nursing home relocation program. Our independent living vocational rehabilitation services collaboration. Now, my colleague who is here with me from Minnesota, you'll hear her describe it as the VR IL collaboration, but it's appropriately called the IL VR collaboration. Don't let her fool you with that, okay. And then our ADA program as well. You see our breakdown. Just to give you a sense of the size of our organization and how our funding is broken out, we're about a $4.5 million a year operation last year, which this data is drawn from. Our current year which will be ending at the end of September next month will bring us up to about 5.2 million. So we're growing. But you can see here our, the breakdown of our Part C funds is about 138,544 from the Feds, our state government funds that are again earmarked specifically for IL core services is about $345,901. Now, that's about 10 percent of our general operating budget of our general revenues. The remainder, about 87 percent is money that we identify as fee-for-service. Okay? It's not money that's directly allocated to us by any legislative body. As I mentioned a moment ago, the IL VR collaboration, that is a fee-for-service contract, and we identify it as such because it's money that is performance-based. We have to earn those dollars. It's not a sole source contract. At the end of any given year when we sit down to redo our contract, we have to demonstrate that we've earned those dollars. They are all performance-based, and you'll hear me talk about a couple of others. We don't do much local government funding. We don't do much foundation, corporation or trust grants. When I first became Executive Director 17 years ago, and this was a choice. It's not a choice that everybody has to make. It's a choice that we made was to pursue a fee-for-service base for our funding rather than foundations or grantsmanship and it's a choice. In some of your communities, grantsmanship or pursuing those relationships with foundations might work really, really well and we have a very strong foundation community in Minnesota. I'm not a developer. I'm not a fund developer. I don't do events. You know, I do program development. And then I take that program out and I sell it to a funder. That's, and that was a choice that we made at my center, a conscious choice, was to pursue a fee-for-service foundation rather than corporate grants or grant writing and things like that. It's a choice. It's not a right or wrong, it's just a choice. We also have a lot of fee-for-service programs you see about $3.3 million worth of our program income is from our personal care program, nursing home relocation program, the disability linkage line which is how we operationalize and fulfill our I&R responsibility under the 4 core services. The disability linkage line is a statewide call center for any disability or chronic illness related question, query, or inquiry that you might have. It's supported by an absolutely incredibly well-developed infrastructure of data and resource, et cetera. I don't think the research that we have done, we know that there are call centers in other states, but built on the type of infrastructure and IT foundation that this is built on and the size of the database that supports it, there is nothing else like it in the United States. It's unique to Minnesota and we're very proud of that. It's called the Disability Linkage Line and you'll see more about that later. Again, last year our total income was about 4.5 million. This year we're on track to be about 5.2. The programs that we offer at MCIL include, I guess I should not keep turning my back here since I have it right in front of me, our IL skills education and training program, our peer mentorship program, systems advocacy, individual advocacy. Our individual advocacy is actually a very, very strong piece of our advocacy picture. In addition to being the executive director of the Metro Center for Independent Living, since 1993 I've also served as the chief legislative lobbyist for our state association. So we not only advocate, thank you, Judith, we advocate collectively the eight centers do, but we have a strong state association but we also joined collaboratively with other disability-related organizations in the community. So the usual lineup here of suspects, the two that are missing from this that of been developed since the 2003 data, the 2013 data was put together is we're also operating EN, or employment network and started a new case management contract with two of our counties in the Metro area. You'll see a breakdown of the service delivery here and a couple that I'll point out real specifically are the I&R assistance that I mentioned a moment ago, that's the Disability Linkage Line. We served over 33,800 people last year in that program alone. And, again, it's not just, we don't just hand somebody a phone number and send them on their way. It's an information, referral and assistance program. We stay on the phone. We dig deep. We get them connected to local resources as well as staying on the line with them to answer their questions and their needs. Nursing home relocation is another big program, 218 individuals last year that we assisted in relocating out of nursing homes and other institutional settings. 490 youth served in transition services. 1100 individuals served in our IL VR collaboration. I know you have this in your PowerPoint or in your handouts there. And then my contact information. This is my direct line number, the 603-2012. And I would love to hear from some of you, not only during our time here together this week, but please contact me at any time following the conference if I can answer additional questions or have additional conversations with you. JUDITH HOLT: I would like to just say thanks to each of our presenters. I think that gave you a good overview and what you learned is, besides the fact don't ask Dave what time it is because you will learn how to build a watch, I think you all saw the fact, the emphasis is on expanding partnerships. You saw that they've kind of moved the needle where reliance on federal grants and contracts has become less and fee-for-service is become greater. Which brings some issues with it. I love the 87 percent for Medicaid, 78 percent for Medicaid. And you're right, reliance on that much Medicaid is both a blessing and a challenge.