July 7th, 2025: [Continued] “You know, that kind of thing. They really mean sometimes. Money makes people say things in a cash form, so, but we do what we can, when we can, or we prepare to do what we can, when we can. No, that's an important state to say, because we've started to look at this, back in February of really kind of diving in to make ourselves pay for service. Think about how we're going to do that. We're preparing for it. We've looked at quality, you know, the [acronym] team just came through with flying colors. corrective actions per se. So we had a nice discussion with them afterwards. I think I've talked about them last week, where we offered to actually help other places to do financial management. so they like that. So let's take a little bit more about how we see it applies here. For example, I'm going to get a little bit more detail on some of one of the things that is a challenge for an agency. For example, we're working on referrals and how we do referrals. We need to know what each of us are doing, so we know where to refer. The Monday meetings that we're doing right now. Exactly, that's what we start hearing one of the people do. You find out what their scope of services is without looking at the [acronym]. But you can look at the [acronym] or out there for you to see, right? So we take a look at those, then listen to what people are doing, and that's important. We need to know what others are doing so we understand each of our parts. So we do not do others' work. So when we refer to them, they shouldn't do our work. I mean, when we're referring to them, we shouldn't do their work, in other words, it’s really easy for us to start doing somebody else's work, because we're taking care of the clients. So that's called division of labor. It's not a personal thing, and that's where the friction comes from. You can see how that works now. You start doing something, you should do and you go, ‘Hey, what are you doing that for? Or you come up to the line and then you stop, and then the person you refer to goes, well, why aren't you doing this?‘ And that's not just internal. That's external as well, because we work with medical places. They want us to do things for them. So we have to draw the line. So that's where the friction occurs. So we just have to make sure that we know what others are doing so we can understand each of our parts. but rather give them work so they can fulfill their scope of services. So for example, when I say we need to rally around a particular program, we do everything that we can. without doing their work, to boost their numbers, because one of the things, the primary thing for our contracts is enrollment, right? If we enroll, we get the number, we get paid. If we actually do services for the big deal, we have to do services with them, we have to show that we're doing that. And then if we have quality in those services, then they'll keep on giving us money. So that's the reason why all that works that way. So. But we need to be flexible, so if others need help, our supervisors and managers can actually temporarily say, hey, Helline, why don't you go ahead and do some more. work with Eanie? Cause you understand all that. That might happen. You know, how might need to rally that far. But your supervisor will let you know. So let's coordinate our work and allow assistance to happen to others, when we're directed to do that. But remember, the primary thing is you have your own scope and services, make sure you understand those things. And one of what we could do to actually help with this division of labor is when you get to that point where we're a division where you see you come up to a line and say, you could actually tell somebody, ‘Here's some really cool contacts for you to enroll your services. By the way, I've done everything up to what I can right now.’ If you need more help, you can talk to my supervisor, but come up to this point. I've done everything I do up to this point. If we have the same kind of language as syntax, we'll all start to hear and see those the visions. And if there's something really simple, bio means take care of the client, but keep your your supervisor informed. That's that flexibility thing as long as it happens all the time, and it becomes more of the pattern, that's not a big deal. But really rely on your managers and your directors for those lanes, but then the directors are gonna ones that are gonna be the ones that blur the lanes a little bit when we need to really bolster. Like, for example, if [acronym] gets turned on big time, we might be restructured in a way where we don't have that many [acronym], and those who used to do an [acronym], we might be tapping on the show, hey, we're gonna have to reactivate for this for a period of time. Fortunately, we have a lot of good categories in our time periods that we can actually pick from. So just get the permission or the direction and do that, and then move forward. So this is going to become more important when we get into October, November. Especially like if we activate fee for services and we're starting to do something new that we haven't done before., what I call above the line below the line, above the line is we get paid by our current below line, we get paid by a fee for service receiver, or a client, or another business that we work for that impacts our clients. So, make sure that we document everything we do. Even if you're doing a fee for services, just because you don't have a grant. Make sure you document things. Have the case notes in case somebody gets sick, they can pick up the ball. Just by looking at the case. So we're going to have our primary assignments for our jobs and we'll probably restructure when it comes to funding as we get some definitive direction when I decide things. Now, let me talk about that a little bit. I've done a lot of restructuring in my past a lot. and then I've had really big organizations work for me. When you have a lot of layers, it forwards you to do things in isolation. Like for example, a really hard calls, usually I'll be doing that in my office, really looking at it really closely. But we're a small organization, and we operate more like a family, so you have to adapt a little bit so I'm adapting and I'm trying to be inclusive as much as I can. So, for example, it's not to toot a horn here, but it's not very common that the workforce will actually try to help develop a new direction. That's not common. In schools, we teach that now. But the people I've taught that, they're just now becoming managers. So what I've taught people in school, which is like hundreds and hundreds of students. Hundreds and hundreds of managers, when they become directors, you might start to see what they're saying. places. So we're talking like five to ten years before you see this again, you know, you might get lucky. You might get promoted and then, you do it. That would be really cool. You go somewhere else or whatever, that kind of thing. So my job is to equip you guys to succeed where you stay here or go somewhere else. The only thing that I ask for you guys is just, you know, make sure that you understand your lanes, but at the same time, be flexible and take your leave for your managers and directors. But also, think about, since you have the ven here. Think about what else we can do for the clients and talk about it amongst your teams and your directors and just keep it going. So I think the job placement thing is probably one of our more solid fee for service things that we've been talking about because we have a need, and there are employers that's like us. So that's something we should probably take another close look at if there's any other things we're doing. I know that International programs has things, but that's a little smaller operations, so that's a little easier, less moving parts. What do I mean by that, less people, less moving parts. And not to you guys are cogs and a wheel or anything like that, but the more people have, the more complex it is. But we're coming to that point and I want you guys to relax as much as possible, uhm concentrate on what you can do, rate in front of you at this time. Make sure you take your brakes, work on your vacation times, plan those out, don't lose any hours at the end of the year. Take your vacation earlier than later, because probably later, we'll probably have more work we have to do. So. But coordinate with your managers and supervisors on that. So [acronym] be brave about it. be bold. But think about others first. And that way, you know, am I doing this right? I'm not gonna hurt anybody? Well, if you already think about it, the people you're covering, you'll be fine. I find one of the best things to do is at the water cooler, at lunch, you, ‘Hey, I'm thinking about going on vacation, but I don't know when. When are you going to go on vacation?’ You start finding out when people are going, and you go, you know what? I think there is a gap here where I could go. Instead of being front about and coordinating and leading totally on your director and manager together, you're saying, ‘Well, I've talked to the team and we think we maybe at a team meeting. I think we figured it out!’ Well I would make your managers and directors happy as self adjust. So there's a lot of responsibility that we need to do to manage ourselves. Let's make sure that we do that, and I think we'll be in really good shape. If anything we want to add to that, because Latinx lady and I, we talk a lot about the workforce. I know your options to restructure and the health of the organization and idea of anything?“
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