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Nov 05 2021

How (and whether) to write recommendations

Want to hear my elevator speech about what an evaluator does? It goes something like this:

“What do you do?”

“I’m an evaluator.”

“What’s that?”

“When an organization runs a program or initiative and they want to know how well they did, they hire an evaluator to help them measure and report back.”

“Cool, so you tell them how to do better?”

“Uhh…sometimes.”

See how it kind of falls apart at the end there? It’s not that I don’t know my own work, it’s that the scope of the evaluator role has been bouncing around in my brain for a while now. Do we tell programs how to improve? Or do we simply share the data with them and let them draw their own conclusions?

Does an evaluator make recommendations?

I had a mentor for the first few years of my evaluation career. He had an answer to this: “No.” He firmly believed that an evaluator’s role is to stay neutral, design data collection strategies, implement them, analyze them and report back in a utilization-focused way.

Michael Quinn Patton would argue there are definitely situations where an evaluator should be anything but neutral, like in evaluating complex innovations where evaluation feeds into design, but that’s not really what I’m driving at here. So, in a traditional formative/summative evaluation, what is the scope of an evaluator’s role: should an evaluator make recommendations?

Let’s argue both sides of this:

Pro Recommendations:

Clients look for recommendations, it is expected

Recommendations are the “now what” to reporting results.

You’ve gathered and analyzed data, you’ve interpreted the data (the “so what”), so recommendations are the next logical progression

Con Recommendations:

The evaluator is not the expert

Imagine recommending that a program change approach (think harm reduction vs. abstinence, or patient-centred care vs. physician-directed care), undermining the expertise and approach being tested

The evaluator does not know the entire context

Imagine recommending that an organization hire a Communications Advisor to help in getting their message out and build awareness, only to learn that their funding has recently been cut in half

So where does that leave us?

One option is to side-step the issue: hearing my mentor’s voice in my head, I have written reports that stop just shy of “recommendations” but definitely include “Key Lessons Learned.”

So, I might say:

“Training attendance was better on weekday mornings.”

Rather than saying:

“Recommendation #1. Run training sessions on weekday mornings.”

ARE WE splitting hairs? Is there an actual difference here?

Part of the difference is in human psychology. Not only do people generally not like being told what to do, but change management literature says that people will engage in change more readily if they come up with the idea themselves. So, if you say, “Training was better in the morning” and the project lead says, “Hey, we should run all sessions in the morning” – they get the credit, and the change is more likely to happen and be sustained.

Another option might be to use softer language, so instead of:

“Recommendation #1. Run training sessions on weekday mornings.”

I might try to soften the language:

“Consider alternative delivery dates and times. Review methods for optimizing the schedule of delivery based on participant needs and trainer capacity.”

Again, this feels a little like cheating. And it’s not answering the questions about should an evaluator make recommendations. I think it’s because ultimately it depends on the relationship between the evaluator and the client, the strength of the evidence, the level of knowledge of the evaluator, and the integration of the evaluator within the operations.

Michael Scrivens tells us that “lessons learned—of whatever type—should be sought diligently, expressed cautiously, and applied even more cautiously.” Scrivens suggested that “micro recommendations” which offer commentary or suggestions about implementation or operational details may be very appropriate within a formative evaluation while macro-recommendations – think “adopt, adapt or abandon” – are not necessarily the role of the evaluation and should not be made unless the evaluator has extensive knowledge and knows the context well.

Micro and macro recommendations describe two types of recommendations, but there are others. Not all recommendations are created equal. Recommending that the coffee vendor at the conference be swapped for better quality coffee is not really the same as recommending that a program close down due to poor outcomes. Yet another type of recommendation (to avoid) is the less-than-helpful “More research is needed,” which can be valid but probably isn’t what your client is looking for.

So, if your client wants recommendations, or perhaps your role as the evaluator is integrated and knowledgeable enough to warrant recommendations, consider the Following….recommendations (see what I did there?):

Drafting Recommendations

1. Plan early!

When you are scoping an evaluation with your clients ask, “Are you seeking recommendations?” Knowing their expectations can frame the purpose of the evaluation and prepare you to deliver a product that meets their needs.
When you are working with your client to develop the key evaluation questions to frame your evaluation plan, ask your stakeholders “What would you do differently if the outcome is A? What if it was B?”

2. Engage stakeholders in coming up with recommendations

Share results early and often with your key stakeholders. Conduct a sense-making session to review the findings and gather their insights on what actions may be feasible as a result of lessons learned. This is sort of the best of both worlds, technically your report will include recommendations but also technically they didn’t just emerge from your brain!

3. Validate draft recommendations

Are they actionable? Feasible? Under the control of the stakeholders?
Consider conducting a brief literature review, or comparing to an existing review.

4. Make sure they are justifiable

Link your recommendations directly and clearly to the data that drives it.
If possible, seek out multiple data sources that align around the same path forward. This includes perspectives from multiple stakeholders at multiple levels. Think about who is the decision-maker and who would be responsible for implementation.

Presenting Recommendations

1. Don’t bury them in the narrative of a report!

Think about where to include your recommendation in the final report. Some writers like to showcase them upfront as a quick highlight or summary of the report. Some people like to save them for the end after the results have been presented in full. Other people will embed recommendations throughout the report, often below the data that informed them. In any case, ensure they stand out clearly as recommendations and not hard-to-find, half-hearted suggestions.

2. Consider if there is a way to group recommendations by urgency, by ease, by impact, or by content theme

3. Though ideally you’ll have engaged stakeholders in crafting the recommendations, it’s always good practice to facilitate a discussion afterward as well

Help the team to do some visioning around what would happen if the recommendation was actioned. Is there evidence you can share? Are there indicators you can offer to help the client measure the impact?

4. Be concise

Be clear, but not directive.
Try to limit your recommendations to those that are most valid and actionable.
Avoid lumping several recommendations into one.

Other Considerations

1. If possible, give options

Perhaps the data showed that mornings are better for training. One recommendation could be to run training in the morning, but alternatively, if you address the barrier about why training was better in the morning you may find an alternative recommendation is “Offer lunch vouchers and free parking to training sessions in the afternoon.”

2. If you are an internal evaluator, try to build in time to follow up after your recommendations have been made

Making poor recommendations can undermine your credibility as an evaluator, but conversely, strong, relevant recommendations are valuable and likely exactly what your client is looking for.

If you’re looking for more tips on how to craft an amazing evaluation report, check out our 6-part series on Renovating Your Evaluation Report or how to deliver less-than-stellar results to your clients.

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Nov 04 2021

Five Why’s

Children learn a lot and quickly because they are curious. Children don’t stop asking questions, yet as adults we often do. The Five Why’s is a popular, simple, and powerful means to create that childhood sense of wonder and curiosity in your team. It is also a great means to do something called a root cause analysis.

The technique is said to have originated with Toyota, although the exact lineage is a little unclear. If you’ve spent any time around a 5-year old you know this technique by heart.

It starts out like this: Ask ‘Why?’ about something you encounter. Then repeat it for every answer you get up to or past five times.

The Five Why’s is a type of narrative interrogation that allows you to go deeper into understanding the motivations and actions of someone. The Five Why’s is a way for us to learn about what is behind a choice or decision so we can design better for it.

How to Use Five Why’s

The exchange below is based on a real-life example of using this technique. The context was part of a training activity for graduate students with the focus of inquiry on why students chose to pursue graduate studies in design. The program in question largely attracted mid-career professionals who were coming from a variety of different fields to study part-time while they completed their jobs.

Person 1: Question Asker (P1): Why did you choose to enrol in this graduate program?

Person 2: Question Answerer (P2): Because I generally have an interest in design and really wanted to do something that allowed me to be a little more creative.

Commentary (C) : This is the first exchange and focuses on the key question under consideration. Person 2 will respond with whatever they feel is appropriate and it is in this first response that Person 2 will find an aspect of the response that they want to focus on. The next ‘Why’ provides a chance for P1 to inquire about some aspect of this first answer to delve a little deeper.

Second Why

P1: Why is doing something creative important to you?

P2: I don’t have a lot of opportunity to do creative work in my job. I feel I just go through the motions with my job; it’s all very routine. I feel rather bored and unchallenged and I was hoping this program would help that.

C: In this exchange, Person 2 has introduced that creativity is an important part of their motivation to go back to school. The

Third Why

P1: Why do you want to be challenged in your work?

P3: I have a desire to accomplish something. I used to have dreams that I would make a difference in the world and do work that excited me and brought me joy. If I’m honest, I feel like I chose poorly with my career. I did what I was good at, not what I wanted to do.

C: We see here that this learner is addressing larger issues — much closer to the root cause.

Fourth Why

P1: Why was your choice a poor one?

P2: I kept pursuing what others expected of me. I do what others ask of me, not what I really want for myself. I saw this program and thought that this is something that’s important to me, not others.

C: What we see here is that the respondent is opening up about their reasons and connecting them to their career choices. Here, the questioner has many additional avenues to pursue

Fifth Why

P1: Why was it important to do what others wanted?

P2: I always felt I had to please people, especially my parents. They had a tough time and worked so hard to support our family. They were labourers — they didn’t see creativity as something that you could make a living at. I didn’t want to let them down. I felt perusing a creative career would do that and be seen as frivolous.

C: For this learner the choice to pursue graduate studies in design meant far more than a career change — it was a bold personal decision.

Practice Notes

It’s important to note that the pursuit of a root cause can yield some surprising results and that requires some caution. The above exchange got very personal quickly and this can yield some uncomfortable information for some participants. It’s important for facilitators to note that participants should only answer things that they feel comfortable with and should always have the right to pass on a cycle (e.g., do three Why’s instead of five).

Alternatively, there are times when responses do not get detailed and it may take more than 5 cycles to find something closer to a root.

With an understanding of those things that are closer to the root of a situation, the more options there are to design a program or service that meets more substantive needs. Using our example, the graduate program might seek to find ways to market its graduates in ways that can highlight the practical application of creativity. This would fit well with this students’ situation and more underlying motivations and needs.

The Five Why’s are simple to use and powerful in what they reveal. They can bring out your inner five-year old, too.

We can help you ask Why? What? How? and When? as part of our design process. Let us help you — contact us and we can help you implement this method in your work.

Photo by The 77 Human Needs System on Unsplash

The post Five Why’s appeared first on Cense.

Nov 03 2021

Ask Nicole: Using Social Work Skills as a Consultant

Have a question you’d like to be featured? Let me know. A few months ago, I mentioned that I’ll be limiting the content I create around starting and running a consulting practice. But I had a conversation with social work colleague recently that I couldn’t want to share! So, this month’s Ask Nicole is about […]

The post Ask Nicole: Using Social Work Skills as a Consultant appeared first on Nicole Clark Consulting.

Nov 02 2021

How to edit a PDF graph.

In this post I am going to show you how to edit a vector based PDF graph. You’ll also learn why you might need to so such a thing and how to discover if your PDF graph is indeed vector based.

In this post:

First, a little data backstory
How I turned this graph…
…into this infographic.
A PDF is a sometimes Vector.
How to Check if a PDF Graph is Vector (aka editable).
Editing the PDF Graph with Adobe Acrobat Pro.
Turning the PDF Graph into an Infographic with Adobe XD.
[Alternative for Non-Creative Cloud Subscribers] Editing the PDF Graph with Inkscape.

Title slide from blog post "How to edit a PDF Graph."

First, a little data backstory

Goodbye. Farewell. Adios. Sayonara. Workers have been giving their bosses an earful of such words as of late. Last week, the U.S. Bureau of Labor Statistics announced that 4.3 million Americans, or 2.9% of the entire workforce, quit their jobs in August. That was a record-breaking month, piggybacking on previous record months. “The Great Resignation” is real, and it can be seen across virtually all industries.

Why are so many Americans quitting their jobs? – NPR

It’s late October 2021 and I keep this story headline talking about the “The Great Resignation.” The stories mention 4.3 million Americans quitting their jobs in August, an all time high. When you click the link to follow the data, you find a news release and then a table without a ton of extra context.

This has been a weird time for economic data. COVID19 put a dent in any of the regular metrics making the pandemic stick out in a way that’s completely unavoidable. My curiosity led to a dive into the data. I found a new data source that gave wider picture based on the same datasets.

And the need to convert and edit a PDF chart brought me to this post.

How I turned this graph…

A chart from the Federal Reserve Economic Data showing Job openings, quits, and hires from 2000 to 2021. Data can be found: https://fred.stlouisfed.org/graph/?id=JTSJOL,JTSQUL,JTSHIL,

If you look at this chart: the red line is quits, the blue line is job openings, and the green line is hires. It tells a little different story than what we see from “The Great Resignation.” The source of this chart is FRED (Short for Federal Reserve Economic Data). I wanted to clean it up a bit; add focus, put in annotations, and create a social media friendly infographic.

…into this infographic.

An infographic.
The great resignation is really a Job Market Flood.
A big deal has been made of the increasing number of Americans quitting their jobs. And yes, it's never been this high, but it's really only 19% higher than it was in January 2020.
The number of monthly job openings on the other hand is 54% higher than it was pre-COVID in January 2020.
July 2009 - 2.2 million job openings
January 2020 - 7.2 million job openings
July 2021 - 11.1 million job openings

August 2009 - 1.6 million quits
January 2020 - 3.6 million quits
August 2021 - 4.3 million quits

To create this square infographic I didn’t have to recreate the line graph. I just used the one provided by FRED. At the top of the chart there was a “DOWNLOAD” button.

As a designer I would have loved to see “SVG” as one of the download options. The “Image (graph)” downloads a PNG file (which is not Vector and not so flexible to edit). The “PowerPoint (graph)” option downloads a PowerPoint file that includes a slide with the chart (but that chart is also not vector).

That leaves the “PDF (graph)” option, which did happen to be a vector file (woohoo)!

FRED graph screenshot showing download options.

A PDF is a sometimes vector.

So a PDF is a bit of a wildcard file type.

Sometimes with a PDF you’ll be able edit every single element (words, numbers, tables, charts, and colors). Other times it’s really just a static pixel based image file (more similar to a PNG or JPG). But that makes sense, because you can turn just about any picture or text file into a PDF.

As a designer looking to tweak a graph, when I pull open a PDF I really hope to find a vector format.

Freshspectrum cartoon by Chris Lysy.
"I PDF all my charts because it keeps my boss from screwing up the colors and formatting."

How to Check if a PDF Graph is Vector (aka editable)

You can find out if a PDF is vector based pretty quickly. All you have to do is Zoom in on the file.

As you Zoom, if the image pixelates (turns into little squares) then your graph is not Vector based. Which basically means it’s easily editable. You’ll have to either recreate using the data, edit in an image editing tool (like photoshop), or recreate using some other approach.

Screenshot of a pixelated PDF graph. — Here is a PDF version where the chart is not a vector format.

If you can Zoom in and not lose any image quality, the image is Vector. This will give you a lot more options as a designer.

Screenshot of a clean zoomed in PDF Vector graph. — This a PDF version of the same chart but is definitely vector. The screenshot you see above is the pdf zoomed in 6400%. As you see, no drop in clarity.

Editing the PDF Graph with Adobe Acrobat Pro

Screenshot of a graph being edited in Acrobat Pro.

So if you have Adobe Acrobat Pro, you can do some basic editing. This includes editing words on the page, deleting certain formatting blocks, and even deleting or adjusting certain elements in a graph.

Keep in mind that PDF Vectors, especially auto-generated PDF vectors, are not always the cleanest files. There can be empty transparent blocks on top of your graph that you’ll need to delete to get to the chart elements underneath. You are also pretty limited in what you can do.

Editing the PDF Graph with Adobe Illustrator

Screenshot of a graph being edited in Adobe Illustrator.

If you have Adobe Creative Cloud, Adobe Illustrator is definitely the tool you will want to use to open up Vector PDFs. You’ll be able to see every single layer and element that makes up the image.

I’ll use Illustrator to open PDFs even when I plan to design my infographics using other tools. To identify an specific element just keep clicking on it until the specific layer is isolated. If you’re an accomplished user of Illustrator you can do all of your editing here.

Turning the PDF Graph into an Infographic with Adobe XD

Screenshot of a graph being edited in Adobe XD.

Over the last few years, Adobe XD has become my infographic design tool of choice. While you can drop SVG files right into Adobe XD, you can’t open a PDF. Even if it’s vector.

But what you can do is copy elements right from Adobe Illustrator and paste them into Adobe XD. That’s what I did here, copying the the two lines (each one is it’s own path) in Illustrator and pasting them into my XD file. Now I can do a lot with them, including changing colors and changing each line’s thickness.

[Alternative for Non-Creative Cloud Subscribers] Editing the PDF Graph with Inkscape

So I know there are a lot of you who do not have, and will likely never have, a subscription to Adobe Creative Cloud. That’s okay, you can still edit PDF graphs.

There is an open source vector drawing tool called Inkscape. And with Inkscape you can do a lot of the same things you could do in Illustrator (including opening up a PDF). Still want to use Adobe XD to create your infographic? That’s no problem, just save your file as an SVG. Then drop the SVG into Adobe XD.

Screenshot of a graph being exported from PDF to SVG using Inkscape.

Nov 02 2021

Speeding Up Your Data Viz (& Preventing Future Injuries) Using Custom Commands in Dragon

Andrew Forsman is a Depict Data Studio student and self-described “data viz nerd” who has over 10 years of experience helping organizations plan for, execute, and learn from research and evaluations.

They’re here this week sharing time-saving tips on using a voice command and dictation software called Dragon to help with data viz. Thanks for sharing Andrew!

—–

Hey everyone! Andrew Forsman here from the Research & Evaluation Division (RED) of the University of Arkansas for Medical Sciences. Our group focuses on translating research into practice in fields like early childhood education, child nutrition, abuse prevention, and HIV education.

With that comes the need to communicate our work to both expert and layperson audiences, and with that comes… a lot of data viz.

Don’t get me wrong, I love doing this kind of work and I readily describe myself as a data viz nerd.

Even as a novice, however, it quickly became apparent that Microsoft Office wasn’t designed with data viz in mind.

There are so many things we need to access that are buried three or four clicks deep (think the align objects sub-menu) and just so happen to be the kinds of actions that need to be repeated over and over and over again.

And yet, for many readers of this blog (whether due to budgets, clientele, or our type of projects/deliverables) working in Office is our only option. Luckily, a voice command and dictation software called Dragon can help overcome some of Office’s limitations.

When I originally thought of Dragon as a potential solution, it seemed like it would help with writing emails or even transcribing interviews, but that the data viz process would be too complex for it to be very useful.

Oh, was I wrong!

Dragon does have some limitations that need to be worked around to handle data viz work, but once I put in the upfront time to find those workarounds and set them up, it has really increased my productivity.

In today’s blog post, I’m going to walk you through how to set up your Microsoft Office programs and Dragon custom commands to use this program to your advantage.

As a bonus, I’m also going to give you the custom commands file exported from my Dragon profile and my Office Quick Access Toolbar files so the setup process is much faster for you than it was for me!

Purchasing the Right Version of Dragon

First, it’s important to note that not all versions of Dragon are compatible with data viz work. There are currently 5 different categories: home, premium, professional, legal, and medical.

At minimum, you’ll need to purchase the professional version because it’s compatible with Excel, PowerPoint, and Publisher, and it gives you the ability to create and use custom commands.

A single license of Dragon Professional Individual version 15 will cost you $500. If you’re upgrading from a previous version of Dragon, it should be about $250.

Technically, Dragon is supposed to work better if you use a Dragon-approved headset for voice recognition, but I’ve actually found that a $40 external mic from Amazon works better than the cheaper of the two Dragon-approved headsets I saw.

How to Create/Edit a Custom Command in Dragon

To create new commands from scratch, go to Tools –> Manage Custom Commands –> New –> Advanced.

Make sure your Command Type is set to “Step-by-Step” and your New Step is set to “Keystrokes”.

Then use the Insert button to add the keyboard combos you want to assign to each verbal command.

Finally, hit the Train button to train the software how to recognize that command with your voice.

Screenshot of how to create or edit a custom command in Dragon software.

The (Strange) Limitations of Custom Commands

If you press Alt in any Office program, a list of Alt + combinations appear for most clickable options, giving you the commands to enter. Because there are so many clickable options, many of those have multiple characters, such as “Alt + AA”.

Should be simple to enter right? Not so much.

Dragon can only recognize one character after your Alt when programing the Keystrokes custom command, making it all but useless for data viz, as all the relevant functions you’ll need have multiple characters after Alt.

Dragon also has a Record Macro option in the command type. That should be the easiest and most flexible option because it records your clicks and keystrokes as you do them and repeats those actions exactly. You can even watch your mouse cursor move just as you did when recording it.

This seemed like a great option because no matter how long you take to record a macro in Excel, the macro finishes the whole process almost instantly once activated.

For whatever reason though, when you create a Dragon command based on a macro, it executes incredibly slowly. In my testing, I recorded a macro that took less than a second to perform, yet I watched my mouse take roughly 5 seconds to follow the same path. Ideally, it would just execute it near-instantly, like macros in Excel.

It seemed like I was at a dead end.

The Alt + function through Keystrokes wasn’t flexible enough and the Record Macro function was too slow to be practical.

But after a little more research, I found a workaround.

The Workaround

Every Office program has an area that’s called the Quick Access Toolbar. It may not be enabled by default, but you can turn it on and set a variety of shortcuts for you to easily get to.

In our case, the big advantage of using the Quick Access Toolbar is that the first nine icons are always coded as Alt + 1 to Alt + 9, no matter what you set to appear in the toolbar.

Jackpot!

(Sort of…but more on that later)

The Quick Access Toolbar in Office software can be turned on and set to a variety of shortcuts.

Rather than take forever to set your Quick Access Toolbar icons to be the exact same items in the exact same order across Publisher, Excel, Word, and PowerPoint, I’m going to give you the shortcut.

All you have to do is click the drop-down menu on the Import/Export button and import the matching Quick Access Toolbar files I’ve created for each of these programs (download at the bottom of the page).

This will replace your current Quick Access Toolbar setup with the one that I use and that matches my custom Dragon commands (download also below).

You can customize your toolbar in Dragon software to match the same shortcuts in your Office programs toolbar.

Other than save yourself time, there’s an important reason why you want to replace your current Quick Access Toolbar setup with the one that I use.

Most Office programs have multiple options you can place in your toolbar for essentially the same command (like Align Objects as a single option or Align Objects as a drop-down menu), BUT not all Office programs have all the same options for shortcuts.

For example, some only have Align Object as a drop-down instead of both the single object and drop-down menu symbols.

Importing my setup will make sure you have the shortcuts that are compatible across all four programs.

Andrew Forsman has developed a set of custom toolbar shortcuts that can be read across multiple software programs.

Uploading my Dragon Commands & Retraining for Your Voice

Now that you have my Quick Access Toolbar setup files uploaded for PowerPoint, Publisher, Excel, and Word, I’ve got another shortcut for you—my Dragon custom commands backup file.

All you need to do is import this file and retrain the individual commands for your voice and you’ll be ready to go!

From the Dragon Bar, hit Tools –> Command Browser –> MyCommands –> Import and select the import file.

Once those are uploaded go to Tools –> Manage Custom Commands –> Click a command –> Edit –> Train –> Train (again) to replace my voice with yours.

Why My Custom Commands Say Things Like “Level Left” Instead of “Align Left”

There are a set of viz-related commands that are natively programmed into Dragon but only work in PowerPoint; this includes the Align Object commands.

When Dragon hears you start a custom command that sounds like one it has natively, it gets confused and won’t execute either command.

That’s why I’ve set many of my commands to be slightly different verbally than how they actually read, such as “level left” instead of “align left”.

Final Thoughts

I’m sure many of you almost closed this browser window as soon as you read the price of a Dragon license. For most of us, $500 is no joke, and for others, it’s completely out of the question. I’m fortunate to work for an organization large enough to afford occasional purchases like this when there’s a clear efficiency or effectiveness advantage.

There are some things that Dragon can’t help with very well, like customizing individual charts in Excel (those menus go way too deep). For nearly everything else, however, it allows me to do data viz work at 2x – 4x the speed, with only a fraction of the keystrokes and clicks.

As the years go on, data viz is becoming more and more in-demand and both the volume and complexity of our work are increasing. While $500 seems like a lot up-front, you could easily make it up based on the efficiency gains alone, especially now that you have my shortcut files to make setup really simple.

Even if your organization isn’t convinced, there’s another good reason you should try to find a way to pay for it yourself: Human hands aren’t built to sustain the extraordinary volume of keystrokes and clicks we subject them to year after year. Ask practically any health care worker you know, and they’ll say the same.

Consider this a down payment in preventing (or at least delaying) injuries like carpal tunnel, which affects many knowledge workers, and in severe cases, could hamper both your career and quality of life down the line.

Download Files

As a bonus, I’m giving you the custom commands file exported from my Dragon profile and my Office Quick Access Toolbar files so the setup process is much faster for you than it was for me!

Depict-Data-Studio_Forsman-Custom-Commands Download

Connect with Andrew

LinkedIn: @aforsman3