Inland Regional Center (IRC) is committed to serving individuals with developmental disabilities across Riverside and San Bernardino Counties, reaching over 54,000 clients with a dedicated team of 1,300 staff. This blog highlights IRC’s journey in fulfilling its 18-month Performance Contract for 2023-2024, shedding light on strategic budget allocations, initiatives to enhance service access, and compliance measures to promote efficient and culturally competent support.

Budget and Funding

IRC’s funding from DDS is carefully divided into:

• Operations (11.6%): Covering salaries, benefits, and operating expenses.
• Purchase of Services (POS) (88.4%): Funding direct services for eligible clients.

Each fund is allocated specifically, with no cross-use allowed, ensuring accountability and focus within each category.

Measures and Actions

1. Addressing Disparities in Service Access:
   • IRC’s efforts to analyze POS data and collaborate with Community-Based Organizations (CBOs) have resulted in measurable reductions in service disparities among certain groups. For example, access to services for monolingual Spanish-speaking clients has improved significantly, with increased outreach and the establishment of culturally relevant support programs.

2. Supporting Client Employment:

1. • IRC actively promotes competitive integrated employment (CIE) for clients, hosting job fairs, supporting paid internships, and training coordinators to help clients explore employment pathways. In 2023 alone, IRC Employment Specialists attended 50 employment events, contributing to increased client access to meaningful work.
2. Promoting Independent Living:
   • IRC expanded services to support adults living independently or with family, focusing on resources like in-home services, respite care, and crisis intervention.
   • Additional efforts were directed at group-based parent training tailored to cultural contexts, promoting family-centered support strategies.
3. Enhancing Compliance and Accountability:
   • IRC fulfilled most compliance measures, including timely audit completion, fiscal compliance
   • Leadership restructuring and streamlined processes, introduced on September 1, 2024, aim to further reduce intake times, enhancing responsiveness to new and returning clients.

Acknowledging Our Dedicated Teams

These initiatives were made possible by the dedicated efforts of the Community Engagement and Service Access and Equity teams, along with Enhanced Case Management Coordination and Self-Determination teams, to name a few. Their dedication to addressing disparities in our system of care is often under-recognized. As an agency and a community, we extend our heartfelt thanks to each member of these teams for their unwavering commitment to those we serve. Their hard work and dedication are vital to IRC’s mission and make a profound difference in the lives of individuals with developmental disabilities.

Community Engagement and Public Input

To keep community voices central, IRC hosted a Public Input Meeting on November 4, 2024, actively promoted across multiple platforms. Attendees included IRC’s Board of Trustees, key program administrators, and community stakeholders like Autism Society Inland Empire. A Performance Contract survey in multiple languages was intended to gather feedback, though no responses were collected during the active period.

The lack of participation is concerning, as community input is vital to shaping and refining IRC’s services. IRC remains committed to finding more effective ways to engage clients, families, and community members, as their voices are invaluable in guiding our efforts toward equitable and comprehensive care.

For more information or to read the full report, visit: 18-Month Performance Contract Report for 2023

Posted by:

Dr. CJ Cook, DBA

As Program Administrator, CJ is responsible for the proactive oversight of various units within IRC, including Community Management, Service Access and Equity, and Training and Development. CJ's oversight extends to Language Access and Cultural Competency (LACC), Community-Based Organizations (CBOs), equity in the Purchase of Service (POS), and the National Core Indicator (NCI) project. Furthermore, CJ is tasked with managing the IRC's Performance Contract with DDS and overseeing Emergency Services.