HomeMy WebLinkAboutHSAC Forum report 1996HUMAN SERVICES ADVISORY COMMISSION
1996 FORUM REPORT
Background
The 1995 forum, "Human Services in Transition: New Opportunities ", concluded
that the vision of human services at the national and state levels is changing. These
impending changes will require proactive initiatives among local human services
providers to keep pace with the trends. Important recommendations from participants
were to have each agency:
(a) re- examine its mission and use of personnel;
(b) identify training resources for program evaluation and the production of
outcome measures; and
(c) sustain the work completed at the forum throughout the year.
In continuing with last year's message, the theme for this year was "Developing
Service Outcomes: Implications for Budgeting, Funding and Evaluation ". The HSAC
decided to build on the dialogue from the previous year's forum by inviting human
services funders and other presenters to discuss issues and processes for establishing
effective outcomes for agencies. The forum attempted to:
(a) clarify the linkage between outcome measures and budgets, funding and
evaluation; and
(b) demonstrate how outcomes can be an important management tool.
Overview
Jack Vogt, Assistant Director of the Institute of Government, was the keynote
speaker for the day. He provided a synopsis of the national organizational policy
directives and legislative actions of the past decade that have resulted in the need for
developing services outcomes, service measures and evaluations.
The morning panel consisted of representatives from various funding sources.
Those panelists were Tom Dugard, Triangle United Way; Valeria Lee, Z. Smith
Reynolds Foundation; and Michelle Rivest, Orange County Partnership for Young
Children.
As a whole, funders want to be assured that the expenditure of funds makes a
difference - one that is important and meaningful. Consequently, human services
agencies should focus on the rationale for "why they do what they do" and identifying
the differences that are achieved as a result of their actions. By focusing on these
issues, agencies will be moving toward an outcome - measured environment.
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The afternoon panel consisted of representatives of local organizations that have
developed and implemented service outcomes and measures. Those panelists were
Tom Maynard, OPC Mental Health; Chris Moran, Inter -Faith Council; Sue Russell, Day
Care Services Association; and Jan Schopler, School of Social Work.
Each panelist described examples of organizations in our community that are at
various stages of development regarding this process. Although the concept is new to
some, many local agencies have been involved in this process for years. As a result,
there are available resources among ourselves that can provide assistance to others.
Although the specific outcomes for any particular organization or program will differ,
some of the technology involved in implementing outcome evaluations would be
uniform.
Conclusion
The Forum concluded with Dick Edwards, Dean of the UNC School of Social
Work and Chair of the Orange County Welfare Reform Task Force, presenting an
overview of the day. He noted that the new Welfare Legislation has a provision that
requires states to report the expenditure of block grant dollars in terms of outcome
measures rather than process measures. This provision is probably an indicator of
similar terms to be included in future proposals.
It was stressed that human services professionals should be prepared and
proactive with these impending changes. This time should be viewed as an opportunity
to become involved in the process - to take control of it - rather than have it imposed
upon us.
To meet these changes, agencies must undergo a paradigm shift or a change in
attitudes about conducting evaluations. Agency directors may want to use a
collaborative self - evaluation process, involving all staff, as well as various stakeholders,
including clients.
The recommendations of the Welfare Reform Task Force were also highlighted.
It was important for the task force to have a shared vision and mission of what the
quality of life should be like for all Orange County citizens. The vision and mission
statements were adapted from the work of the HSAC, first adopted by the Board of
Commissioners in December 1991.
The outcome criteria should be:
• measurable;
• support our vision;
• focus on people;
• provide a basis for setting priorities;
• address prevention as well as intervention; and
• reflect reality.
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Lastly, as discussed during the forum, the task force also recommended that the
Board of Commissioners fund, create, and put into place an outcome -based evaluation
system. This system would involve training and resources for framing outcomes,
equipment and training, technical support and an annual review. The
recommendations also asked for commitment from the BOCC to preserve the current
level of county funding within the human services system and allow any savings through
reform efforts to be reinvested in the system.
Results
Results from the agency evaluation forms showed that many agencies have
already begun to use service outcomes and all agencies intend to do so.
• Most agencies stated a need for assistance in developing service measures and
evaluations.
• Many agencies identified a need for advanced technology (hardware and software)
and training.
• Training needs that were identified include assistance in clarifying the appropriate
outcomes and ways to measure them; selection of information systems to use in
evaluations; and opportunities to collaborate with other agencies.
HSAC Recommendation
After listening to the discussion presented at the Forum and reviewing the
evaluations from area agencies, the HSAC members realized there are resources in the
community who are willing and able to provide expertise and training to other agencies.
The Human Services Advisory Commissions makes the following
recommendation:
That the Board of Commissioners authorize the Human Service Advisory
Commission to develop a mentoring program for local human services agencies.
Orange County agencies, with experience and expertise in developing and
implementing outcome measures, could assist other agencies in creating
outcome measures of their own. The mentor agency would be expected to offer
extensive support and consultation to the respective agency being mentored. To
compensate, and create accountability, the (mentor ?) agency would receive
$5,000 for their participation. It was suggested that four men toring agencies
would create a significant impact in this year long program.
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