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HomeMy WebLinkAboutMINUTES - 04042006 - D.3 ' TO: BOARD OF SUPERVISORS Contra - ; Costa FROM: Wendel Brunner, MD, Public Health Director DATE: April 4, 2006 " N County SUBJECT: George Miller Centers Transition Report SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION RECOMMENDATION(S): Accept verbal update report on the transition of the George Miller Centers from Dr. Brunner, PH Director. FISCAL IMPACT: No ongoing fiscal impact other than the previous Board commitment of$250,000 per year for four(4) years beginning with the current 05/06 FY extending through the 08/09 FY. BACKGROUND: In June 2004 the Board of Supervisors approved, as part of Health Services Department (HSD) budget reduction plan, to cease operating the George Miller Centers (GMC) and to work locally with the disability community in an attempt to find a provider, or providers, who might be interested in utilizing the facilities to operate disability services. The Board and HSD were committed to keep the Miller Center facilities as a resource for individuals with disabilities. A Miller Center Task Force was convened, consisting of disability advocates, parents, County staff& Regional Center staff, to oversee the potential transition of services. In September 2004 the Miller Center Task Force selected Contra Costa ARC (CCARC), a non-profit disability organization, to implement the transition. Since that time, all previously operated County programs and services have been transitioned to CCARC. The Health Department has remained an active partner in the transition process by maintaining the required licenses while CCARC completes the requirements with the State to complete the transition. To date, CCARC has taken full operational responsibility for all of the programs and has completed the licensing transition for the Adult Programs at both GMC's East and West. They are working with the State to complete the final licensing transition of the Infant and Afterschool Programs at each site. The complete transition is expected to be finalized by the end of this fiscal year. It should be noted that while the transition has taken longer than initially anticipated, no single client or family was impacted with a loss of service due to the transition. Additionally, CCARC received$2.3 million in funding from the State to upgrade the 38 year old facilities and many site improvements have already been made. I CONTINUED ON ATTACHMENT: YES NO XX CIGNATURE ✓ RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE ✓APPROVE OTHER SIGNATURE(S): ACTION OF BOAR/ N APPROVED AS RECOMMENDED OTHER 50 VOTE OF SUPERVISORS: -, ^ / UNANIMOUS (ABSENT 11 1� 1 I HEREBY CERTIFY THAT THIS IS A TRUE AND ; CORRECT COPY OF AN ACTION TAKEN AND AYES: NOES: ENTERED ON THE MINUTES OF THE BOARD OF ABSENT: ABSTAIN: SUPERVISORS ON THE -DATE SHOWN. �ttv,, /� Contact: ATTESTED ✓v/ &- L 4 dV©b JOHN CULLEN,CLERK OF THE B ARD OF cc: Public Health Director,597 Center,#200,Martinez SUPERVI,ORS AND COUNTY ADMINISTRATOR Health Services Director,20 Allen,Martinez CAO /( n BY: ��/ C-PHTY A ADMINISTRATIVE OFFICE CONTRA COSTA 1340 Arnold Drive, Suite 127 o Martinez, CA 94553 o ph 925.370.1818 o fax 925.370.2048 Comments to the Board of Supervisors - April 4, 2006 Barbara Maizie, Executive Director, Contra Costa ARC The transition of the Miller Centers to operation by Contra Costa ARC has been a success. There were many challenges along the way and we have met them together. In that process many lessons have been learned. But what has been the most important lesson? - something I hope can be of help to the Board of Supervisors as you go forward. I've come to the conclusion that the most important lesson is about how much the County has in common with local non-profit community benefit organizations (CBOs). I've learned that we actually have the same mission. I We both exist for the same reason - to meet essential needs of the people of this community. We both have missions that require us to place the public interest first in what we do. We both must be constantly vigilant to assure that the needs of the community are always our first priority. Self-interest,personal gain or the interests of any other groups cannot drive our decisions. And as we both know, it requires a high degree of integrity to do this well. Because we are protectors of the public's interest, we must find the wisdom and courage to assure that the decisions we make are always in service to our mission. And of course, the decisions we make about how we spend money are the ones where the rubber meets the road when it comes to being mission-driven. The real dilemma comes when we have to reduce spending. Everyone knows that salaries and benefits make up the vast majority of the cost of any human service program. At the same time every good leader knows that the employees of any organization are its most valuable and important resource. But in a mission-driven environment like the County or a local CBO, the essential question becomes: What is the right way to balance the needs of staff with the needs of the public? I wish there were enough money that such basic priorities were never in conflict. But there isn't. And for a public entity like Contra Costa County, or a mission agency like ARC, decisions have to be made in a way that assures that the public's interest comes first. Whether the fiscal challenges are caused by management recommendations or from the demands of organized labor, as leaders and as public servants, we have a responsibility to place the public's interest first. You did that with the George Miller Centers and your efforts were a success. There are hundreds of families throughout this County who will always be grateful to you for what you did. www.ContraCostaARC.org A Nonprofit Community Organization Serving Children with Special Needs and Adults with Developmental Disabilities Since 1965 Accredited by CARE the Rehabilitation Accreditation Commission It is also important to recognize that this success required a partnership between us. CBOs have the flexibility, the skill and most importantly the commitment to stretch the funds we receive to reach the greatest possible number of people in need. But we can't do it alone. We do need some help from you. The Miller Centers have been a good example of this partnership. With a minimal commitment of financial and in-kind support from the County we are able to keep these programs going. So, I've come to the conclusion that the most important lesson from the George Miller Centers is that everyone has seen an excellent example of how, when budget problems threaten essential services, you can turn to local CBOs for help. With our shared mission of public service, we can work together and find ways to make sure the public's interest remains the first priority. I On behalf of all of the people with developmental disabilities and their families who are served by the George Miller Centers, I want to thank you very sincerely for what you have accomplished. Barbara Maizie, Executive Director Contra Costa ARC I I REQUEST TO SPEAK FORM (THREE (3) MINUTE LIMIT) Complete this form and place/it in the box near the speakers' rostrum before addressing the Board. Name: � 1``G/�Z Phone: Address: ��l / �L rn �� city: a'1�7/Ivci Please note that if you choose to provide your address and phone number, this information will become a public record kept on file with the Clerk of the Board along with the minu es fforr this meeting am speaking for myself or organization: CHECK ONE: J 1 wish to speak on Agenda Item # yrl Date: My comments will b6.�RGeneral ❑ For ❑•Against ❑ I wish to speak on the subject of: ❑ I do not wish to speak but would like to leave these comments for the Board to consider: Please see reverse for instructions and important information