CARF Accreditation

SURVEY SUMMARY

CARF found that Vocational Improvement Program, Inc. demonstrated the following strengths:

• For more than 36 years, VIP has demonstrated the ability to offer effective, critical employment supports and services to persons with disabilities who reside throughout the Inland Empire and surrounding communities. The organization has a history of significant growth, providing several labor services and employment options, all with the goal of helping persons with disabilities find and retain income and the esteem that comes with being part of the workforce. In the last several years, VIP has assisted more than 700 clients per year participate in paid work both in its work centers and the community, reflecting total client earnings in the millions of dollars.

• VIP is fortunate to have knowledgeable leadership and support staff members who are very dedicated to the organization’s mission. The board of directors clearly understands its role to provide guidance and oversight. The board of directors has also expressed a high degree of respect for the program leadership that has developed and guided these critical services for more than 36 years.

• VIP has a strong, positive relationship with referral sources. The organization is viewed as accessible and a provider of highly individualized vocational planning. In addition, employees are described as warm, competent, and very respectful.

• Policies and procedures are very well documented. The organization has developed and maintained detailed written procedures, manuals, handbooks, and training materials that inform as well as ensure continual conformance to organizational policies and funder requirements. Equally well done are the variety of promotional materials in print, video, and online that not only keep employees and the public informed about organizational activities, but also add notes of professionalism, service impact, urgency of mission, and communication of successes gained by persons with disabilities.

• VIP is congratulated for its efforts to continue its community-based employment activity even during the recent pandemic. This commitment to persons with disabilities and efforts to keep VIP employees working during this period were remarkable.

• VIP’s strategic planning efforts are well documented. Employees, clients, and other stakeholders have frequent opportunities to provide input on the organization’s identified strengths and weaknesses and external opportunities and threats. Much of this information is helpful for evaluating the progress made toward achieving strategic objectives.

• VIP appears financially stable. Financial resources are carefully monitored and tested to ensure that resources are used appropriately. Fiscal policies, including internal control policies, are detailed in writing and followed.

• VIP offers outstanding employee training from the point of hire and orientation through ongoing training of current employees throughout the year. There is a monthly schedule of mandatory training and optional skill development training for the organization’s direct service professionals. Of note is the curriculum for direct service professionals, titled DSP1 and DSP2, designed to acquaint both new and current employees with the opportunity to relearn basic and advanced support skills. All training is competency based, and training records are well maintained. There is an emphasis on emerging leaders training to help offer a promotional path to employees and help identify the VIP leaders of tomorrow.

• Like many social service organizations, VIP is challenged to identify, hire, and retain excellent employees at all levels. The organization is recognized for the hire of new, key employees who focus on both recruitment and ongoing employee engagement so that open positions are minimized, and excellent members are supported to grow with the organization in the years to come.

• The organization’s performance measurement and improvement efforts routinely monitor annual development of specific program goals with ongoing assessment of progress made toward established program goals. Detailed results are shared with all staff and leadership as well as highlighted in the organization’s yearly promotional materials.

• The organization is praised for the focus it places on building self-reliance and increasing the independence of the clients. Stakeholders expressed a high degree of satisfaction with the services provided to clients by the organization’s staff.

• The parents and guardians of the clients supported by the organization’s programs reported high levels of satisfaction with the services provided to their loved ones. They indicated the positive results of the services for the clients, such as increased independence, better social functioning, skill acquisition, achieving goals, developing friendships and relationships, and creating new opportunities for community integration. The staff members were praised for being so caring, respectful, and committed to the well-being of the clients.

• The staff members are proactive in developing community contacts, recognizing gaps in services, and developing ways to fill those gaps. The staff members are knowledgeable of local resources and do not hesitate to provide information, advocacy, and direct support, often anticipating the needs of the clients.

• The organization’s funders report a high level of satisfaction with the quality of services provided. These services reflect a commitment to the clients, flexibility, innovation, and customization to meet the needs of each person.

• The organization is complimented for its community employment efforts and for building solid relationships with employers. It develops and sustains jobs that meet the needs of the clients. To ensure continued job placement success, provisions are in place for additional community support and training for clients beyond specific job needs. There were 62 placements last year with an 82 percent retention rate.