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Manager
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AGENDA
HUMAN SERVICES ADVISORY COMMISSION
November 16, 1992
7:15 P.M.
1) Additions /Changes
2 ) Approval of Minutes - Au*gust 1 7 , 199.2
3) Announcements
4) Introduction of new members - Mary Davison
5) HSAC Forum:
Participants Evaluation
"Draft'" Report
6) 1993 Officers - Report - Barbara Warren /Martha Branscombe
7 ) HSAC - Direction for 1 993
PLEASE CC'NTACT KATHY BAKER IF YOU WILL BE UNABLE TO ATTEND. CALL
968 -4501 - 681'31-7351 - 752 - 3181 - 227 -2051 EXTENSION 2125.
PARTICIPANT EVALUATION
ORANGE COUNTY HUNAN -SERVICES POLICY FORUM
SEPTEMBER 1 6 , 1992
I AM SATISFIED THAT THE STRATEGIES PRODUCED BY MY GROUP CAN SERVE
TO GUIDE HUMAN SERVICES PLANNING IN ORANGE COUNTY.
5 ---- *---- 4 ---- ---- 3 ---- *---- 2 ---- * ---- 1
STRONGLY AGREE STRONGLY DISAGREE
( g)--- 2---( 23 )--- 1--- (p)--- p--- (1)--- p - - -(p)
COMMENTS=
*I liked the amount of time allocated to the group work, it
was an adequate amount of time to allow us to develop usable
information.
*I think some type of meeting to bring together a "core" group
such as this would be helpful twice a year, in an effort to
keep the "motivators" motivated.
*I think they were good, really lacked enough time to refine
them; however, I think they w i l l be useful in generating some
new strategies.
*Felt like we covered everything and could have gone on to
more.
*I'd like to see even more agencies involved. Reports
updating participants on progress are crucial.
*It seems that the focus is on more than our organization
suggests.
*The results can provide a good direction for improving the
awareness and education of the broad community on human
services available in the county.
1
THE DESIGN OF THE FORUM WAS EFFECTIVE IN ASSISTING ME TO WORK
PRODUCTIVELY.
5 ---- ---- 4 ---- *---- 3 ---- *---- 2 ---- * ---- 1
STRONGLY AGREE STRONGLY DISAGREE
( 13)--- p---( 15 )-- 2--- (3)--- 1--- (1)--- p - - -(p)
A. PLEASE INDICATE WHAT YOU LIKED MOST:
*I liked sharing ideas with a wide range of concerned people
of Orange County. It was very educational. This was the
first year I attended.
*Gathering of so many people from so many agencies all
interested in human services. Thought provoking. Idea of
determining problems first. Looking where all are and where
all would like to be.
*The group work, the facilitator was excellent.(Ned Brooks)
*Opportunity to share ideas and reaffirm important issues.
*Setting is nice.
*Opportunity for everyone to fully participate, facilitators
prepared for leading discussion, informed interaction among
attendees.
*Mix of agency representatives in group.
*Facilitator's high energy! Kept the group moving and was
very enthusiastic.
*Organization into group discussion; keep this.
*Well- organized and focused.
*Hearing others opinions and experiences (learning). Setting
priorities and developing strategies for ACTION.
*Thought and planning in advance to define the issues, assign
the participants, and provide a process for reaching
recommendations in small groups. A.M. and P.M. refreshments
were excellent.
*Facilitator was very skilled, encouraging, and appreciative
of input.
*Small group discussions, reports from groups at the end,
delicious food!
*Leadership - Ms. Schopler. Site - Friday Center, Food.
Opportunity to voice our concerns and hear the concerns of
other county employees and feel that they are heard and will
be acted upon if feasible. Concrete plans.
*Strategy groups.
2
L
*Free expression of diverse ideas.
*Group sessions were well organized. Ned Brooks is an
excellent facilitator.
*Liked breaking into groups.
*The opportunity to work constructively with colleagues in
human service.
*Small group sessions.
*Group activities, good facilitator.
*Different ideas.
*Interaction with representatives of other agencies.
*Open discussion.
*Small group session and ability to meet service providers.
*I liked the small group discussions and producing
strategies /solutions for the issues.
*Discourse.
*I liked the opportunity to brain storm strategies to deal
with each issue (especially the view to explore non-
traditional avenues for service provision).
*Well spent day. Great organization, etc. Thank you to all
whose efforts brought it about!
*The composition of the participants.
*The free flow of discussion among a wide variety of people.
*Group discussion.
B. PLEASE INDICATE WHAT YOU LIKED LEAST.
*I would have liked to have learned more about the different
agencies and what services they are already providing.
*Well done!
*The general session didn't have much substance.
*Not enough time to deal with a variety of topics.
*I prefer "each speak once before anyone speak twice" approach
to avoid domination of the group by one or a few, which tended
to occur in my group.
*No special dislikes, we ignored the fact that the basic AFDC
grant for four is about $250.
*Too much t i me f rom 8: 00 a. m. - 9:00 a . m . Shorten this, i . e . ,
8:30 a.m. - 9:00 a.m.
*Not enough time.
*Lecture, style review at beginning and end. It's a very long
day.
*Facilitator sometimes intruded in our discussions with his
own ideas. Scribe was not skillful at listening and writing
concisely and accurately.
*Early AM timing.
3
*Too long a registration, coffee time at the beginning. In
Bellflower B we could hear a lot of noise from Bellflower A.
*Wish there had been more detail on master client list and
Triangle I & R.
*More questions, discussion got a little monotonous.
*I realize that this area is complex, but I think we can be
more down to earth with our language, words like ameliorative,
realization of vision, and other jargon specific to our field.
This language does nothing but exclude.
*The jargon which seems inescapable when discussion human
services.
*We needed more time, smaller groups.
*Subjects too broad to discuss within the time allotted.
*Not enough consensus regarding specific goals, objectives,
and strategies to achieve these.
*Need microphone for wrap up.
*Maybe the day was a little long.
*Day was rather long and we lost a lot of participants.
THE HUMAN SERVICES ADVISORY COMMISSION IS MANDATED TO SPONSOR AND
ANNUAL WORKSHOP OR ROUND TABLE. PLEASE LIST ANY IDEAS FOR FUTURE
TOPICS:
*We talked a lot about evaluation, how about ideas of what
Quality is; quality means so many different things.
*Developing community consensus on the vision for Human
Services and community needs. Forming community values.
*I & R Conference; take one important issue, study it in
depth, subgroup.
*Congruency, re: NEED, is what the consumer needs, what agency
provider sees as consumer needs? Delineation of hierarchy in
agencies; who helps whom to ensure provision of services? (Do
agencies feel heard, supported by County Commissioners, County
Government, etc. ?) What are appropriate expectations? How
can arms of service help each other?
*Identify some 4 or 5 out -going human services receivers, and
try for a panel with a super- moderator (sensitivity to
clients' viewpoint) on problems clients see.
*HSAC or Coordinating Council (Interns ?) write a grant
application to Triangle Communities Foundation to subsidize
individuals who make minimum wage to allow them to participate
in this conference and obtain training to be a board member of
an Orange County Human Services Agency and subsidize them for
dependent care and transportation to monthly and annual
meetings.
4
*I & R system for Orange County. Transportation needs in the
County.
*How citizen, advisory boards, others can identify needs,
program services (defined by legislative, etc. rules
mismatches and work toward construction policy closing in
human services.
*Effective program evaluation. Customer service training for
all public and private agencies in Orange County. Maybe offer
TMAP programs as break -outs something like: appreciating
diversity, de- escalating anger in clients, managing personnel.
Etc. Etc. Etc.
*A forum for providers and client -group representatives to
reach consensus on priorities. An activity that would bridge
providers and citizens who ordinarily don't think about human
services. .Simulation /role play to bring to light
opportunities and problems associated with inter - agency
coordination and collaboration. A forum to flesh -out this
push toward Triangle -wide services. What's really behind it?
What are we afraid of? What opportunities? Is there
consensus to go this route? How?
*Human Rights in Orange County.
*Perhaps subjects suggested by clients.
*Follow up on the state of the adolescent in Orange County.
*County wide transportation.
*Making clients part of the assessment, planning and provision
of services with a view to helping to create a community that
supports its members, rather than professionals and clients.
*Staff development on becoming user client- driven volunteer
involvement in human services.
*Customer service training.
*Continuation of current focus, evaluation of previous
implementation.
*Public- private partnerships and interaction.
*Involve consumers.
*Customer service /Marketing Strategies -for Human Service
Agency.
*Strategic planning for transportation.
*Focus a workshop that would be targeted for key people who
could benefit from knowledge of Human Services Agencies:
i.e., schools: elementary, preschool, child care, all levels
(administrators and staff) church personnel who are in
referral positions, people who have key contact with "grass
roots" levels.
*Duplication of services.
5
%I �ii�r fc r :) ✓� «' c� sta�ilTitcd 1176 2
MEMORANDUM
TO: HSAC
FROM: Albert Kittrell, Assistant County Manager
DATE: November 6, 1992
SUBJECT: Forum Report
Attached is a draft report of the 1992 Human Services
Forum. Please review and comment at the November 16 HSAC
meeting. After revisions have been completed, we will mail
the report to all forum participants.
AK /ltc
HSAC1106
AREA CODE (919) 732 -8181 • 968 -4501 - 688 -7331 • 227 -2031 e FAX (919) 644 -3004
Ext. 2300
Report on the
1992 HUMAN SERVICES FORUM
September 16, 1992
sponsored by
THE ORANGE COUNTY HUMAN SERVICES ADVISORY COMMISSION
The Morning Session
The forum opened with a review of the work that resulted
from the previous two forums and with updates on major activities
within the human services network in Orange County.
The Human Services Coordinating.Council (HSCC)
Ned Brooks, representing the United Way of Greater Orange County,
described the composition of.the HSCC and its functions. Council
members have held one meeting and are forming committees to work
on their three tasks: the Information Management Committee, the
Snapshot Report Committee, and the Task Force Committee.
The Master Client Index File
Laura Zimmerman, of the Human-Services Research and Design
Laboratory at U.N.C., described "the needs and constraints that
have led to the development of the MCI, which will initially be
implemented among Orange County human services departments. MCI
will provide a common data base -of client information, allowing
for more efficient casework. Safeguards to protect
confidentiality will be built into the system.
The Southern Human Services Building
John Link, the Orange County Manager, gave an update on the
proposed building, which will consolidate under one roof all the
human services the County provides in the Chapel Hill /Carrboro
area. The County has recently purchased land at 2505 Homestead
Road in northern Chapel Hill for the building. The planning
process will begin this fall, and construction should be complete
by late 1995.
The Proposed Triangle Information and Referral System
Ronald Bradford of United Way of Wake County described the
proposed I &R system which would provide services for Wake,
Durham, and Orange counties. IBM has developed software for an
automated system that would maintain information about all human
services provided in the tri- county area. Individuals seeking
information would be able to call one phone number to learn about
services in their area.
The Strategy Groups
The Vision Statement for the Orange County Human Services
network evolved from the work conducted during the 1991 Human
Services Forum. This year, the purpose of the forum was to
design strategies to encourage the development of four attributes
described in the Vision: The network should be coordinated,
should be accessible to the public, should obtain user and
community input for guidance, and should provide community
education about human service issues.
Forum participants were divided into four groups and were
given three questions to guide the discussion about these topics:
- What are the current strengths and weaknesses of our human
services network in your assigned topic area?
- What characteristics would define a good system?
- What would be workable strategies for achieving the system
previously described?
After these discussions, the groups "voted" on the critical
first steps the network should take, and the group facilitators
reported the results back to all of the participants in the final
session of the forum.
The primary purpose of this report is not to recount all the
discussions that took place in the strategy groups but instead to
document the first steps the Orange County human services network
should take in order to achieve our Vision.
Inter - program Coordination
Facilitator: Ned Brooks
Priorities for action:
1. Establish a central phone number for information and
referral.
2. Produce a pocket version of the Orange Book listing the most
used human services.
3. Consolidate the five phone systems and phone books into one
for the whole county, making it easier to advertise and find
services all parts of the county.
4. Include client input in needs assessments and policy- making.
5. Produce a fact sheet about available services for citizens.
6. Both clients and the community should participate on boards
and councils.
2
Improving Accessibility to Programs
Facilitator: Peggy Pollitzer
The group included physical barriers, economic barriers, customer
service, and information- and referral .services in their
discussion of major accessibility issues.
Priorities for action:
1. Develop a system for improving customer service in programs.
Evaluation of services should be built in. Train employees
in how to relate to clients. Use the County's new MCI system
to improve services. Get feedback from clients.
2. Create a computerized, centralized information and referral
system.
3. In order to maximize the use of funds, develop a system to
evaluate where and how dollars are spent on human services .
Tie the system into the funding process. Also, evaluate
program activities in relation to the Vision Statement.
4. Provide rural transportation.
5. Services should be available regardless of ability to pay.
6. Provide expanded or flexible hours for services. Begin by
evaluating the need to change hours of operation.
Obtaining User and Community Input
Facilitator: Jan Schopler
This group agreed that obtaining user and community input starts
with developing community -wide commitment to accountability to
consumers and making both the consumers and community at large
aware that their input is desired and will be used. Any system
for obtaining input must have mechanisms for obtaining feedback,
must embrace diversity in a way that creates acceptance of the
needs of all members of community, must empower members of the
human services community in the use of innovative approaches to
outreach so they are comfortable and effective obtaining input,
must empower consumers by educating and involving them in
decision - making, must be efficient and accessible, and must be
consumer - driven.
3
Priorities for action:
1. Form township advisory groups that will funnel information up
from residents to decision - makers to promote community
ownership of human services.
2. Develop a coordinating marketing plan to include all
agencies.
3. Provide training and staff development in ways to obtain and
make use of innovative approaches to obtain non - traditional
input from the users of services and the community at large.
4. Use the joint funding applications to ask what programs
are doing to get client and community input.
5. Provide training and education for board members, community
leaders, and the business community so they will understand
the importance of obtaining consumer and community leaders
and will have the skills tobe involved in community outreach
efforts.
6. Get input on how to develop prevention plans for human
services and develop an aggressive prevention plan for all
agencies in the human services community.
7. Award small grants (governmental, United Way) for projects
designed to stimulate consumer input and community
involvement in decision - making about human services.
Enhancing Community Education
Facilitator: Beverly Foster
Priorities for action:
1. In order to help people get access to information:
- Train people in the communities, such as clergy, about
available services.
- Use non - traditional people for outreach.
- Create an I &R hotline.
2. Dissemination of information about human services:
- Provide statements in County tax bills, utility bills.
- Don't overload people with information, or be too
intrusive.
- Deliver information with dignity and in a confidential
manner.
- Create a long -range plan for educational services.
- Plan use of public service announcements.
- Provide programs with assistance in developing marketing
strategies.
- Combine human services in one physical location.
3. Encourage a sense of unity and community.
- Hold town hall sessions which are focused on specific
topics. Provide child care. Use sites within communities.
4
Summary
Although the work groups were charged with developing
strategies to achieve four different goals, their suggestions
were often inter - related. Comments recorded..on..the flip chart
sheets and questionnaires indicate forum participants frequently
mentioned three topics:
- the need to obtain more client input,
- the need to educate, learn from, and employ the resources
of people and organizations outside the traditional human
service network, and
- the need to establish a central human services information
and referral system (see Attachment.
The fact that these'and'other ideas were consistently
repeated in the four work groups suggests that forum participants
were in general agreement on the nature of the major issues
facing the network. The extent of consensus is an encouraging
indicator that we will continue to work together to improve our
human services system.
9
Attachment
Information & Referral System
Since developing an effective information and referral
system is crucial to inter - program coordination, the Inter -
Program Coordination group spent much of their time discussing
the desired characteristics of such a system. The topic came up
in the other groups as well.
The following list of criteria for a desirable I &R system
was taken from flip chart sheets and individual questionnaires.
Since forum participants directed a significant portion of their
energies towards sketching a conceptual model of the ideal
system, it seems appropriate to record that information in this
report.
The characteristics participants desired in an ideal I &R system
were:
Be user - friendly.
Operate 24- hours /day on toll -free lines.
Use a person rather than.an automated voice.
Offer its services in Spanish as well as English (and other
languages as needed).
Provide information in jargon -free, easily understood
language.
Be timely /current /responsive to.changes.
Be sensitive to needs of individuals.
Be staffed by trained personnel.
Be accessible to all.
Obtain relevant information efficiently; doesn't just
distribute it efficiently.
Be evaluated by users.
Be value- and client - driven, not technology- driven.
Stay aware of the continuum of need and diversity of
residents.
Include informal resources for help, such as churches.
Involve a research component (for example, ask for zip code
of user) to assist in assessing needs.
Require thorough marketing:
to obtain community support for it,
- to ensure.community access to it, and
-.to emphasize the human -ness of it.
Operate similar to a 911 system.
There was considerably support for a centralized,
computerized I &R system in Orange County. However, forum
participants requested that the proposed triangle -wide system
provide further definition and evaluation before the local human
services network agrees to support it.
0
Inter - program Coordination
Facilitator: Ned Brooks
Strengths of the current network:
Existing provider coordination.
Dedication and commitment to human services, and to
coordination by service providers and policy makers.
Strong volunteer base.
Good array of services.
Established protocols for client contact and investigation
(such as with child abuse cases).
Weaknesses of the current network: Direct service workers
experience some frustration when
coordinating with other agencies.
Direct service workers don't fully understand the goals of
other programs.
Information does not always filter down to workers from
directors, policy- makers, board members.
Funding constraints limit efforts to coordinate.
Confidentiality requirements limit coordination.
Programs may not interact effectively to deal with non-
routine client contacts,or situations.
It is difficult to train,new employees about the whole human
service network.
Programs change constantly; it is difficult to distribute
the new information comprehensively and in a
timely manner.
Lack of a common data base.
Lack of a transportation system.
Insufficient communication outside the human service
network.
Lack of coordination between professionals and volunteers.
Characteristics of a good system:
Staff should be knowledgeable about the system.
Services should be independent of fluctuations in funding.
There should be a consensus among providers, clients,
citizens, policy- makers, and funders that human services be
adequately supported. (The Human Services
Coordinating Council should adopt this objective.)
Community -based task force to develop a consensus about
a Vision.
Market human service issues in an interesting, attractive
way.
Provide public education about why there is a need.
The system should recognize competing values and components
of the stakeholders.
Continue working on a common vision to develop a unity of
thought.
Share a needs assessment process.
The system should be centralized and humanized.
Allow flexibility for individual needs.
VA
Develop flexible policies and procedures.
Provide community education about services and public
benefits from human services.
An ongoing process of evaluation by users.
Extended hours to meet client needs.
Creatively address problems.
Identify priorities of need.
Programs should be fluid to meet changing needs.
Identify indirect benefits of services.
Link needs and services with churches, other parts of the
community.
Make the system accessible.
The system should be user - friendly.
Workable strategies to achieve the desired system:
Priorities for action:
1. Establish a central phone.number for information and
referral.
2. Consolidate the five phone systems and phone books for into
one for the whole county.
3. Include client input in needs assessments and Policy-making.
4. Produce a pocket version of the Orange Book listing the most
used human services.
5. Produce a fact sheet for citizens.
6. Both clients and the community should participate on boards
and councils.
Improving Accessibility to Programs
Facilitator: Peggy Pollitzer
The group included physical barriers, economic barriers, customer
service, and information and referral services in their
discussion of major accessibility issues.
Strengths of the current network:
Weaknesses of the current network:
_Characteristics of a good system:
Workable strategies to achieve the desired system:
Priorities for action:
1. Develop a system for improving customer service in pro rams.
Evaluation of services should be built in. g
in how to relate to clients.
Use Train employees
to improve services. Get feedbacktfromoclientsnew MCI system
2. The group consensus was that Orange County needs a
computerized, centralized information and referral system.
However, the proposed triangle -wide I &R system needs further
definition and evaluation before the local human services
network supports it.
3. Develop a system to evaluate where, how, and on what dollars
are spent on human services in order to maximize the use of
funds. Tie the system into the funding process. Also,
evaluate program activities in comparison
to the Vision Statement.
4. Provide rural transportation.
5. Services should be available regardless of ability to pay.
6. Provide expanded or flexible hours for services. Begin by
evaluating the need to change hours of operation.
Obtaining User and Community Input
Facilitator: Jan Schopler '
Strengths of the current network:
Weaknesses of the current network:
Characteristics of a good system:
- Uses innovative, non - traditional means of input.
- Consumer - driven system of services. To get this, the
network must empower consumers by educating them and
involve them in the decision- making process.
- Be more accessible if we want input.
- Employ natural community leaders.
- Be willing to make the changes consumers suggest.
Workable strategies to achieve the desired system:
- Coordinated marketing among programs. This involves more
direct involvement with the media.
- Develop a business -like approach... How do they market?
What do they think of human services?
- Embrace the diversity of the county; recognize all needs.
- Services and meetings must be accessible. Otherwise,
the same group of people will always be there. There
would be no diversity in input.
Priorities for action:
1. Form township advisory groups that will funnel information up
from residents to decision- makers.
2. Develop a marketing plan to include all agencies.
3. Provide training and staff development to obtain non-
traditional client input. Begin with County programs and
employees.
4. Use joint funding applications to ask what programs do to
obtain client and community input.
5. Get input on how to develop prevention plans for services.
9
Enhancing Community Education
Facilitator: Beverly Foster
Strengths of the current network:
Weaknesses of the current network:
Characteristics of a good system:
Workable strategies to achieve the desired system:
Priorities for action:
1. In order to help people get access to information,
- Train people in the communities, such as clergy, about
available services. UIse non- traditional people for
outreach.
- Create a I &R hotline.
2. Dissemination of information about human services:
- Provide statements in County tax bills, utility bills.
- Don't overload people with information, or be too
intrusive.
- Deliver information with: - dignity and in a confidential
manner.
- Create a long -range plan for educational services.
- Plan use of public service announcements.
- Provide programs with assistance in developing marketing
strategies.
- Combine human services in one physical location
3. Encourage a sense of unity and community.
- Hold town hall sessions which are focused on specific
topics. Provide child care. Use sites within communities.
10