2. Based on a Program Review study, the legislature last year established a new system for funding educational services to children who are blind. It was believed that the old system was inequitable and that certain school districts bore a heavier financial burden than others. How is this new system working? Will BESB have to request funds from the school districts or does the program appear to have sufficient funds?

3. Given the multiple needs of many of your agency’s clients and the state’s current budgetary constraints, it is important for BESB to work effectively with other state and federal agencies as well as private organizations that serve persons with vision disabilities. Please describe your plans for coordinating services, sharing resources, and collaborating with other public and private entities such as the Department of Social Services, including its Rehabilitative Services bureau; the Department of Mental Retardation; the State Department of Education; CIB/Oak Hill; and the National Federation of the Blind.

4. The Business Enterprise Program has provided entrepreneurial opportunities to blind adults. Currently, 34 individuals are running vending operations in state or federal buildings thanks, in part, to this program. Presumably, there are many more blind adults who would be good candidates for this program. How will you ensure that your agency makes the most use of vending monies to expand these business opportunities?

1. Strategic planning, financial reporting, and program accountability within BESB have been hindered in many ways by inadequate systems and procedures. What is your assessment of the agency’s current automated information systems and administrative resources? What do you consider to be priorities for improving planning, reporting, and overall accountability?

2. By law, your agency is called a board of education, which does not reflect its current role in serving people who are blind. The agency’s board of directors is really an advisory group with no authority for, and in recent years, little impact on, BESB policies and programs. What, if any statutory changes are needed to clarify the agency’s mission and role? For example, should the agency be renamed and each mandate be clearly defined in statute? In your opinion is the board still needed and if so, how can it be made more effective?

3. Your agency is in the beginning phase of a multi-year contract with Coca Cola to run the Vending Services/Business Enterprise Program. The legislature has expanded the permissible uses of funds generated by the program that go beyond its original intent: to provide entrepreneurial opportunities to blind adults. Do you believe such an expansion will dilute BESB’s ability to fund entrepreneurial endeavors?

4. BESB receives none of the vending proceeds from machines that are placed in public schools. This helps fund the schools’ student activity funds. Do you feel it would be appropriate to ask the vending contractor to place only nutritional products in these machines?

5. Past problems with BESB top management and certain administrative decisions, such as the closing of the industries program, have created public relations and morale problems for your agency. What are your plans for repairing the agency’s image, improving relationships with clients and advocacy groups, and motivating your staff?