Pacific West CRP Connection Spring 2012

SPRING 2012

NATIONAL NEWS FOR ABILITYONE PRODUCING & AFFILIATED CRPS2011

The Institute’s strategic goal is to assist in attaining full and fair employment for individuals with significant disabilities, particularly those facing the most significant disability-related barriers to employment. To realize this goal, the Institute has established three key strategic objectives:

1. Increase employer demand for employees with significant disabilities

2. Increase the productivity and availability of persons with significant disabilities who are willing and able to work; and

3. Expand and improve employment support infrastructures needed for ongoing employ-ment and career advancement.

NISH Institute continues on page 13

NISH Institute Helps Create Full and Fair Employment Practices for People with Significant Disabilities

“… what can NISH do to create the future design of employment for people with disabilities in the out years? We need to look beyond our current day-to-day operations and really look at how that landscape is going to look for people with significant disabilities and their employment potential...”

Elmer Cerano 2005 Board

C erano’s quote was part of the 2005 conversation that led the NISH Board of Directors to create the Institute for Economic Empowerment. Established in 2006, the Institute is the dedicated research and development division of NISH that deals head-on with the most significant barriers to employ-

ment for all people with disabilities. The Institute tackles varied workplace challenges, including: increasing productivity, retention of assets, hourly wage issues, accommodating underserved populations in the workforce, expanding competitive employment options, and researching meaningful employment for veterans with disabilities.

NATIONAL NEWS

Products Connection . . . 2

Pacific West Region News . . . . . . . . . . 4

NISH/Air Force ACC Alliance . . . . . . . . .12

U.S. AbilityOne Commission Chairperson Shares His Thoughts . .16

QWE Scoop . . . . . . . . . .18

GSA’s Discounted Shipping Rates . . . . . . .20

Seven Things Often Done That DISable People . . .22

Blind and Visual

Impairments 2%

Deaf and Hearing Disabilities

4%

Head Injuries 1%

Intellectual/ Developmental

Disabilities 33%

Mental Illness 35%

Musculoskeletal Disabilities 11%

Other 14%

2 • Spring 2012 • PRODUCTS CONNECTION • CRP Connection

Products Connection

Tell the Products SheriffAs a reminder, please use the “Tell the Products Sheriff” e-mail address: [email protected], to obtain responses to specific Products questions and to comment on Products issues and concerns. E-mails are responded to within three business days and selected responses (minus agency and personal information) will be printed in future Products Connection issues.

Products FY 2011 Statistics October 1, 2011 to February 10, 2012

Federal Opportunities

Sole Source Notices 4

Sources Sought Notices 5

RFI 1

M&Ds

Sole Source Notices 3

Sources Sought Notices 4

Commercial

RFIs 3

Number of FTEs Added 12.03

Total PL Line Extensions/Commercial/M&D 11.58

Number of Price Changes Processed 68

Number of Allocations Processed 41

NISH Products Team

FY2012 Expos and Conferences ListNISH Products will exhibit at events noted in blue.

APRIL

Marine South ExpoApril 11–12 Camp Lejeune, N.C.

Techtextile North AmericaApril 24–26Atlanta, Ga.

Research and Development Associates for Military Food and Packaging Systems Inc.—66th Annual Spring Meeting & Exhibition April 30–May 2Asheville, N.C.

MAY

National Hardware Show May 1–3Las Vegas, Nev.

GSA Training Conference and ExpoMay 15–17San Antonio, Texas

2012 Joint Warfighting ConferenceMay 15–17Virginia Beach, Va.

2012 Special Operations Forces Industry Conference—SOFICMay 22–24Tampa, Fla.

NISH National Training & Achievement ConferenceMay 21–23 Indianapolis, Ind.

JUNE

International Food Aid & Development ConferenceTBDKansas City, Mo.

DLA Enterprise Supplier Conference & ExhibitionDate TBDColumbus, Ohio

Navy Food ShowTBDNorfolk, Va.

JULY

School Nutrition Association (SNA) ConferenceJuly 15–18Denver, Colo.

AUGUST

Western Foodservice and Hospitality ExpoAugust 12–14Anaheim, Calif.

Outdoor Retailer August 2–5Salt Lake City, Utah

CRP Connection • PRODUCTS CONNECTION • Winter 2012 • 3

4 • Spring 2012 • PACIFIC WEST REGION • CRP Connection

Pacific West Region Connection

News From the NISH Pacific West Region

Executive Director’s Note

O ver the past several years, I’ve read numer-ous articles regarding

the AbilityOne® Program’s responsibility to champion hiring veterans with disabilities who are returning from combat in increasing numbers. The AbilityOne Program has placed

special emphasis on the need to hire veterans with disabilities, combat-related or not, as this group of individuals continues to experience astronomical rates of unemployment. I know many of our Pacific West Region community rehabilitation programs (CRPs), like Project HIRED (San Jose, Calif.) and the LA Habili-tation House (Long Beach, Calif.), have made special attempts to take on this issue, but there remains much work to be done.

I came across a blog published by Lisa Rosser that I thought provided some good information on strategies to recruit military veterans. Rosser owns

and operates an organization called The Value of a Veteran and currently conducts training nationwide on strategies for recruiting, training and retaining veterans. I’ve spoken with Lisa, and I am working to have her as a presenter at our next NCWC meeting in Portland, Ore., this coming October. In the meantime, I thought you would be interested in an excerpt from an article entitled “Tax Credits for Hiring Veterans: the ‘Returning Heroes and Wounded Warriors Work Opportunity Tax Credit’ Explained” from Rosser’s blog, posted in January of this year. The article explains how even nonprofits can receive tax credits for the newly passed legislation for hiring veterans:

Much has been written about the new work opportunity tax credits (WOTC) that are now available for hiring veterans, thanks to the Vow to Hire Heroes Act of 2011, which was signed into law on Nov. 21, 2011. Almost all of the articles have

CRP Connection • PACIFIC WEST REGION • Spring 2012 • 5


focused on the amount of tax credit an employer can claim for hiring a qualified veteran, which ranges from $2,400 – $9,600 per veteran hired, depending on whether the service member has a disability and how long he/she has been unemployed.

Rosser includes links to the U.S. Department of Labor’s definition of the WOTC1 and a link to LarsonAllen CPA’s website, which breaks down the potential tax credits by the type of veteran employed.2 Her article continues:

However, beyond the amount, there are three other more significant things you need to know:

• The credits expire at the end of this year! Employers may take the credit for any qualified veterans hired between Nov. 22, 2011 and Dec. 31.

• There is no time limit associated to when the veteran left the service. Previous versions of veteran-related WOTC’s stipulated that the veteran had to have been separated/retired from the service within the last 5 years in order to qualify. This is not a stipula-tion for this latest version, so if you are considering hiring a veteran who left the service 10+ years ago and who has been unemployed more than 4 weeks, you can receive a tax credit for the hire.

• Qualified tax exempt (i.e., 501(c)) organizations may now claim a WOTC by hiring veterans. This eligibility does not apply to hires made from the other WOTC categories, only the veteran categories. So, nonprofits — STEP UP! Take advantage of this while you can.

Rosser goes on to reference a statement from the IRS: “This new law provides an expanded work opportunity tax credit to businesses that hire eligible unemployed veterans and for the first time also makes part of the credit available to tax-exempt organizations. Businesses claim the credit as part of the general business credit and tax-exempt organizations claim it against their payroll tax liability. The credit is available for eligible unemployed veterans who begin work on or after Nov. 22, 2011, and before Jan. 1, 2013. More information will be posted soon.”

For updates, the IRS link is www.irs.gov/forms-pubs/article/0,,id=177948,00.html and you can find Lisa’s blog at blog.thevalueofaveteran.com.

So there you have it; the IRS now allows even nonprofits to pay less taxes by doing good in our communities. Now that is refreshing!

Best,

David Dubinsky

1 www.doleta.gov/business/incentives/opptax/2 www.larsonallen.com/Tax/Tax_Credit_for_Hiring_Veterans_Extended_and_Enhanced.aspx

http://www.irs.gov/formspubs/article/0,,id=177948,00.html

http://www.irs.gov/formspubs/article/0,,id=177948,00.html

http://blog.thevalueofaveteran.com/

http://www.doleta.gov/business/incentives/opptax/

http://www.larsonallen.com/Tax/Tax_Credit_for_Hiring_Veterans_Extended_and_Enhanced.aspx



DePaul Industries Begins Administrative Services at Fort Huachuca, Ariz.By Sarah Royal, outside marketing specialist, DePaul Industries, and Sarah Patton, Sr. project analyst, NISH Pacific West Region

S ince initiating services with grounds maintenance in 1995, the AbilityOne® Program has performed several lines of

services at the Fort Huachuca Army Base in Sierra Vista, Ariz. J.P. Industries operates Ft. Huachuca’s oldest AbilityOne contract, while the Cochise County Association for the Handi-capped has provided custodial service work since 2000. The Beacon Group SW initiated a small secure document destruction service contract in 2006. Finally, as of September 2011, DePaul Industries began performing the most recent AbilityOne project on base—administra-tive services. AbilityOne anticipates more service opportunities at Fort Huachuca in the not too distant future.

DePaul Industries’ administrative services is significant to AbilityOne, as the majority of the positions at Fort Huachuca require workers with higher-functioning skills for jobs such as administrative assistant, supply technician, mail courier and warehouse technician. These positions are a good fit for U. S. veterans with disabilities. “Because of the unique skills required for this administrative services project, NISH and DePaul Industries developed an extensive regional recruiting effort,” said Don Landsittel, NISH Pacific West senior business development manager and the project lead who added this requirement to the U.S. AbilityOne Commission™ Procurement List. “The contact network is focused on locating disabled veterans. It includes regional nonprofits, numerous army outplacement programs; multiple programs sponsored by the Department of Veterans Affairs and Arizona state agencies. As one might expect, all of these contacts were eager to assist, and it’s been very rewarding toward our collaboration efforts and especially in staffing disabled veterans,” Landsittel elaborated.

Veterans with disabilities represent a special group of potential employees

because they possess skilled training from the armed forces and service careers, but they can no longer serve their country in an active duty capacity. Disabled veterans can have an extremely difficult time finding a job in the private sector, as private sector employers often are uninformed about the benefits of hiring veterans with disabilities and people with disabilities in general.

“These veterans have had to change their career path due to disability,” said Lenore Derrick, branch manager for DePaul Industries’ Arizona location, “but they come pre-equipped with all of this specialized knowledge, skills and discipline. In addition, they’re motivated and want to work. Who wouldn’t want a worker like that?”

As of 2011, DePaul Industries has employed a total of 474 veterans across multiple business units in three western

states. The $25.7 million outsourcing nonprofit leverages a unique self-sustaining blend of business to support its mission to help people with disabilities have the opportunity to work. As an AbilityOne contractor operating two current federal contracts, DePaul Industries recognized the skills of motivated disabled veterans who still want to serve their country but cannot continue to do so in a direct service capacity. The organization was able to combine its 40 years of disability, admin-istrative services and staffing knowledge to develop a highly productive work team for Fort Huachuca.

Antoinette Mims is an AbilityOne employee on the administrative services contract at Fort Huachuca. Mims served in the army and was injured overseas, and, as a result, she has a non-visible injury and disability.

Nicolett Flores reviews an assignment brief with supervisor Jon Maddy.



Her disability didn’t limit her restlessness in searching for work. Through months of bouncing back and forth from workforce development organizations, to temp agen-cies, to networking through her church and community, Mims struggled to find any employment—much less the intellectually-stimulating employment that she desired. “I want to work,” Mims said. “My family and friends saw me stressed out over my experience and would tell me to chill out. ‘Chill out?’ I don’t have a chill-out mentality.”

Once the AbilityOne contract began, a DePaul employment specialist immediately contacted Mims. “DePaul asked me about my abilities—’what can you do? What can’t you do?’ No one in my entire work experience had ever cared before,” she said. “My employment specialist told me that

she wanted to find me a job to keep my mind busy because she really wanted me to settle into a great job. I was stunned.”

Part of creating job opportunities for people with disabilities is not simply stopping once they get one—it’s also nurturing skills and job development. Nicolett Flores had been a part-time, on-call employee with the former organization on the contract, and a DePaul employment specialist reviewed her employment when the nonprofit took over services in September. “I found out that I got qualified with my disability, when before I had been trying to hide it,” said Flores. She rocketed to a full-time spot as an administrative assistant, and her strong performance in that role led to a promotion as an assistant team leader.

Flores was ecstatic to simultaneously be recognized for promotion and to have her

disability acknowledged for the first time on the job. “I don’t have to hide what I’ve hid for the past 10 years,” she said. “To be given this opportunity—it’s a big change, for me and for all of the smart, disabled individuals that I work with.”

Jim Lull is another example of a person with a disability who was underemployed before DePaul began AbilityOne services. “I’ve filled in for all different levels of pay scale and have collected all sorts of certifications over time. That’s what I call job security,” said Lull, a now fully-employed U.S. Army veteran who had worked at Fort Huachuca for seven years as only part-time employee.

“These AbilityOne employees have proven that we can fill these kinds of high-skilled positions,” said Derrick. “I’d love to see more contracts like this.”

Last year, DePaul Industries’ earned 99 percent of its revenue via its business divisions. This is, of course, noteworthy for any nonprofit organization, but it is also part of DePaul’s business strategy for maximizing impact. DePaul plans to scale its success by seeking more opportunities like the administrative services project at Fort Huachuca.

For more information on DePaul Industries and its social entrepreneurial work, visit www.depaulindustries.com.

AbilityOne employees Larry Sipes, Dan Zelazny and Jim Lull collaborate while processing documents.



T he U.S. Army in Hawaii remains committed to their innovative initiative to improve the quality of life for single soldiers as they increase new contract

opportunities for AbilityOne®-participating nonprofit agencies (NPAs) and potential new jobs for people with disabilities nationwide.

About FSBPThe First Sergeants Barracks Program (FSBP) represents a successful venture by the U.S. Army to improve the quality of life for single soldiers and standardize the management of barracks. The initiative has transferred the responsibility of day-to-day barrack operations from assigned units to AbilityOne NPAs, which has opened the door for increased contracting opportunities for AbilityOne. “The FSBP is a job-rich service that utilizes job skills that AbilityOne employees

are already proven highly competent in performing,” said Craig Lawrence, director of business development at NISH Pacific West Region. “This service and our program is a great match.”

FSBP allows Army leadership the opportunity to get support in the daily duties of managing the barracks and allows them to concentrate more on their core functions—preparing soldiers for battle. The program has allowed for increased accountability and barracks utilization. The FSBP staff is able to focus on single soldier housing needs and managing vacant barracks space during deployment. This approach reduces maintenance response time, decreases building damages and extends the life of the facilities. As each barrack is transitioned into upgraded status, the program improves the quality of life for soldiers and cuts costs by reducing the Army’s basic allowance payments for housing to single soldiers.

Lynette Harris explains room inspection results to a soldier.

Goodwill Contract Services Hawaii Helps Army Achieve First Sergeant Barracks Program GoalsAnn Boyd, sr. director, Contracts, Goodwill Industries Hawaii, Inc.



Hawaii Soldiers Treated Like FamilyGoodwill Contract Services Hawaii was the first AbilityOne NPA contracted by the Army to manage barracks as part of the FSBP and has remained the provider of Single Soldier Housing support since September 2008. The project initially started as a one-year unrestricted commercial contract that tran-sitioned to a set aside AbilityOne contract. Goodwill Contract Services Hawaii manages the Army Hawaii Soldier Housing (AHSH) in partnership with the U.S. Army Garrison-Hawaii.

The Fort Shafter contract manages more than 6,500 Army barrack spaces across 60 buildings in five dif-ferent locations on the island of Oahu. The contract supports employment for 20 people, including more than 15 positions for people with disabilities. The services provided by Goodwill include front desk management, minor repairs, custodial services and grounds maintenance.

The Goodwill team has a healthy relationship with the U. S. Army’s Housing Operations and Services Garrison-Hawaii as well as the Army’s Unaccompanied Personnel Housing. Goodwill has been recognized as a star performer of services with accolades from soldiers and command leadership. Most recently, the 25th Combat Aviation Brigade (25th CAB) presented certificates of appreciation for First Sergeant’s Barracks Initiative Hawaii staff’s exceptional service, support and dedication. The certificate reads: “Your dedication and hard work greatly contributed to the quality of life of every soldier in the 25th CAB. Your professionalism marks you as a key representative of your organization, the 25th CAB, the 25th Infantry Division, and the United States Army”

An Opportunity for Better LifeDespite the uncertainties in schedules surrounding the need to support deployments and redeployments, everyone on the FSBP team pulls together, and according to Kalani Motta, FSBP Hawaii project manager, “the team always gives 150 percent and ensures the soldiers feel at home.”

2011 NISH Pacific West Region William M. Usdane award recipient Steven Ikehara represents another AbilityOne success story from the FSBP Hawaii. Ikehara’s work history included a career as a pressman for trade publishing, but his career abruptly ended in May 2010 when he suffered a stroke. After the stroke, he could no longer perform in his position as a pressman because he had lost the function of

Top: Derek Marchus, a manager on the FSBP contract and military retiree, reviews the daily room assignments. Bottom: AbilityOne employee Nicole Hidalgo checks room availability for incoming solider assignments.

Goodwill Hawaii continues on page 10



“ Since being with the First Sergeants Barracks Initiative, I have been able to support my family without assistance and have gained computer skills, better communication skills and confidence that I lacked before I started with FSBP. I am confident in my skills and enjoy the interaction I have with the soldiers.”

— Paulette Kuahulu, First Sergeants Barracks Program general clerk I

his right side. Persistent in his desire to continue to improve his motor skills, Ikehara performs his duties as a general clerk admirably, providing direct support to soldiers. He is a model employee who has regained the ability to drive a car, carry his own groceries and hopes to regain the ability to write with his right hand. He is a great example of a person with a significant disability who, through hard work and proper support, has been able to achieve a balance in his work and personal life. The result has been per-sonally fulfilling and professionally rewarding. “I am thankful for the opportunities I have been provided with AbilityOne and Goodwill Industries of Hawaii,” stated Ikehara.

Goodwill Contract Services Hawaii is proud to be a leader in the First Sergeants Barracks Program and celebrates the opportunity to provide services to the nation’s finest while simultaneously providing good wages to people with disabilities through AbilityOne. The FSBP contract has been a great opportunity to expand client skills and development in both property and barracks management and has allowed for an increased skill set that includes property managers, assistant property managers, desk clerks, quality assurance, information technology and administrative staff—new career skills that can help lead AbilityOne employees to economic self-sufficiency.

Steven Ikehara, 2011 NISH Pacific West Region William M. Usdane award recipient, reviews folders for upcoming room inspections.

Goodwill Hawaii continued from page 9



Elwyn California and NISH Pacific West Implement S.T.A.R.S. Janitorial Training System Glen M. Anderson Federal Building, Long Beach, Calif.

O n Jan. 31, 2012, Elwyn California conducted its first S.T.A.R.S. Level One graduation ceremony. The event

celebrated the training achievement of nine of Elwyn’s janitorial staff members. It consisted of a brief introduction by Ken Ager, Elwyn’s contract manager, then a message from Terry Johnson, NISH Pacific West quality manager, followed by the award ceremony. Graduates received a certificate of achievement and a S.T.A.R.S. Level One lapel pin. The event highlighted the many months of initial planning and intensive training of Elwyn’s janitorial staff. Anh T. Nguyen, the General Services Administration (GSA) assistant property manager for the building, Cheryl Westley, director of business development and contracting, and Marsha Sadnik, director of administration supports and human resources from Elwyn California’s Fountain Valley office, attended.

Since Nov. 2007, Johnson has worked to develop a janitorial training program for AbilityOne® nonprofits in NISH’s Pacific West Region. The program is called S.T.A.R.S., which is an acronym for “Spe-cial Traits, Abilities, Responsibilities, and Standards.” S.T.A.R.S. has been developed

as a visual and written motivational com-munication tool for NISH’s AbilityOne affiliated organizations. S.T.A.R.S. helps AbilityOne nonprofits track their staff’s training progress and learn how to safely perform a spectrum of janitorial tasks divided into five increasingly complex levels. A staff member who is a five-star graduate is considered to be fully qualified to perform all of the tasks required of the janitorial service. The program provides a visible process for tracking employee progress and recognizing training needs. S.T.A.R.S. also helps workers celebrate their own occupational achievements.

The five S.T.A.R.S. levels provide visible employee progress records in the areas of janitorial safety and orientation, basic cleaning tasks, team cleaning processes, controlled chemicals and restroom cleaning, floor care, and management training. John-son has designed a process-oriented training poster featuring the images of AbilityOne nonprofits’ janitorial staff members.

S.T.A.R.S. now provides training videos for various cleaning processes and janitorial orientation. The entire S.T.A.R.S. program can be easily translated for Spanish language

speakers. The program also helps to satisfy the Hazard Communication Program to train for OSHA standards; ISSA CIMS requirements; worker’s “Right to Know;” and other company, state and federal.

The program was conceived in November 2007 as tool to help Asian Rehabilitation Services of Los Angeles address its high janitorial staff turnover and customer complaints at the Spring Street Federal Building and Courthouse. In April 2010, Landmark Services of Santa Ana became the second AbilityOne nonprofit to implement the S.T.A.R.S. program, in the Santa Ana Civic Center Federal Building. On Dec. 15, 2010, the ARC of Imperial Valley, in El Centro, Calif., celebrated the implementation of its S.T.A.R.S. janitorial training program at the Calexico East and West Ports of Entry. The GSA is a targeted customer for S.T.A.R.S.

The S.T.A.R.S. program has improved efficiencies and motivated workers to provide a better quality service to AbilityOne gov-ernment customers. For more information about S.T.A.R.S., please contact Quality Manager Terry Johnson at [email protected] or (925) 543-5117.

From left to right: Annie Ramirez (case manager), Terry Johnson (NISH quality manager), Damien Cooper (custodian), Ken Ager (contracts manager, operations), Tanesa Travin (custodian), Deonna Jackson (employment training coach), Juan Carlos Barajas (site supervisor), Vincent Jones (custodian), Jose Romero (employment training coach), Dante Gipson (custodian), Jose Camacho (custodian), and Elizabeth Rios (Elwyn’s S.T.A.R.S. and quality coordinator). Not photographed: Jamal Hughes (custodian) and Auther Jackson (custodian).

12 • Spring 2012 • NATIONAL • CRP Connection

National Connection

A s NISH continues to stress the im-portance of quality and performance among NISH-affiiated AbilityOne® pro-

ducing Non-Profit Agencies (NPAs), so are the government agencies the program supports. In the Department of Defense community, the Air Force (AF) Air Combat Command (ACC) Instal-lation and Mission Support Directorate and NISH have signed a Memorandum of Under-standing (MOU) to evolve a strategic business partnership to improve the delivery of service and quality for respective government custom-ers and end users. Based on the principles of the Federal Acquisition Regulation, Part One, the AF Civil Engineering division, AF Contract-ing and NISH created an ACC Alliance Team to develop and implement consistent, mutually beneficial contract administration processes that accomplish the objectives of the MOU.

Since May 2010, the NISH team, headed by NISH Contracts Manager Fil Tellez and supported by Project Manager John Frisk and Sr. Quality Manager Tom Deagen, has been collaborating with the U.S. Air Force to establish partnering, negotiation, and pricing models, along with consistent quality processes and standards. The ACC Alliance Team includes representation of a producing AbilityOne NPA through the Vice President of Contract Administration and Information Technology, Kevin Cloud, of Professional Contract Services Incorporated (PCSI), headquartered in Austin, Texas. While the alliance is presently concentrating on custodial services, the team plans to evolve these models into AbilityOne grounds maintenance contracts with the ACC in the near future.

Although cost or price is important, value is the stated contracting prerogative of the Air Force. Using the simple equation price + quality = value, the ACC Alliance Team has focused their efforts on develop-ing a Pricing Estimator based on the ISSA 540 Cleaning Times standards to determine labor costs and consistent Quality tools and Performance Work Statement (PWS)

requirements, to deliver the best value.

The Air Force’s decision to develop and implement a standardized PWS across all ACC custodial contracts was central to designing a robust quality system. The standardized PWS, developed by the AF Civil Engineering division, allows for more consistent pricing, quality and levels of service across the ACC command. The standardized PWS will also lead to improved management and measurement of contracts by validating that they are delivering best value. Section two of the PWS now standardizes quality and contract service requirements, which are summarized in performance thresholds that are crucial to mission success. The performance thresholds briefly describe the acceptable levels of service for each requirement.

Section two of the PWS includes quality control, quality assurance and perfor-mance assessment requirements. The Air Force allowed the ACC Alliance Team to provide quality input to this section of the PWS and has incorporated this input into the standardized PWS tem-plate. By doing so, the Air Force PWS is better aligned with FAR and industry recognized standards of practice. This PWS now delineates minor versus major non-conformances, identifies timeframes for re-performance of non-conformances, identifies number of allowed non-conformances by building size, and sets the expectation and outcomes of periodic quarterly progress meetings, making them a mandatory requirement of the contract. In order to synergize the compliance efforts of both the contractor and the gov-ernment, the Standardized PWS template also clarifies the role of both parties in terms of quality requirements.

The ACC Alliance team has fostered standardized “tools” to assist the entire acquisition team and the end user to communicate and manage contracts in a

more collaborative manner. The Air Force has defined an AbilityOne acquisition team as containing a representative of the contract’s NPA, NISH, the government contracting authority and an end user (tenant). The ACC Alliance Team developed an implementation training, spanning three days, regarding the proper use of standard-ized tools for all AbilityOne acquisition teams. The tools consist of a Communica-tions Matrix, Action Register, Acquisitions Milestones Schedule, and a Pricing Estimator. When correctly incorporated, these tools will greatly enhance the acquisition teams’ ability to provide consistent quality, at fair and reasonable prices, with the ultimate goal of becoming the government’s best supplier of services.

Any entity that is part of an acquisition team faces challenges in today’s economic environment that make it more and more critical to form partnerships and alliances that can reap the benefits of the FAR Part One’s principles of collaboration. NISH and the U.S. Air Force ACC have made great strides into a mutually beneficial environment, capable of providing a win/win solution for everyone involved. By working collaboratively to provide direction, training and tools, the ACC Alliance Team continues to make very proactive inroads that will pave the way for future AbilityOne growth and thereby ensure that people with significant disabilities will have the opportunity to work.

NISH Signs MOU with DoD to Improve Business PartnershipBy Tom Deagen, senior manager, Quality, NISH Pacific West Region

CRP Connection • NATIONAL • Spring 2012 • 13

National Connection

The Institute has set forth varied workforce develop-ment initiatives to carry out these objectives. Numer-ous projects are in different stages of development operating at all times. A few key projects include:

Employee Research System

Launched in October 2010, the Employee Research System (ERS) is a national database that tracks employment of people with significant disabilities over time. It uses a secure data warehouse to enable production of a wide range of analytical and statisti-cal reports. ERS focuses on baseline and outcome information for people with significant disabilities working in the AbilityOne® Program. At the indi-vidual worker level, ERS tracks:

• Demographic data, such as age, race and disability

• Employment data, such as training, wage rates and hours

• Benefits and funding data

• Veteran status

• Employment status changes, such as placements, promotions, terminations and reasons for change in status

The information in ERS answers questions about the NPAs’ workforce and the outcomes of the AbilityOne Program. These insights can help the NPAs grow their businesses, defend and expand the AbilityOne Program and other work for people with disabilities that they serve, and provide insights that can help NPAs improve the quality of the work environments they provide.

Benchmarking reports enable NPAs to compare their outcomes against aggregate data by industry, geography and various demographics.

Participation is voluntary and free. NPAs are encour-aged to participate, to ensure that the system includes sufficient data to be able to draw reliable conclusions about the AbilityOne workforce (and ultimately, to compare the AbilityOne workforce with other programs and people served).

The Quality Work Environment (QWE)

The QWE initiative empowers people who are blind or who have other significant disabilities to achieve their maximum employment potential. This is accomplished through a goal-setting process that implements new practices and enhances existing practices to improve the quality of the work environment.

The Quality Work Environment Initiative was first introduced in a January 2009 memorandum from the U.S. AbilityOne Commission. QWE was established to renew the focus on AbilityOne as a disability employment program. Currently, 65 percent of NISH-affiliated AbilityOne employees work for a NPA that has adopted QWE. The benefits can be seen on all levels.

Some positive outcomes expected from QWE are: At the individual level, employees can have increased wages as a result of increased productivity, use of

NISH Institute continued from page 1


Begin

Strategic Action Plan with Annual

Updates

QWE Assessment & Planning Tool

Outstanding Practices

Strategic Action Plan

• Implement goals in the Strategic Action Plan

• Measure results• Communicate results

• Establish executive support• Establish cross functional team

• Review practice guidelines• Perform self-assessment

• Write goals in the Strategic Action Plan

• Use Project Plans to stay on track

• Complete Outstanding Practices form

• Identify gaps• Research approaches

• Benchmark with other organizations

QWE Project Plans

Implement QWE Goals

Develop Strategic Action Plan

Conduct Self Assessment

Learn from Others


National Connection National Connection

assistive technology, or changing the culture of the agency. On the organizational level, QWE assists an agency in becoming a leader in providing employees with disabilities the opportunities for advancement, outplacement, or other community-based employ-ment of the individual’s choice. At the national level, the QWE initiative provides an agency with the framework to develop and showcase best, promising, and emerging employment practices as a progressive employer.

Veterans

NISH, through the AbilityOne Program, has always supported veterans with significant disabilities. NISH became aware that returning veterans with disabilities from Iraq and Afghanistan (Operation Iraqi Freedom/Operation Enduring Freedom) were struggling to reintegrate into civilian life. They were also having difficulty obtaining suitable employment, especially with the long term supports they were going to require of the National Organization on Disability (NOD) to actually speak with veterans with disabilities. The Institute sought information

from veterans about their employment needs and capabilities. NOD began researching the support alternatives that would be appropriate to maintain successful long-term employment.

This veteran research revealed consistent lines of business appropriate for veterans with education and job skills to focus on for AbilityOne contract oppor-tunities. The Institute is in the process of disseminat-ing the findings from this research and continuing to focus on long-term support needs for veterans.

Design Challenge

For 10 years, NISH has sponsored the AbilityOne Design Challenge, a competition for students to develop assistive technology devices that empower people with significant disabilities in the workplace. The design challenge is a service learning opportunity for students that also enhances science, engineering and technology skills. The competition is open to high school and university student teams.

University students work in collaboration with local AbilityOne NPAs and design assistive technologies for specific individuals with disabilities at these organizations. The students are eligible to win cash




prizes up to $10,000. High school teams can earn a trip to Washington, D.C. to present their devices and compete for up to $5,000 in cash prizes.

These student-created devices and systems help employees achieve their work related goals and can also increase overall productivity. For example, the 2011 University First Place Award winner created a mechanical press to assemble a liquid valve used in McDonald’s Frappe dispensers. The dispenser device increased productivity by 200 percent. Projects created by the high school students are equally impressive and frequently aid a classmate, family member or other person in their community with a significant disability. The 2011 High School Best Overall Design winner, inspired by the father of one of the team members, created “The Caboose,” a device that allows a person who uses crutches to carry luggage behind them.

This competition is a “win-win” opportunity. It helps employees overcome productivity challenges or other barriers to employment while creating an avenue for students to better understand the positive impact they can make by applying their talents and skills to the development of assistive technology.

Rehabilitation Engineering

The Institute’s rehabilitation engineers are restructuring lines of business to improve access to employment for people with physical, intellectual, memory, sensory and behavioral issues. Rehabilitation engineers also improve overall productivity and quality through innovative processes. Our rehabilitation engineers spend most of their time at NPAs, working with individuals, on lines of business, and to enhance NPA procedures to create accessibility to more jobs. The Institute rehabilitation engineers are available to coach on:

• Applying objective techniques to evaluate individual capabilities

• Training ergonomics and job accommodations

• Developing concepts about universal design

• Using jigs and fixtures

Far left: VTC Enterprises employee and CalPoly students evaluate assistive technology device.

Near left: 2012 High School Best Overall Design Winner—Newspaper Packing Device

Below: Assistive technology devices like this one to align mailing labels.



National Connection

U.S. AbilityOne Commission Chairperson Tony Poleo Shares His Vision, Plans and Personal Thoughts

J. Anthony Poleo took over as U.S. AbilityOne Commission Chairperson™ (The Committee for Purchase From People Who Are Blind or Severely

Disabled operates as the U.S. AbilityOne Commission) last summer. He recently sat down with Workplace magazine to discuss his priorities, plans, predictions and personal thoughts for moving the AbilityOne Program forward. He also shared how he plans to use his experience as chief financial officer for the Defense Logistics Agency (DLA) to lead the Commission.

Q: What do you see as your initial areas of focus as the Chairperson of the U.S. AbilityOne Commission?

A: What are you most passionate about as you begin your position as Commission chairperson? Why?

I think there are two priorities—employment growth and continued progress in providing

a Quality Work Environment. We need to make sure the people in the AbilityOne Program are put in the best possible environment to be successful. We always need to strive to make employment opportunities better with the workforce in general—for people with and without disabilities. Everyone deserves a quality work environment. And, while progress has been made, we need to be vigilant in making sure we continue to make even more improvement.

Q: What changes affecting the Commission have you seen since you began your service in 2007?

A: Since I have been serving on the Commission, I have seen an increased focus on the mission of the program and less on time spent on administrative duties. I credit [immediate past chairperson] Andy Houghton and Tina Ballard, our executive director, for taking this on and truly focusing on the issues of the program with more frank and productive discussions and meetings. We have become more vigilant in compliance of the program and focus on the mission in general. We need to make sure we are compliant at all times because inattention in this area places the program and its participants at risk. And, that is simply unacceptable given what is at stake.

Q: In light of your experience at DLA, you bring a unique perspective to the AbilityOne Program as Commission chairperson. What aspects of that experience do you feel will be important in your new position?

A: My experience has prepared me for big challenges. Any large organization, even NISH, has many dis-tractions every day. If you let them, these distractions can divert your focus from the core mission. At DLA, I’ve had the opportunity to hone my ability to stay mission focused amid the daily distractions. I call this challenge the “tyranny of the now.” A mentor once told me that everyone gets the same “24 hours.” We each choose what we do with them. The other key, in my experience, is to recruit, train, and equip the best talent you can find and then get out of their way.

1981 Started at DLA as undergraduate cooperative education student

1984Bachelor of science degree in finance from Virginia Tech; Returned full-time to DLA

1986 Interned as the defense legislative aide to Senator J. Bennett Johnson, U.S. Senate

1989 Earned master’s degree in public financial management from American University

1990-99 Held various progressively more responsible positions in the office of comptroller, DLA


National Connection

Q: How do you think the proposed FY 12 and 13 budget cuts will affect the AbilityOne Program and what steps might we take to ensure continued employment growth for individuals who are blind and who have significant disabilities?

A: In the near term, we will likely see some cutting back on contractual services, but I think it will be situational. I don’t think the AbilityOne Program will be disproportionately affected by budget cuts. Products and services will still be needed; however, it may be less of those products and services. We will need to figure out ways to mitigate the impact. The Federal contracting community will be under intense pressure to receive best value goods and services that meet cost, quality, and delivery schedule requirements. The key to weathering these economic times is to meet and exceed these expectations.

Q: Do you have any thoughts on how the process for adding projects to the AbilityOne Procurement List may be approved?

A: Recently serving as the chair, Business Excellence subcommittee, I initiated a disciplined look at this area. A team comprised of Commission, National Industries for the Blind, and NISH staff used the Lean Six technique to analyze this process. Everyone agreed at the outset that this process takes way too long. There have been some “quick wins” but there is much more to do and actions continue in this area. We need to significantly reduce the time it takes to make additions to the Procurement List. Agility will become increasingly important to Federal contracting officers as they face increasing pressure to reduce cycle time. One specific action underway is to “group” like Commission actions. For example, all simple deletions voted on in bloc as well as standard renewals and non-controversial additions voted on in bloc. The idea is to reduce the “real” workload down to those additions that require Commission and central nonprofit agency discussion.

2001 Principal deputy comptroller, DLA directorate of financial operations

Selected as a member of the Senior Executive Service

2007 Appointed to the U.S. AbilityOne Commission by former President George W. Bush; Became DLA’s chief financial officer

2009 Awarded the Presidential Rank Award

2011Elected chairperson of the U.S. AbilityOne Commission

18 • Winter 2012 • NATIONAL • CRP Connection

National Connection

One of the biggest questions posed by agency representatives who have not yet adopted the Quality Work Environment (QWE) initiative is, “What’s in it for me? What is this process going to do for my agency?” Below are two shining examples of agencies that have com-mitted to the QWE process and are reaping the rewards.

North Central Region community rehabilita-tion program (CRP) TRI Industries, in located Chicago’s Ravenswood neighborhood, is relatively new to the QWE game. TRI was once the producing arm of Thresholds Inc., the leading provider of social services for people with significant and persistent mental illness in the Chicago area. TRI began operating independently of Thresholds just a few short years ago. The transition, while exciting for TRI staff and consumers, has not been without its challenges. Continuing to meet the demands of the federal customer while building a new staff infrastructure and meeting the needs of their employees with disabilities made TRI the ideal candidate for QWE.

Recently, TRI managers completed their self-assessment and are already seeing the impact that the QWE process is having on their staff and employees with disabilities. During their assessment, TRI staff made the decision to not only include employees with disabilities on the QWE team but also to make sure the ratio of staff to consumers was 1:1. This unique QWE team structure allows for equal representation from employees with disabilities and encourags open and honest dialogue between employees and staff. “The QWE process encouraged honest feedback from several departments,” said Sales and Business Development Manager George

Indelli. “Our agency was provided with a very real view of our relative strengths and, more importantly, a roadmap for some areas of improvement.” TRI now has a clear picture of its consumers’ needs and desires and has a plan in place to begin enhancing the working environment for employees with disabilities.

Another North Central region CRP, Northeastern Michigan Rehabilitation and Opportunity Center Inc. is seeing real change take place thanks to their commitment to the QWE process. After participating in the self-assessment process, the QWE team at NEMROC realized that there was a key component missing from their organiza-tion and hired a full-time QWE director to oversee improvement in areas such as training, assistive technologies, and safety. NEMROC has also dedicated and redesigned a training room where their employees with disabilities will be kept up to date on the latest company policies and provided new skills training, ultimately resulting in upward mobility and work of choice. The new training room has seating for more than 40 and is equipped with an overhead projector and sounds system, four computer stations, and a kitchenette set. NEMROC committed to this goal by making it a part of their QWE strategic action plan and was able to access the QWE grant to fund the remodel. The new room will also help foster ties with the local business community, as it will be available for use by outside organizations at no cost.

For more information on the Quality Work Environment Initiative, contact Jan Williams, Director, at (703) 584-3932, [email protected] or visit www.instituteforempowerment.org/qwe.

QWE Scoop A Quarterly Message

North Central Region CRPs Embrace QWE in a Big Way

Jan Williams, QWE Director

http://www.instituteforempowerment.org/qwe



Blue Solutions Austin, Texas

Bona Fide Conglomerate Inc. La Mesa, Calif.

Bona Vista Programs Inc. Kokomo, Ind.

Brevard Achievement Center Inc. Rockledge, Fla.

Calidad Industries Inc. Oakland, Calif.

Challenge Unlimited Inc. Alton, Ill.

Cooperative Workshops Inc. Sedalia, Mo.

Crossroads Diversified Service Inc. Sacramento, Calif.

Development Workshop Inc. Idaho Falls, Idaho

Easter Seal Society of Superior California Sacramento, Calif.

Genesis Development Jefferson, Iowa

Good Vocations Inc. Macon, Ga.

Goodwill Contract Services Hawaii Inc.Honolulu, Hawaii

Goodwill Contracting Services Tacoma, Wash.

Goodwill Industries of Kanawha Valley Charleston, W.Va.

Goodwill Industries of Lower South Carolina Inc. North Charleston, S.C.

Goodwill Industries of the Heartland Iowa City, Iowa

Goodwill Industries of West Michigan Inc. Muskegon, Mich.

Hagerstown Goodwill Industries Inc. Hagerstown, Md.

Opportunity Connections Hood River, Ore.

Hope Services Inc. San Jose, Calif.

Jewish Vocational Service and Employment Center Chicago, Ill.

Kandu Industries Inc. Holland, Mich.

Knox County Arc Inc. Vincennes, Ind.

Landmark Services Inc. Santa Ana, Calif.

Licking-Knox Goodwill Industries Inc. Newark, Ohio

Magic City Enterprises Inc. Cheyenne, Wyo.

MDI Government Services Inc. St. Paul, Minn.

MRC Industries Inc. Kalamazoo, Mich.

Napa Valley PSI Inc. Napa, Calif.

North Bay Rehabilitation Services Inc. Rohnert Park, Calif.

NYSARC Inc. New York City Chapter New York, N.Y.

ODC Government Services Inc. Wisconsin Rapids, Wis.

OE Enterprises Inc. Hillsborough, N.C.

Ohio Valley Goodwill Industries Rehabilitation Center Inc. Cincinnati, Ohio

Open Door Center Valley City, N.D.

Opportunities Incorporated of Jefferson County Fort Atkinson, Wis.

Oswego Industries Inc. Fulton, N.Y.

Pacific Coast Community Services Richmond, Calif.

Pathfinder Inc. Jacksonville, Ark.

Portco Inc. Portsmouth, Va.

Pride Industries Roseville, Calif.

Productive Alternatives Inc. Fergus Falls, Minn.

Quad Cities Areas of Rock Island Rock Island, Ill.

Relief Enterprise Inc. Austin, Texas

Rubicon Programs Inc. Richmond, Calif.

Sheltering Wings Corp Blythe, Calif.

Solano Diversified Services Vallejo, Calif.

The Arc of Alameda County San Leandro, Calif.

The Centers for Habilitation/TCH Tempe, Ariz.

The Fontana Rehabilitation Workshop Fontana, Calif.

Thresholds Rehabilitation Industries Chicago, Ill.

Toolworks Inc. San Francisco, Calif.

Tradewinds Rehabilitation Center Gary, Ind.

Transylvania Vocational Services Inc. Brevard, N.C.

United Cerebral Palsy of Greater Birmingham Inc. Birmingham, Ala.

VTC Enterprises Santa Maria, Calif.

Western Idaho Training Company Caldwell, Idaho

Willamette Valley Rehabilitation Center Lebanon, Ore.

WorkSource Enterprises Charlottesville, Va.

WORKTEC Jonesboro, Ga.

Sizzlin’ CRPsThe following CRPs recently completed their QWE self-assessment:


National Connection

General Services Administration’s Discounted Shipping RatesJoe Werner, Director, E-Commerce and Distribution Programs, NIB

A ll NIB and NISH associated nonprofit agencies (NPAs) can appreciate the General Services Administration’s discounted rates for shipments

using UPS Ground and Air.

This can substantially reduce the cost of shipping your orders. The elements of this opportunity are:

1. NPAs benefit from easy access and use of the GSA UPS Ground and Air rate structures.

2. NIB review and test use shows the GSA UPS Ground rates alone are at least 20 percent to 25 percent lower than what is currently in use by NPAs.

3. The GSA UPS Ground and Air rate structures do not charge fuel surcharge (currently at 8 percent for Ground and 12.5 percent for Air).

4. Participating NPAs are simply billed at the lower rates against their existing UPS accounts.

These rates are established with GSA under GSA’s Strategic Sourcing Domestic Delivery Services (DDS-2) Program, the Federal Strategic Sourcing Initiative (FSSI) for package shipments.

Any NIB or NISH NPA that wants to participate needs to complete this qualification process:

• Contact Dan Kulak at (703) 463-6111 or [email protected], or Joe Werner at (703) 310-0359 or [email protected].

• Complete and return to GSA the Participation Letter that will be provided.

• GSA adds the NPA to its list of participants.

• UPS loads the discounted rates to the NPA’s account on record.

• New accounts are established for NPAs without UPS accounts or requiring additional accounts (e.g., for additional shipping locations).

• Shipments are billed under the GSA UPS Ground and Air discounted rate structures, producing substantial freight cost savings for the shippers.

• Participating NPAs can use these rates for any of their orders and shipments.

For additional information or questions, please contact Dan Kulak or Joe Werner.


National Connection

Financial and Benefits Counseling Pilot

The Financial and Benefits Counseling Project is a widely successful pilot that the Institute is managing to provide financial and benefits counseling services to people with disabilities. The Institute partners with AmeriCorps and six NPAs across the country for this program, which focuses on:

• Income Tax Return Preparation

• Disability benefits information, intake and analysis

• Financial education sessions

• Budgeting credit management and assets development

The Institute has seen dramatic outcomes for people with disabilities at all six of the pilot NPA sites. More than 3,000 people have received income tax prep assistance, with over $2.3 million in refunds and credits, and an average tax return of $1,000 per person.

The Institute has experienced growth and progress in its five years of existence. The nature of the work, the issues of the workers and the advances in how the Institute can improve workers’ lives is continuously changing. The Institute remains committed to its purpose to serve the employment needs of people with disabilities. For more information, visit www.instituteforempowerment.org.


Seven Things Often Done that DISable People

M ost of us have been brought up to believe that people are disabled by their bodies and minds. But upon

closer review, it is apparent that societal attitudes and actions—or lack of action—are often more disabling than any differences of the body or mind. So here are Seven Things You Do to DISable People.

1. Exclude people from educational opportunities. Inclusion early on in life is essential for fostering life quality. No matter a person’s perceived capabilities, he or she should have the opportunity to learn alongside peers and be challenged. Focus on the long-term benefits of inclusion and find ways to include everyone. Model an inclusive mindset for children. Embrace everyone, no matter how different, in academic settings and beyond.

2. Exclude people from vocational opportunities. Unemployment rates for people with disabilities are exceedingly higher than those of people without disabilities, even though people with disabilities have a proven record for being the most dependable employees. Flexible job development and accom-modations can make a difference for individuals with disabilities and their employers. Create flexible jobs and

accommodations, when needed, and hire people with disabilities.

3. Exclude people from social arenas of life. Everybody needs to feel a sense of belonging within their community. Instead of expecting “special” programs and therapies to meet people’s social needs, embrace all people in arenas such as clubs, churches, community hang out spots, events, etc. If someone makes too much noise, or flaps their hands, or looks too different, get over it. Don’t judge them or their families. Provide any accommodations they might need to feel welcome and valued.

4. Prevent access to environments. For people who have mobility disabilities, barriers to access are a major stressor. Just a few examples are steps, heavy doors, narrow pathways, people placing shopping carts or signs in the middle of sidewalks, or stores placing racks too close together. These and other barriers prevent people from getting to their desired destinations. Think about your daily routes. If you used a wheelchair, how would your environment disable you? Don’t create barriers for people.

5. Maintain low expectations of people’s capabilities. So often, we judge someone based on a diagnosis or his ability to communicate with words. Just as physical limitations are not an indicator of one’s ability, diagnostic labels and speech abilities tell us nothing about what a person can understand and do. Always presume competence. Even if someone cannot respond to you through conventional means, assume that he does understand. Interact with him in a way that emits respect and dignity and empowerment.

6. Disregard people’s thoughts, desires, or communications. We do a disservice to people when we believe that we know what is best for them and fail to honor their expressed thoughts and choices. Sometimes people communicate with their eyes, their bodies, assistive communication devices and/or their behavior. It is important to “listen” to these means of expression as well, and honor the messages. People want to be heard, not patronized or controlled. Listen and hear, and take action to honor people’s perspectives and support people’s choices.

Seven Things continues on back cover

CRP Connection is published quarterly by the NISH Corporate Communications Department. To submit questions, comments or story ideas, please contact: Vatrice Jones at [email protected] or (571) 226-4530.

To request additional copies of CRP Connection, or to add or remove your name from the CRP Connection mailing list, please contact Vatrice Jones at [email protected] or (571) 226-4526.

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National Connection

7. Disrespect people through our language choices and our actions. We commonly use terms and phrases that lend themselves to the dehumanization and stigmatization of people with disabilities such as “retard, idiot, spaz, lame, crazy” and many others. And not surprisingly, we support policies and procedures at work, in our government and in our communities that do not acknowledge the value of everyone and our inter-connectedness. In all that you say and do, consider the outcome for people with disabilities. Ask yourself, “Does this demonstrate respect and foster dignity and life quality?” After all, disability is the one minority group that you could join at any time.

Diana Pastora Carson, M.Ed. has been an educator for more than 20 years. She is a consultant and trainer on diversity as it relates to disability and is the author of several articles and books on the topic, as well as the author of the children’s book All the Muchos in the World. Her Ability Awareness work has earned her statewide PTA recognitions in the areas of advocacy and outreach as well as her school’s designation of Teacher of the Year. She has also been featured on several radio programs and serves on the Board of Directors of Disability Rights California.

This article is courtesy of www.AbilityAwareness.com.

How to Stop DISabling People:• Model an inclusive mindset for children. Embrace everyone,

no matter how different, in academic settings and beyond.

• Create flexible jobs and accommodations, when needed, and hire people with disabilities.

• Include all people in your social arenas and provide any accommodations they might need to feel welcome and valued.

• Be conscious of people’s need for access to environments, and don’t create barriers.

• Always presume competence and interact with people in a way that emits respect, dignity and empowerment.

• Listen and hear, and take action to honor people’s perspectives and support people’s choices.

• In all that you say and do, consider the outcome for people with disabilities. Ask yourself, “Does this demonstrate respect and foster dignity and life quality?”

Seven Things continued from page 22

Pacific West CRP Connection Spring 2012

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Transcript of Pacific West CRP Connection Spring 2012