For AbilityOne nonprofit agencies
Supports, monthly check‑ins, and a career plan for every employee. One record, ready when the review comes.
Isos Terra is software for AbilityOne nonprofit agencies (NPAs). Each employee's record holds the supports they use on their job, a monthly confirmation that those supports are still in use, and a career plan in their own words with the agreed steps toward moving up or out. It is the documentation Commission Policy 51.400 asks NPAs to keep, written by your own people as the year happens instead of reconstructed the week before a review.
See Isos Terra at work
From an individual support to a record the team can follow.
Watch the employee-support, career-planning, and supervisor workflows, then see how they can help with manager handoffs and compliance follow-up.
6:20 guided demonstration
Fictional records in a local sample workspace. Live AI wording generation and hosted sign-in are not demonstrated. The software supports planning and recordkeeping; it does not establish agency compliance.
Isos Terra is available for acquisition.
Interested in taking it forward? Get in touch to discuss the software, the handoff, and the fit for your organization.
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Read the video transcript
Why Isos Terra
For AbilityOne employers, Isos Terra brings individual supports, career goals, and supervisor follow-up into a shared working record. Here are four examples with fictional employees.
A new employee and supports that fit the job
Let's take this a little more slowly. We're adding Avery, a fictional employee, to the roster. First, we choose the food service job Avery will actually be doing. Next, we review the support needs. Here, we're focusing on learning job tasks and receiving clear instructions. The review gives us a starting point for choosing useful supports. Now we can see the library supports that match Avery's job and reviewed needs. We have time to read the suggestions and decide what makes sense for the work. Let's add one: introduce a single task change at a time. A person reviews the support before it goes onto the plan. These are library recommendations; live AI wording isn't shown here. After a reload, the support is still on the plan. That's the useful handoff: the next supervisor can see the agreed instruction, instead of starting the conversation from scratch.
Career choice, upward advancement, and outward mobility
Career planning starts with what the employee wants. AbilityOne Policy fifty-one four hundred connects employee career plans with career advancement. The plan should reflect the person's goals, strengths, and support needs. Upward mobility can mean moving into a lead role or taking on greater responsibility. Here, the inward path can hold those steps. Outward mobility means working toward a job beyond the AbilityOne contract, such as a community employer. For this fictional example, Marisol wants to build confidence in the current workplace. We record the meeting date and choose the inward path. That choice is a starting point, not a promise of a promotion. We put the goal in the person's own words, then make the next step specific: practice the opening checklist with the team lead on three shifts. That gives the next conversation something concrete to review. We save without recording an acknowledgment that hasn't happened. This creates a working record for follow-up; it doesn't replace the employee's participation in planning. For outward goals, Policy fifty-one four oh two also requires an ongoing placement program. The software can help organize the work and its records. A saved plan alone does not establish compliance.
Follow through on an existing career plan
Here's Tonya's existing plan. The goal is to become a crew lead. We can connect that bigger ambition to a practical step: finishing the floor-machine course. In this fictional example, the course is complete, so we mark the step done. The pathway updates from the recorded steps. This tracks progress; it doesn't issue a qualification or certify that training occurred. After reloading, we can see the completed step. Keeping that progress alongside the person's goal makes the next review more useful: what happened, what helped, and what should happen next?
A supervisor notices a need and reviews support use
Let's look at this from the supervisor's side. Suppose Tonya would benefit from a clearer setup routine. The supervisor can bring that observation into the support review process. We write a practical suggestion: put a picture checklist on the supply cart, and review the setup together before the shift. Then we submit it to HQ. Notice the pending status. This is a proposal for review, not a new instruction silently added to the active plan. That keeps the observation visible while preserving the review step. Now, the monthly check-in. For this support, we'll choose No: it wasn't used this month. That answer does not automatically mean the support is no longer needed. It gives the team something to follow up on. For the other supports, we record whether they were used and whether they helped. We can also add a short, practical note for HQ about what to discuss at the next review. We save the check-in and confirm it appears in the history. This gives the team a record of support use and a new need to review, rather than assuming every support is still useful.
New managers need more than names on a roster.
New managers can see working instructions, reported support use, and next steps available to their roles. Isos Terra keeps that context together, so handoffs don't start from scratch.
Keep a running record of individual support.
Keep a running record of agreed supports, what supervisors report using, whether it helped, and new needs to review with the employee.
Make compliance follow-up easier to trace.
Connect goals, review activity, support changes, and progress for compliance follow-up. This organizes evidence; it doesn't replace employee participation, qualified judgment, or the agency's responsibilities.
Take the next step with Isos Terra.
Isos Terra is available for acquisition. Contact us to discuss the software, handoff, and fit for your organization.
AbilityOne policy context
The narration refers to employee career planning and advancement under Policy 51.400 and the ongoing placement-program requirement in Policy 51.402. Agency responsibilities and human review remain.
One support. Twelve months.
Task list printed and posted at the workstation, and read together at the start of each shift.
- Used
- Not used
An illustration. Not a record of any person.
What it does
Three things the program gets back.
Each one is something a supervisor, a manager, or a reviewer can point at on a screen.
- A new supervisor knows the crew on day one.
- Open a record and the whole picture is one screen: the job, the supports in job-specific language, the career steps in progress, and every change with its date. Nobody reconstructs what the last supervisor knew, and nobody asks the employee to explain themselves again.
- Supports are tailored for the job, not for a condition.
- One line each, tied to the duties of the job the person actually holds. There is no field for a condition anywhere. Each month someone on the floor marks every support used or not used, and can write in one the floor found.
- When the review comes, the year is already on the record.
- Every support added or removed, every monthly check and how it came in, every plan step agreed to, each with its date. At review time the app lays the twelve months out as a draft for your team to read, correct, and confirm. It files nothing and decides nothing.
What it holds
Four things on every record, and what each one does for the employee.
The record is built around the person doing the job: the help that fits their work, proof it is still helping, a plan they chose, and a year nobody has to reconstruct.
Supports that fit the job they actually do.
HQ writes each support in job-specific language, and the studio tailors it to the duties of the job the person holds, so a support for a dishroom reads like a dishroom. The employee gets help that fits the work in front of them, not a generic line.
A monthly check that the help is still helping.
Each month someone on the floor marks every support used or not used, by computer, by phone, or on a paper sheet keyed in afterward. A support nobody uses gets noticed, and one the floor found gets written down.
A career plan with goals the employee chose.
A skill they want to learn, a role they want to grow into, or a job with an employer in town, in their own words, with the steps agreed before the next meeting. They can hold a printed copy of their own plan.
A year nobody has to reconstruct.
Every support change, every monthly mark, and every plan step stays on the record with its date. When the review comes, the twelve months are already there, and the employee's story is told by what actually happened.
Career planning (PCEP)
A plan built with the employee, in their own words.
PCEP stands for Person-Centered Employment Plan. Every plan is written in the room with the employee, and every step on it is dated.
This is the career-planning documentation Commission Policy 51.400 asks for.
The goal, quoted as they said it.
The plan opens with the employee's own words, not a category picked from a list. Everything else on the plan answers to that sentence.
One of three directions.
Strengthen the current role, grow into another role at the NPA, or work toward a job with an employer in town. The direction is the employee's choice, and it can change at the next meeting.
Steps somebody agreed to take before the next meeting.
Where the plan stands is read off the steps, so nobody keeps a status field current. A step completed is a skill gained or a door opened, on the record with its date.
A printed copy for the employee.
The same plan, on paper, dated the day it was printed. It records a discussion the employee was part of, in words they can read back.
Their agreement, recorded with a date.
The employee's typed name and the date, on the exact version of the plan they agreed to. If they ask for changes instead, that is recorded too.
Who uses it
Four seats, matched to how an NPA is actually staffed.
A supervisor's whole month here is one screen. That is deliberate: this has to be picked up on a Monday by somebody hired last week, and by somebody who would rather use paper.
- HQ
- Compliance- and eligibility-focused. Writes the first set of supports from what it knows of the job and the person, reviews what each site changed, and keeps the yearly picture across every site.
- Site Leader
- A director in charge of more than one contract site at once: opens whichever site they need, and seats project managers and anyone else who works there.
- Site Manager
- The project manager, running one site's roster: opens a record, adapts the supports to the job the person is doing there now, and puts a record on leave or closes it.
- Site Supervisor
- The on-the-ground team. Marks the monthly check, writes in a support the floor found, and moves the plan's agreed steps along. No record is opened or closed from this seat.
How it handles data
What is never on the record.
Two rules, built into the fields themselves.
- No health or condition information.
- There is no field for it in any record. What gets written is the duties of a job and what helps somebody do them.
- Nothing is done without a person's approval.
- Where a model helps, it drafts: it can tailor HQ's supports to the wording of a person's specific job and duties. A person reads the draft, edits it, and activates it, or throws it out. Nobody is rated or ranked, and no automatic decision is made about anyone's job, pay, or place.
Next step
Set up for one organization at a time.
Every seat is opened by the NPA that runs it. To see it first, ask for a walkthrough.
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