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HomeMy WebLinkAboutMINUTES - 03051996 - C43 TO: BOARD OF SUPERVISORS F&HS-02 5E L Contra FROM: FAMILY AND HUMAN SERVICES COMMITTEE Costa !;s County DATE: February 26, 1996 CpUN SUBJECT: STATUS REPORT ON SERVICE INTEGRATION, POLICY ACADEMY, AND FAMILY MAINTENANCE ORGANIZATION SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION RECOMMENDATIONS: 1. ACCEPT the attached reports from Sara Hoffman on Service Integration, the . Policy Academy on their work, and Mary Foran on the Family Maintenance Organization. 2. REQUEST the County Administrator and Health Services Director to make further status reports to the Family and Human Services Committee in about three months. BACKGROUND: On November 28, 1995, the Board of Supervisors approved a report from the Family and Human Services Committee and referred to the 1996 Family and Human Services Committee oversight of the County's Service Integration Program, meetings with the Policy Academy and the development of the Family Maintenance , Organization. Among the recommendations approved by the Board of Supervisors were the following: 1. ACCEPT the attached reports from Bill Weidinger on Service Integration,the Policy Academy on their work, and Mary Foran on the Family Maintenance Organization. 2. REMOVE these subjects as referrals to the 1995 Family and Human Services Committee and instead refer them to the 1996 Family and Human Services Committee for continuing oversight. CONTINUED ON ATTACHMENT: YES SIGNATURE: RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOAq0MTT APPROVE OTHER SIGNATURESI LJ ACTION OF BOARD ON March 5, 1996 APPROVED AS RECOMMENDED X OTHER VOTE OF SUPERVISORS I HEREBY CERTIFY THAT THIS IS A TRUE X UNANIMOUS(ABSENT III ) AND CORRECT COPY OF AN ACTION TAKEN AYES: NOES: AND ENTERED ON THE MINUTES OF THE BOARD ABSENT: ABSTAIN: OF SUPERVISORS ON THE DATE SHOWN. ATTESTED MARCH 5, 1996 Contact: PHIL BATCHELOR,CLERK OF THE BOARD OF CC: SUPERVISORS AND COUNTY ADMINISTRATOR See Page 2 BY DEPUTY F&HS-02 3. REQUEST the County Administrator and Health Services Director to make further status reports to the 1996 Family and Human Services Committee during the month of February, 1996. On February 26, 1996, we met with representatives from the County Administrator's Office, Health Services Department and members of the Policy Academy. Sara Hoffman presented the attached report to us on Service Integration. Melanie Ferguson reviewed with us the report from Mary Foran on the status of the Family Maintenance Organization. Gary Rutkin summarized the attached report from the Policy Academy regarding their recent activities, most of which are covered in more detail on the report on Policy Coordination. We are pleased to see that so much progress has been made in each of these areas. We would like to continue to provide oversight to the Services Integration Project, the Family Maintenance Organization and the work of the Policy Academy and are, therefore, asking that they each make additional status reports to our Committee in three months. cc: County Administrator Health Services Director Social Service Director Community Services Director County Probation Officer Sara Hoffman, Senior Deputy County Administrator Mary Foran, Director, Office for Service Integration, HSD Bill Weidinger, Program Coordinator, SIT Karen Mitchoff, Supervisor DeSaulnier's Office [for the Policy Academy] -2- 0. 41-3 CONTRA COSTA COUNTY OFFICE OF THE COUNTY ADMINISTRATOR 651 Pine Street, 10th Floor Martinez, California 94553 Telephone: 646-1390 DATE: February 21, 1996 TO: Supervisor Mark DeSaulnier Supervisor Jeff Smith Family and Human Services Committee FROM: Sara Hoffman Senior Deputy Administrator SUBJECT: Status Report on Service Integration This report provides an overview of the status of both Service Integration operations as well as systems development. Service Integration Operations The number of families being served by the Service Integration Teams remains at approximately 1100 in Bay Point and 400 in North Richmond. The past several months have been filled with a number of activities and developments at both sites. Training The training provided by the Greater Bay Area Family Resource Network (GBAFRN) through funding by the S.H. Cowell Foundation has been going well. A Memorandum of Understanding between GBAFRN and the County has been drafted and will be finalized by the end of February 1996. Staff has been hired and these three consultants have been working with the teams in developing and delivering technical assistance and training. Training sessions have consisted of both full and half day sessions. The first formal session was a full day for each team and the vision and mission of each team was revisited. The second formal training session was a %2 day for each team on conflict management. There is another session on this topic scheduled for late February early March. The third formal training on Consensus Decision Making occurred over two separate days at each site. The first day introduced the theory and included some modeling of the use of the process. The second day worked with the teams in making real decisions and in coaching and modeling the techniques. . , 0- 413 The fourth formal training was two full days on case management with Jim Nice of Oregon presenting his Family Unity Model. The first day presented the process and gave an opportunity for some role playing. The second day provided the opportunity for using the model with one of our North Richmond families who volunteered to be part of the training. This was a very moving and respectful demonstration of the impact of this model and its strength-based approach to working with families. The teams are integrating this model into their work. Our training consultants are now working with team members to plan additional training. Additionally GBAFRN has begun the initial work of building indigenous leadership. In Bay Point, they have been working with the Mt. Diablo Unified School District and the County Housing Authority in a project with residents of the Los Medanos Public Housing and Casa Serena, a senior housing project. Plans are to have a community picnic (the event most desired by the resident survey), to finalize a job description for a community developer and to plan for the election of a resident council for Los Medanos. The community developer position will be funded by a grant from the Zellerbach Family Fund. This effort is important in developing not only community capacity, but also individual skills that enhance employability. Staffing A number of changes have taken place. The Probation Officer at Bay Point and the Public Health Nurse at North Richmond accepted other positions in their respective Departments and these vacancies were rapidly filled in October and December 1995. In February 1996 the Eligibility Work Supervisor (AD at North Richmond accepted a permanent position in Antioch effective February 20, 1996. Her position is currently unfilled. GAIN budget reductions may also affect our Al GAIN social worker in Bay Point. Because of her acting status she may be "bumped" out of this classification and returned to her previous assignment in the District Office. Staff turnover has not been supportive to team stability and this has prompted discussion among the STMT to consider and explore how SIT personnel can remain constant. Through the efforts of Children's Mental Health, and particularly Ruth Ormsby, two full time Mental Health Counselors may be on board each SIT site by March 1996. California received federal EPSDT funding that will be used to hire a number of Mental Health personnel, two of whom will be assigned to the SIT sites. This will be a very welcome addition as a number of our families will be served by these counselors. We are currently working to replace the Substance Abuse Recovery Counselors lost to SIT due to budget reductions. Plans call for a full time Recovery Counselor who works 20 hours at each SIT site. Additionally the Substance Abuse Division will be providing eight hours of training to both SIT sites so team members will be able to do initial interviews with their families and make appropriate referrals to the Recovery Counselors for ongoing counseling. 2 The Health Services Department is also in the process of reexamining the public health role in SIT. At issue is the appropriate deployment of staff and the range of linked services and relationship with the Family Maintenance Organization (FMO). Work Plan The Senior Deputy County Administrator, the Service Integration Specialist and the SIT Program Coordinator have put together an outline and work plan for the 1996 SIT Objectives. These objectives (attached) are currently under review by the SIMT. Employment The teams have made employment one of their chief objectives in 1996. Several strategies have been developed by each team to facilitate our families seeking employment. The Bay Point team has hosted two "Self Sufficiency" Workshops in which 47 families have attended. A number of these persons are highly motivated and focused activities will be provided to assist our SIT families into a "fast track" for employment. In North Richmond an "Employment Center" has been started. Our eligibility workers are spending individual time with each person who has indicated a strong desire to work. The "Work Pays" program is being explained to each of these persons so they will know specifically how their grant will be affected by the money they earn from work. In North Richmond 33 Spanish speaking families brought their favorite food to a 3-hour meeting designed to address their specific concerns about employment. Guest speakers from Catholic Charities and Contra Costa Junior College spoke to various concerns of the participants. The Social Services Departmental GAIN plan, approved by the Board of Supervisors in late January 1996, has made SIT families a target group that will be eligible to GAIN services. In a number of situations this will be very beneficial to our families, assuming the availability of funds for day care and transportation. SIT Handbook A SIT Handbook is being developed, largely through the efforts of our graduate student Bernetta Connelly. This handbook has a number of uses: it will discuss the background and history of SIT; it will be used as an orientation for new SIT members; and as publicity to other counties, programs and foundations. It is scheduled for completion in June 1996. Notable Events In addition to what has been mentioned previously, the last four months have been filled with the following activities: - New Team meeting formats were developed - New Monthly Statistics/Accomplishment forms were developed to begin to link worker activities with outcomes - Thanksgiving and Christmas baskets of food and toys were recruited and distributed - Several schools in Bay Point collected canned goods and toys and they were distributed to more than 200 Bay Point families - Five of our team members went to Washington, D.C. to be part of the awards 3 ceremonies for the "Models that Work" symposium. The employee organizations sponsored this trip One of our team members ran for a MAC position but was not chosen - A Holiday Party was hosted by North Richmond staff and 200 family members attended The Family Unity Model is being assimilated into the SIT service delivery system Five volunteers have been recruited from our families to assist the North Richmond team in their activities Service Integration Systems Recent critical activities undertaken to support the Service Integration Teams (SITs) are highlighted: • establishment of a system for tracking, measuring and evaluating key indicators of SIT progress; • progress towards obtaining waivers from the state and federal governments; • investigation of integrated management information systems (MIS) to support the work of SIT; • initiation of an interim program review of SIT; • implementation of a study to examine the cost-effectiveness of service integration; and • laying the foundations for a long-term evaluation of SIT. System for tracking, measuring and evaluating key indicators of SIT progress Outcomes-based performance measures lie at the core of the SIT model. SIT staff have identified approximately 15 priority indicators and methods to track these indicators on a routine basis. The SITs began tracking these indicators on January 2, 1996. The indicators include: • Employment indicators, including number of adult AFDC recipient who obtain employment, average hourly wages and hours worked, reduction in AFDC benefits resulting from employment (tracked monthly). • Health indicators, including receipt of prenatal care each trimester, birth weight of newborns, birth outcomes. • School indicators, including enrollment, average daily attendance of SIT clients, behavioral problems and grades. 4 The tracking of indicators is extremely complex and involves coordination and information- sharing among the SITs, the departments and the school districts. The departments and the West Contra Costa and Mount Diablo Unified School Districts have been extremely generous with their time, energy and cooperation on this project. Waivers from the State and Federal Governments We are making progress in our negotiations with the State regarding a waiver to reduce significant quantities of paperwork associated with the determination of eligibility and calculation of monthly benefits for AFDC and Food Stamps. At a meeting with the State this month,we were informed that the state working committee is supportive of our proposal; the committee plans to bring it before the state department heads for conceptual approval. The next step will be to work with the State to write a waiver to be submitted to the federal government for approval. Integrated management information system (MIS) to support the work of SIT In September 1996, we began researching the availability of integrated MIS for the SITs as well as identifying the MIS needs in supporting key SIT activities, including: O Supporting the common case management approach and capturing the SITs' integrated services methodology for cataloguing family strengths and goals. • Tracking clients' progress towards achieving their goals. • Verifying successful strategies for achieving client successes. • Serving as an evaluation tool by tracking outcomes. • Supporting a common intake process for multiple public assistance programs. A Transferring information among the SITs, home departments (Health Services, Probation, Social Services) and the schools. Contra Costa has completed its review of the best integrated automated systems and is now in the process of selecting an MIS, including negotiating with vendors. Interim Program Review Kathy Armstrong, the new Executive Director of the Zellerbach Family Fund and formerly a SIT consultant, is conducting an interim program review of the SITs at the request of the Service Integration Management Team (STMT). The project is being funded by the remaining dollars on her contract with the County supported by the Zellerbach Fund. The SIMT defined a separate list of questions to be asked samples from four groups: functional supervisors of SIT staff, SIT staff, SIT clients and community leaders. Armstrong will present the results to the STMT on March 19th. The purpose of the program review is to define priority issues to be the focus of the SIMT's work in 1996. 5 4!!�-K3 Cost-Effectiveness Study The County Administrator's Office has enlisted a group of four graduate students from the Graduate School of Public Policy at U.C. Berkeley to conduct a preliminary cost-effectiveness study of service integration in Contra Costa County from February to May 1996. The students will examine three scenarios: (1) service delivery under the traditional (district) model; (2) service delivery under the current SIT model; and (3) service delivery under a fully realized SIT model (when waivers have been obtained and other supportive systems are in place). In particular, their focus will be on the relative costs of each of the three models and the potential systems savings associated with SIT models. The cost-effectiveness study will support the understanding, evaluation and sustainability of both the SITs and the Family Maintenance Organization (FMO). Laying the Foundations for a Long-tenn Evaluation The SITs have been collaborating with various other children and family initiatives in the County to explore the possibility of conducting a joint evaluation of comprehensive services. In early February, with the support of the S.H. Cowell Foundation and Mt. Diablo Unified School District Healthy Start, Jacquelyn McCroskey, an expert on the evaluation of comprehensive services, was able to spend a day in the County providing excellent guidance in developing a comprehensive evaluation framework. We are now in the process of developing a work plan for conducting the evaluation. 6 7 _ . C XJ S------ Health Services Department . F =- OFFICE OF THE DIRECTOR Office for Service Integration ' - 597 Center Avenue, Suite 365 Martinez, CA, 94553 ?�•. _ 4° (510) 313-6254 (510) 313-6708 - Fax TO: Supervisor Mark DeSaulnier Supervisor Jeff Smith Family & Human Services Committee From: Mary Foran Director, Office for ervice Integration Date: February 20, 1996 Subject: Progress.Report on the Family Maintenance Organization On November 30, 1995 a team from the Robert Wood Johnson Foundation visited us to assess our readiness to implement the Family Maintenance Organization. It is a disappointment to report to you that the visit did not meet our expectations. The Foundation advised us to continue planning, with an emphasis on defining current costs of services to families in the pilot project area of Bay Point, and to prepare a business plan. The good news is they endorsed our program philosophy and approach. The bad news is that they did not consider us ready for implementation funding. Since the visit, we have proceeded on two fronts. We have begun a cost study to answer the following questions: 1. What is HSD spending on Bay Point residents? _ = ■ Analysis by program and by programs clustered into prevention/early intervention and intensive intervention categories. 2. What is the cost of duplicate service provision in Bay Point by HSD programs? ■ Analysis by same prevention/intervention division. ■ Must define which programs are similar enough to be.duplicative. ■ Analysis by individual and by family. 3. What is cost of parallel HSD services to Bay Point individuals? A-306 Contra Costa County Progress Report on the FMO Page 2 � 4. What is cost of parallel HSD services to Bay Point families? 5. Based on the cost and funding source findings, what is a redesign of prevention/early intervention programs which achieves program consolidation and cost savings (or stretching). Calculate global budget and cost per family under existing and redesign approaches. 6. Redesign intensive intervention programs in same manner as #5. For #s 5 and 6 identify funding source change requirements. 7: For the intensive intervention HSD families identify the CPS, Probation and school costs associated with the same families. ■ What are the redesign opportunities, both program and fiscal? ■ What is the global budget required to do best-practice work with these families? What is capitated rate? = Attached is a description of the cost study methodology. Certain parts of it are being coordinated with a SIT study. FMO COMPONENTS Second we have broken the FMO into four components and are proceeding with preliminary implementation of the first two,components. Health Services Outreach & Education We are beginning a redesign of the Public Health activities at the SIT sites (starting in Bay Point) to be more oriented toward community education and involvement in using existing Health Services programs. We plan to include in this process a_community assessment to tell us as specifically as possible why Bay Point residents use the Merrithew Hospital Emergency Room more frequently than any other outpatient service. We have theories of why this happens, but want to learn how the community defines the answers so that the solutions in fact solve the problem. Increased Acceptability of Health Services The recent Healthy Start, SIT and Family Preservation/Support Program (FPSP) assessments in Bay Point call for more local health care resources. We have been working with the Mt. Diablo Unified School District to design a school-based health center at Riverview School. We are examining how we might provide some primary health care, in addition to Public Health clinical services, at the site. Progress Report on the FMO Page 3 Parent Education and Support The implementation of the preceding two components will pave the way for this third one which is the prevention/early intervention side of the FMO. The fiscal information provided by the cost study will allow us to examine how existing prevention/early intervention funds could be reorganized to increase parent education and support resources in Bay Point. This information will provide the backdrop for our ongoing collaborative program design discussions with the Bay Point Healthy Start, Family Preservation/Support Program, the school-based health center and the reorganization of Public Health resources in the SIT. Management of High Risk and High Utilizing Families Progress on this component awaits completion of the cost study and will also be influenced by anticipated changes in funding at the federal and state levels. CONCLUSION While we experienced the outcome of the site visit as a setback at the time, we have not wavered in our determination to press forward with the FMO. The Foundation's interest in a cost study has pushed us to examine how to overcome the barriers to a useful analysis. It remains to be seen whether one financing approach can include both the prevention and intervention aspects of the FMO. It may be that two funding mechanisms will be required. In the meantime, we are proceeding with the program modifications and enhancements that are clearly needed and doable within existing resources and funding definitions. CC: William Walker, M.D. mpf eg 1124moprog mem Health Services Department OFFICE OF THE DIRECTOR Office for Service Integration o1 ^F S 597 Center Avenue, Suite 365 , ,—=p '�"� Martinez, CA 94553 (510) 313-6254. (510) 313-6708 - Fax rA C60UK Determining Costs of Public Services _ Provided to Families in Bay Point (January, 1996) Description Determining cost of public services to families in Bay Point will take four steps. To gain the most complete picture requires cost analysis of a range of public services. This paper describes a process for estimating Health Services Department costs. A similgulan-will be _- _- developed for the other key public services to be considered. Beginning with Health Services, the following description outlines the steps needed to create an initial rough estimate and assess the level of effort required to -do a more'detailed analysis of overlapping and parallel services. Step 1 "Rough" cost of health services in Bay Point. The following HSD programs will be included in the analysis because of their relevance for families in Bay Point: CHDP, CCS, Home Health Agency, WIC, Immunization Program, Child Health Screening, Merrithew Memorial Hospital and Health Centers (hospitalization, emergency room, and outpatient clinics), Substance Abuse (residential, outpatient, Born Free program), Contra Costa Health Plan (CCHP) Advice Nurse, Mental Health (all services), PHN home visits (clinical services), Prenatal Care Guidance, Service Integration Team, CCHP- Targeted Case Management and CCHP-out of plan services. Each program will define the number of clients they serve in Bay Point. (This may have to be estimated by collecting information on total visits or contacts in Bay Point and estimated contacts per client in order to create an unduplicated count.) These "people" estimates will be applied to the individual program budgets in order to estimate the total investmenfof funds in Bay Point. Step Z Sources of funding.for services. This step will collect in detail the type, amount and sources of funding provided to each program. Determining sources of funding gives a sense of how similar funding sources might be blended among programs. The budget information will be collected by HSD cost centers, an accounting mechanism assigned within programs to track costs. The cost center structure does not necessarily follow program structure in that one program may have several cost centers. Implementing Steps One and Two: The following tasks are being undertaken in order to implement the first two steps: • Collect budget information by cost center from HSD Finance. • Use existing reports to isolate geographic specific cost centers. --306 Contra Costa County Ask programs to generate estimated unduplicated counts of Bay Point users based on numbers of clients and numbers of services per client. • Ask programs to describe sources of funding. • Calculate total estimated costs for Bay Point. Target Date for completion: February 15, 1996 Steps 3 and 4 Duplication of services and parallel provision of different services Completing steps one and two will-estimate the amount of services provided by selected programs in Bay Point and the cost of those services. However, a more detailed analysis is needed to understand overlaps in service and the specific opportunities for funding efficiencies. Duplication is defined as provision of similar services to the same client, same household and/or same population by different programs. In order to recognize duplicatiSh"Zf services, we - : - need to identify by individual the various services received. Identifying duplication Will point to overlap in service provision and opportunities for consolidation of activities. -_ Identifying the parallel provision of different services requires searching for clients, households, and/or populations receiving more than one public service(including multiple health services). This approach is key to identifying families which are receiving multiple services and/or utilizing intense amounts of resources. The goal is to evaluate how these services can be provided in a more integrated manner. In addition, identifying these "resource intense" families will provide hard data about how many of these families there are and to what extent they are receiving the most appropriate services. Implementing Steps 3 and 4 Data for Steps Three and Four are more difficult to obtain but provide a deeper, more detailed account of the cost and the service provided. It is necessary to identify data availability and form of availability (see below). Significant time will likely be needed to manipulate data sets and create analyses. Each selected program is being surveyed to clarify the type of data currently collected (including demographic, service provision, and fiscal information), the degree to which this data is automated, and the effort it would require to isolate data for the Bay Point area. Data Form and Availability To obtain the most complete information per client.per program.the following data elements are needed (at minimum): 1. Client name 2. Date of birth 3. Social security number 4. Street address (to assist in determining households) 5. Zip code (to verify street address) 6. Types of Contacts (chronologies) -- 7. Intake and closure dates 8. Charges/costs CI, Conceptualizing the linkages - Data Pyramids The availability of data and the specific kinds of data needed can be described in three Data "pyramids" (see attached sheet), divided into levels of data availability with the most readily accessible data elements listed at the top of the pyramid. These pyramids can be linked together to form the most complete picture of service cost. Pyramid I represents client data. The easiest client data to gain access to is WHO is known to HSD programs. Using Bay Point as a target area, this would simply state whether or not a resident was known to HSD services during a specified time. The second level of detail would be to link this specific client to the number of health services received and the third level would link these services to type of services that number represented. Pyramid II represents program cost. Again, beginning with the easiest element the gross cost of each program, the second level representing the cost per unit of service. The last level is the cost per type of service. Using CHDP as an example, the first level would represent the total cost of delivering all CHDP services within the county. The second iev&-Wvould be to define how much each unit of service within the CHDP program costs (roughly $185 with unit of service defined as what it takes to get a client from point of referral to completion) and the third level would be the cost for each individual service within CHDP e.g the cost of education or the cost of wellness exam. Pyramid III is funding sources. The top is the broad program funding information and the bottom is the funding for a specific client in a specific program. W&:koscv.ws3.rmo ro %m CD D ID VD ti CJ �1 CD CA c"A N �C4' 0 K � n• LIQ n (D y.� O � a N CONTRA COSTA COUNTY POLICY ACADEMY TO: Family and Human Services Committee Supervisors Mark DeSaulnier and Jeff Smith FROM: Policy Academy DATE: February 26, 1996 RE: Policy Academy Report The current Policy Academy was requested to provide feedback on a proposal for restructuring the Policy Academy. We met with Mr. Van Marter on three occasions and have been discussing this, in both our Steering Committee and at our regular meetings in December, January and February. The Policy Academy was asked to comment on the proposed restructuring; but because of the strong feelings among the members of the existing Policy Academy, we also wish to provide input regarding policy issues. EXISTING POLICY ACADEMY POLICY RECOMMENDATIONS The existing Policy Academy has not been able to function as it was originally designed because the policy makes were never at the table (with the exception of former CPO Jerry Buck who did attend joint meetings with other Policy Academy counties). The vital input department heads could have been made was absent, and critical momentum was lost. We are at a critical juncture, and there has never been a greater need for services because social situations are reaching a critical mass. The citizens in the communities we serve (who cross all economic strata) are either reaching or in crisis, and their perception is"that government is neither simple to access nor responding to their needs. With these ideas in mind, the existing Policy Academy urges the adoption of the following policy issues: 1. Create a dedicated Children's Budget by setting aside a percentage of the overall budget. This budget is not to be created by simply looking services currently provided and taking those program dollars to create the new budget unit. Rather, a set percentage, which may be higher than the current budget dollars, creates this budget. Accountability will be a key issue in determining ongoing funding. 2. Establish a Children's Budget Office. Hire a technical consultant and adequate support staff. Do not merely give current employees additional responsibilities. The function of this Office will be to: A. Design a continuum of care and services model for families and children to which departments can then collaboratively apply resources; B. Id'entify departmental duplication and areas of converging tasks for which departments could share staff; and C'. Explore opportunities for new funding and leverage all dollars to the extent possible. 3. Continue the efforts to appropriately reduce out-of-home placement. While this strategy was endorsed by the Board of Supervisors last year, we are concerned that this particular strategy may stall, fall through the cracks in this restructuring, or even be abandoned. 4. Recommit to services that are interagency, timely, family focused, and as close to home as possible. 5. Direct the Policy Forum to continue to develop, in consultation with the Children's Budget Office, an evaluation model that can be used to measure department success toward integrated collaboration (the existing Policy Academy has been working on this). 6. Reconvene the (old) Operations Committee. This committee should be charged with extending this continuum design of collaboration into a greater cooperation with other governmental units, the schools and community-based organizations. EXISTING POLICY ACADEMY IMPLEMENTATION RECOMMENDATIONS PROPOSED EXECUTIVE COMMITTEE PROPOSED POLICY FORUM County Administrator Youth Commission Rep. Social Service Director Consumers (3) Health Services Director Public Managers' Assn. (1) Community Services Director Police Chiefs' Assn. Rep. County Probation Officer United Way (1) Juvenile Court Judge Labor (2) 'Supt. of School's State & Federal Leg. Reps. (7) School District Supts. Rep. Exec. Comm. Rep.* Exec. Director, PIC Special Districts' Assn. Chair Sheriff-Coroner Community Reps. (3) Exec. Director, Housing Authority CBO's rep. (2)* Comm. Dev./Economic. Dev. Rep.* Advisory Board's Rep.* Police Chiefs' Assn. Chief* District Attorney (or Rep. )* Public Defender (or Rep. )* The current Policy Academy recommends that no criteria for selection be established for the Police Chiefs' Association positions for both a Chief (Executive Co&lmmittee) and representative (Policy Forum), the Youth Commission representative, the Public Managers' Association, United Way, Labor, CBO's representative, and the Advisory Board's representative and that each representative be selected internally by each of those respective groups. Please see attached letter from Chief Larry Shaw of the Brentwood Police Department. This explains our reasoning behind this recommendation. *New recommendations since existing Policy Academy last met with CAO staff. CONTRA COSTA COUNTY POLICY ACADEMY TO: Family and Human Services Committee Supervisors Mark DeSaulnier and Jeff Smith FROM: Policy Academy DATE: February 26, 1996 RE: Policy Academy Report The current Policy Academy was requested to provide feedback on a proposal for restructuring the Policy Academy. We met with Mr. Van Marter on three occasions and have been discussing this in both our Steering Committee and at our regular meetings in December, January and February. The Policy Academy was asked to comment on the proposed restructuring; but because of the strong feelings among the members of the existing Policy Academy, we also wish to provide input regarding policy issues. EXISTING POLICY ACADEMY POLICY RECOMMENDATIONS The existing Policy Academy has not been able to function as it was originally designed because the policy makes were never at the table (with the exception of former CPO Jerry Buck who did attend joint meetings with other Policy Academy counties) . The vital input department heads could have been made was absent, and critical momentum was lost. We are at a critical juncture, and there has never been a greater need for services because social situations are reaching a critical mass. The citizens in the communities we serve (who cross all economic strata) are either reaching or in crisis, and their perception is that government is neither simple to access nor responding to their needs. With these ideas in mind, the existing Policy Academy urges the adoption of the following policy issues: 1. Create a dedicated Children's Budget by setting aside a percentage of the overall budget. This budget is not to be created by simply looking services currently provided and taking those program dollars to create the new budget unit. Rather, a set percentage, which may be higher than the current budget dollars, creates this budget. Accountability will be a key issue in determining ongoing funding. 2. Establish a Children's Budget Office. Hire a technical consultant and adequate support staff. Do not merely give current employees additional responsibilities. The function of this Office will be to: A. Design a continuum of care and services model for families and children to which departments can then collaboratively apply resources, 1,3 B. Identify departmental duplication and areas of converging tasks for which departments could share staff; and C. Explore opportunities for new funding and leverage all dollars to the extent possible. 3. Continue the efforts to appropriately reduce out-of-home placement. While this strategy was endorsed by the Board of Supervisors last year, we are concerned that this particular strategy may stall, fall through the cracks in this restructuring, or even be abandoned. 4. Recommit to services that are interagency, timely, family focused, and as close to home as possible. 5. Direct the Policy Forum to continue to develop, in consultation with the Children's Budget Office, an evaluation model that can be used to measure department success toward integrated collaboration (the existing Policy Academy has been working on this) . 6. Reconvene the (old) Operations Committee. This committee should be charged with extending this continuum design of collaboration into a greater cooperation with other governmental units, the schools and community-based organizations. EXISTING POLICY ACADEMY IMPLEMENTATION RECOMMENDATIONS PROPOSED EXECUTIVE COMMITTEE PROPOSED POLICY FORUM County Administrator Youth Commission Rep. Social Service Director Consumers (3) Health Services Director Public Managers' Assn. (1) Community Services Director Police Chiefs' Assn. Rep. County Probation Officer United Way (1) Juvenile Court Judge Labor (2) Supt. of School's State & Federal Leg. Reps. (7) School District Supts. Rep. Exec. Comm. Rep.* Exec. Director, PIC Special Districts' Assn. Chair Sheriff-Coroner Community Reps. (3) Exec. Director, Housing Authority CBO's rep. (2)* Comm. Dev./Economic. Dev. Rep.* Advisory Board's Rep.* Police Chiefs' Assn. Chief* District Attorney (or Rep. )* Public Defender (or Rep. )* The current Policy Academy recommends that no criteria for selection be established for the Police Chiefs' Association positions for both a Chief (Executive Co&Immittee) and representative (Policy Forum), the Youth Commission representative, the Public Managers' Association, United Way, Labor, CBO's representative, and the Advisory Board's representative and that each representative be selected internally by each of those respective groups. Please see attached letter from Chief Larry Shaw of the Brentwood Police Department. This explains our reasoning behind this recommendation. *New recommendations since existing Policy Academy last met with CAO staff.