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Community Assessments as a Tool in Future Planning

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Community Assessments as a Tool in Future Planning Ohio Association of County Boards of Mental Retardation and Developmental Disabilities December 2007 – PowerPoint PPT presentation

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Title: Community Assessments as a Tool in Future Planning


1
Community Assessments as a Tool in Future Planning
  • Ohio Association of County Boards of Mental
    Retardation and
  • Developmental Disabilities
  • December 2007

2
Goals of the Presentation
  • Provide outline of strategic planning.
  • Discuss the role of feedback in strategic
    planning.
  • Use Ottawa County as an example of recent
    community assessment and use of the data in
    program planning.

3
Customer Satisfaction Surveys

Individuals and Families
4
Market Research/Public Opinion Polling for Levy
Campaigns

Taxpayers and Voters
5
Community Assessments
Taxpayers and Voters
Stakeholders and Opinion Leaders
Individuals and Families
6
Why Care about Stakeholders?
  • ODMRDD Rule
  • Collaborative Opportunities (i.e. FCFC)
  • Conflict Resolution
  • Levy Campaign Preparation
  • Strategic Planning

7
ODMRDD Rule OAC 5123 2-1-02
  • (B) Each county board shall develop and adopt an
    annual action plan which covers at a minimum the
    following
  • (1) The results of the assessment of the
    facility, service, and support needs of eligible
    individuals The assessment results shall
    include the following
  • (a) Documentation of input received from see
    list of parties as to the quality of services
    and supports received, gaps in the services and
    supports available, and recommendations for
    change.

8
Stakeholders list (per rule)
  • People and their families receiving services and
    supports.
  • Local public service agencies.
  • County board staff.
  • Developmental centers.
  • Residential providers.
  • Other providers of services to people with mental
    retardation or other developmental disabilities.

9
Other Potential Stakeholders
  • County MRDD Board members.
  • Elected officials county commissioners and
    staff, city/village mayors, township trustees,
    others.
  • Private social service agencies.
  • School superintendents, psychologists, special
    education directors.
  • Law enforcement officials judges, sheriff and
    deputies, police chiefs and officers.
  • Community employers.

10
Collaborative Opportunities
  • Family and Children First Councils.
  • Help Me Grow.
  • Superintendents Group (Education).
  • Council on Health and Social Concerns.
  • United Way, Kiwanis, Rotary

11
Conflict Resolution
  • Assessment tools can be used among board members,
    staff, sister agencies, families, etc.
  • Look beyond positions to determine common or
    complementary interests of individuals or
    organizations.
  • Create safe conditions to spell out areas of
    disagreement.
  • Assess whether mediation, facilitation, or
    another consensus-building process is needed or
    likely to be successful.

12
Levy Campaigns
  • Discover community expectations.
  • Learn what is important to opinion leaders and
    whether they are likely to favor your levy
    request.
  • Provide lead time for communicating messages
    meaningful to these community leaders.

13
Strategic Planning
  • Crucial for long-term direction of organization.
  • Consists of
  • Vision
  • Mission
  • Philosophies/Values
  • Goals/Objectives
  • Serves to focus board on its role, rather than on
    day-to-day operations.
  • Establishment of priorities guides budget
    planning.
  • Guides development of management plan, and staff
    operations.
  • Provides accountability to taxpayers.

14
Strategic Planning Step 1Plan to plan
  • Form a planning steering group to organize the
    work.
  • Include the superintendent and representation
    from the board.
  • Develop your stakeholder list.
  • Determine budget and timeline.
  • Set parameters for planning group.

15
Strategic Planning Step 2Form Planning Group
  • Include representation from stakeholders.
  • Review mandated vs. discretionary services.
  • Review budget.
  • Gather existing data together and make a plan for
    developing any further information that is
    needed.
  • Organize a strategic planning retreat or meeting.

16
Strategic Planning Step 3Conduct Environmental
Scan
  • Internal Review Board and Staff.
  • External Review (Community Assessment)
  • Individuals and Families
  • Stakeholders and Opinion Leaders
  • Taxpayers and Voters

17
Strategic Planning Step 4Conduct Planning
Retreat
  • Planning group with facilitator if possible.
  • Review data from environmental scan.
  • Create a shared vision, mission, values.
  • Establish goals and objectives.
  • Organize task forces or work groups to develop
    action plans for specific goals.

18
Strategic Planning Step 5 Develop Action Plans
  • Working after the retreat, the task forces
  • Clarify goals
  • Identify strategies and action steps to achieve
    goals
  • Determine WHO should do WHAT by WHEN
  • Note In Ottawa County, the Superintendent takes
    goals established by the board at their retreat
    and develops management plan for implementation.

19
Strategic Planning Step 6Approve Plan
  • The Board of Directors is responsible for final
    approval.

20
Community Assessment / Environmental ScanData
Gathering Methods
  • Surveys
  • Telephone Interviews
  • In person Interviews
  • Focus Groups

21
Surveys
  • Cost-effective way to reach out to all potential
    stakeholders, making all feel included and
    welcome to contribute their perspective.
  • Electronic
  • www.surveymonkey.com
  • www.zoomerang.com
  • Mailed
  • Letter from sponsor outlining significance of
    project, how data will be used, and assuring
    confidentiality.
  • Include self-addressed envelope to boost response
    rate.
  • Downside Survey results can be dominated by
    those who self-select into the pool or
    respondents i.e. those who have an ax to grind.

22
Telephone Interviews
  • Creates more representative pool of respondents.
  • Should be preceded by letter to potential
    respondents.
  • Interviews should be scheduled with respondents.
  • Can be more cost-effective, but is less thorough
    than in-person interviews.
  • 2 hours of consultant time per interview as
    opposed to 4
  • Developing less material to be reviewed and
    reported
  • People provide information less freely than
    in-person

23
In-Person Interviews
  • Gives respondent greater sense of their own
    importance to you.
  • More respondent-driven gives interviewer greater
    chance to follow markers.
  • Should be preceded by letter to potential
    respondents.
  • Especially useful in conflict resolution
    situation.

24
Importance of Confidentiality
  • Whenever possible, respondents should be assured
    that the interviewer will not reveal to anyone
    what they said.
  • This is an implicit element of the research
    partnership - respondent will not be harmed as a
    result of participating in the project (i.e. it
    is SAFE to talk.)
  • No tape recorder.
  • Makes most people willing to talk (provided they
    are assured of legitimacy of the project.)
  • Confidentiality should be broken in cases of
    danger to health and safety of individuals.

25
Focus Groups
  • 8-15 invited guests engage in a facilitated
    discussion of pre-selected issues.
  • Allows individuals to expose each other to new
    ideas (for better or worse.)
  • Discussion of issues often yields common answers
    where individual interviews do not.
  • Can be used for data normalization after
    individual interviews.
  • No possibility for confidentiality.

26
Ottawa County Project - 2006
If you dont know where you are going, any road
will take you there. --Lewis Carroll
27
Project Goals
  • Developed with Superintendent, Assistant
    Superintendent, and Business Manager.
  • Developed before consultant was under contract.
  • Used during
  • Project design process
  • Interview process
  • Report-writing process

28
Project Goals
  • Create a mechanism to provide the board with
    specific and necessary feedback from clients and
    other stakeholders to help inform their planning
    process.
  • Find out whether stakeholders feel OCBMRDD is
    generally on the right track or what advice they
    would give for making a course correction.
  • Check to see whether existing board goals are in
    alignment with community expectations.
  • Provide MRDD stakeholders in Ottawa County with
    information about existing programs and recent
    changes to them.

29
Questions
  • (Other than your own family member) Do you have
    much contact with people who have a Developmental
    Disability?
  • What do you notice about stigmas or barriers
    citizens with disabilities in Ottawa County must
    overcome?
  • How would you characterize your understanding of
    Ottawa County Board of MRDDs role in these
    citizens lives?
  • Has this changed since I sent the material for
    your review?

30
Questions, cont.
  • On a scale from 1 to 5, with 1 meaning extremely
    dissatisfied and 5 meaning extremely satisfied,
    what is your overall impression of how well
    OCBMRDD is fulfilling that role? (And Explain.)
  • Using the same scale, what general impression do
    you believe other parents, educators, law
    enforcement professionals, etc. have of OCBMRDD
    and how well they fulfill their role?
  • Are you aware of the changes in the system of
    services and supports that have been taking place
    at the MRDD over the last few years? If so, what
    is your view of the changes?

31
Education Materials
  • Frequently Asked Questions
  • (side by side analysis)
  • Mission, Vision and Philosophy
  • 2005 Annual Report
  • 2006 Action Plan
  • Bill of Rights for Persons with MRDD
  • Q. Based on this description have you or will you
    or your family/agencys clients feel the impact
    of these changes? How?

32
Questions, cont.
  • Using the same 1 to 5 scale, with 1 meaning very
    wrong for our community and 5 meaning very right
    for our community, how would you rate the Mission
    Statement as a guide for the county MRDD board?
    Explain.
  • Do you have any specific thoughts about the
    action plan or is there anything specific about
    it that you noticed?
  • Generally speaking, would you say that the
    overall direction of the county board is on the
    right track or wrong track?
  • Speak specifically to the trend toward
    privatization of services.

33
Questions, cont.
  • Are there other pressing needs in the county
    right now that you think OCBMRDD needs to
    acknowledge?
  • The Ohio Revised Code provides a Bill of Rights
    for people with mental retardation or a
    developmental disability. Focusing on these
    rights, what one thing would you say the county
    board could focus on in the next year to most
    improve the lives of Ottawa County citizens with
    developmental disabilities?
  • What opportunities do you see for OCBMRDD to work
    collaboratively with other agencies and
    organizations for increased service delivery, or
    enhanced information and resource sharing?

34
Residential Provider (2007)
  • Board, staff, and community leaders (N35)
  • Prior to facilitated strategic planning retreat
  • SWOT analysis
  • What three concrete things would you like to see
    us accomplish in the next two years?
  • What distinguishes us from others?
  • What important needs are there in the community
    where we could make a difference?

35
Reporting Data
  • Report format developed in project design phase
    and confirmed before beginning.
  • Report all data vs. consultant conclusions.
  • Developing categories of information.
  • Verbatim comments.
  • Written and oral reports delivered at Boards
    Strategic Planning Retreat.

36
How would you characterize your understanding of
Ottawa County Board of MRDDs role in these
citizens lives?
  • No Idea No Clue (18)
  • After pressing (9)
  • Program Coordination and Oversight- 9
  • Support for Individuals/Self -Determination- 9
  • Public Awareness/Outreach- 9
  • Support for Families/Respite- 7
  • Education/Guidance for Families- 6
  • Community Employment- 6
  • Others

37
  • My children are in the public schoolsTheres
    not much contact for families, getting to know
    other parents or siblings for my kids. Theres a
    support group in Lucas County but not here.
    There is nothing in Ottawa County.
  • -Family Member

38
  • .Finding out what the resources are. If you
    dont know where to begin, you cant get in. If
    you dont even know what you are trying to find
    out, thats huge.
  • -Social Services Professional

39
  • Very little understanding. The only thing I know
    is when the magic I.O. waiver comes, the ship
    will be in. Otherwise, I have no understanding
    of their role.
  • -Family Member

40
On a scale from 1 to 5, with 1 meaning extremely
dissatisfied and 5 meaning extremely satisfied,
what is your overall impression of how well
OCBMRDD is fulfilling that role? (And Explain.)
SECTOR of Responses Asked No answer Not Asked Average Rating
Education 12 0 1 3.38
Families 19 2 1 3.84
Government 6 1 3 4.06
Law Enforcement 4 1 4 4.06
Social Services 14 1 1 3.79
Unduplicated Total 47 4 7 3.80
41
  • I know Jim Frederick and I trust him. I have a
    lot of confidence in his ability as a director.
  • -Government

42
Using the same scale, what general impression do
you believe other parents, educators, law
enforcement professionals, etc. have of OCBMRDD
and how well they fulfill their role?
SECTOR of Responses Asked No answer Not asked Average Rating
Education 10 2 1 3.00
Families 9 9 7 3.61
Government 6 1 3 4.08
Law Enforcement 3 2 4 3.50
Social Services 11 4 1 3.39
Unduplicated Total 32 14 12 3.42
43
  • When the rug was pulled out from under them ten
    years ago School people are not happy with
    MRDD.
  • -Education Professional

44
Are you aware of the changes in the system of
services and supports that have been taking place
at the MRDD over the last few years? If so, what
is your view of the changes?
Sector Yes Aware No- not aware Not asked
Education 4 8 1
Families 8 13 1
Government 4 3 3
Law Enforcement 1 4 4
Social Services 10 5 1
Unduplicated Total 24 26 8
45
  • Dont begin to understand. When Jim Frederick
    starts talking in meetings about Medicaid, he
    starts somewhere in the middle as though I know
    what I am talking about and I dont.
  • -Social Services Professional

46
  • Once I saw a client out in the cold without a
    coat. So I called MRDD and they said it was his
    choice. Now come on. This is a safety issue.
    You have to intervene. Ten years ago he would
    have had a case manager and the case manager
    would have responded.
  • -Social Services Professional

47
Ottawa County Mission Statement
  • To ensure the availability of supports that
    assist those eligible citizens with MRDD in
    choosing and achieving inclusion in their
    community. Further, we exist to assist and
    support families and individuals in achieving a
    life that they establish for themselves.

48
Using the same 1 to 5 scale, with 1 meaning very
wrong for our community and 5 meaning very right
for our community, how would you rate the Mission
Statement as a guide for the county MRDD board?
Explain.
Sector Responses No rating Not asked Average rating
Education 10 0 3 4.40
Families 12 7 3 4.29
Government 4 5 1 4.50
Law Enforcement 4 4 1 4.68
Social Services 10 4 2 4.45
Unduplicated Total 33 17 8 4.42
49
  • I would maybe change establish to they would
    wish for themselves.
  • -Law Enforcement


50
Generally speaking, would you say that the
overall direction of the county board is on the
right track or wrong track?
Sector Right Wrong No answer Not asked
Education 7 2 2 2
Families 14 5 1 2
Government 6 1 0 3
Law Enforcement 5 0 0 4
Social Services 10 3 0 3
Unduplicated Total 35 10 3 10
51
  • If they are going to continue to pass levies
    they have to maintain control over private
    providers and systems or they will lose levies.
    I dont oppose privatization generally.
  • -Government

52
Are there other pressing needs in the county
right now that you think OCBMRDD needs to
acknowledge?
  • No gaps Ottawa County is fine - 17
  • Information/Communication/Awareness- 9
  • Community Employment Options- 7
  • Provider Options/Quality- 6
  • Housing Options- 6
  • Social/Recreational Opportunities- 6
  • Education Options- 6
  • Others

53
  • Availability of good service providers. When we
    interviewed for my childs waiver, .It was
    pretty frustrating. Theres not much to choose
    from as regards service providers. If my child
    were living on his own would they be reliable?
  • -Family Member

54
  • Recreation for developmentally disabled
    adolescents and young adults, not little kids,
    like Special Olympics. I live in Another
    County. My 25 year old neighbor has Downs and
    recently went to Cincinnati to see a concert, in
    an MRDD van with appropriate chaperones. She had
    a great time, going to a concert.
  • How great!
  • That Clint Black concert is a need. Its respite
    for family that didnt have to organize it, an
    appropriate social activity. Do that for our
    kids in summer or the young adults.
  • -Education Professional

55
  • After school is a problem. I dont work a full
    time job because of my child. Acorn Alley and
    Champions.my child aged out at 12, but there
    is nothing available after that. Its worse in
    summer. There is after school for typicals, but
    not for my child.
  • -Family Member

56
  • Supports to schools for medically-fragile kids.
  • -Education Professional

57
  • One thing that would be helpful would be to have
    a specific liaison to our school system. Someone
    we know, who comes by, who shares the information
    directly to teachers, sends e-mail, comes to our
    staff meetings. If you have a face, it is easier
    to make connections. Connections need to be
    made.
  • -Education Professional

58
Summary Ottawa County Themes
  • Communication
  • Individual/ Family Education
  • Peer to Peer information
  • Community Awareness/Outreach
  • Quality/ Reliability of Providers
  • Unintended Consequences of Integration
  • Loss of Community
  • Reduced parental involvement/advocacy
  • Social opportunities
  • Loss of supports for families of school aged
    children/educators

59
Using the Data
  • ODMRDD Rule
  • Collaborative Opportunities
  • Conflict Resolution
  • Levy Planning
  • Strategic planning

60
Strategic Planning
  • Board reviews all data and adopts common mission,
    vision, philosophy, and goals/objectives (8) at
    retreat meeting.
  • Superintendents team takes Strategic Plan and
    writes a Management Plan which includes action
    steps, timelines and accountable parties.
  • Strategic Plan is published each year as part of
    Annual Report to the Community.

61
Goal 1. Be able to serve eligible children and
adults through a number of supports in the
community to include respite, recreational, after
hour, and summer camp programs.
  • Expand the Out to Lunch Bunch program to provide
    social outings to eligible individuals for at
    least two weekend days and two evenings a month.
  • Continue support for Arc summer camp program,
    after school programs, and establish a summer
    camp scholarship program for school age children.
  • Establish an Internet space on our web program
    for individuals, parents, and guardians that
    identifies supports for increased opportunities
    to connect with their neighborhoods and community
    activities.
  • Establish a program similar to Big Brother and
    Big Sister for one-on-one friendships with
    community members.

62
Goal 2. Have in place a joint plan with public
education to support eligible school children in
their educational settings and transitions.
  • Meet with school superintendents to educate them
    on our program imperatives and explore how we as
    a Board, in partnership, can better serve school
    aged children.
  • Establish ongoing relation to all identified
    eligible school age children be providing them
    with an SSA to assist in transitions in school,
    post-school activities, resources, and supports
    available outside the school system.
  • Develop a schedule and provide parents and
    guardians of school age children with educational
    information that will rebuild local support
    groups that include these parents through helpful
    in-services.

63
Goal 3. Improve and Support the Family Support
Services Program, Seniors Programming, Early
Intervention Services, and individuals who choose
to be in a setting other than vocational at 2006
levels.
  • Complete renovation of Riverview Industries to
    include a new Day Habilitation area.
  • Re-organize the Early Intervention program to
    maximize staff supports to 0-3 year olds in areas
    of service coordination, early intervention
    therapy, use of a new facility, and maximize the
    use of Medicaid funding.
  • Re-evaluate current senior program to establish
    how best to address increasing numbers, how best
    to integrate into the community senior programs,
    and start implementation of the resulting plan.
  • Review policies and procedures that continue to
    support Family Support Services at current 2006
    budget levels as described in 5123 2-1-09.

64
Goal 4. Develop an array of incentives or
programs to provider agencies to encourage the
attraction of new providers and to retain
compassionate qualified staff.
  • Meet with current provider agencies to develop
    strategies to retain compassionate qualified
    staff.
  • Determine how to build better working relations
    between providers and our program and them
    implement those activities.
  • Put together a schedule of free training to
    provider agencies on a variety of topics to
    enhance the quality of their staff.
  • Assist providers to develop and implement
    prevention plans that may be identified in
    Quality Assurance reviews as trends and patterns.
  • Provide opportunities for our staff and provider
    staff to meet and communicate in a
    non-threatening environment.

65
Goal 5. Have an ongoing program to address
emergency situations for families in crisis.
  • Develop procedures and an emergency fund within
    the budget the supports needed to protect Health
    and Safety of individuals in crisis when other
    sources are not available.
  • In-service staff on a regular basis of local
    available resources to address or prevent
    emergency situations.
  • Develop a manual on referral procedures for
    eligible and non-eligible individuals to access
    acute type services during crisis situations.
  • Explore residential placements that could be
    developed for multiple uses such as respite care
    or crisis.

66
Goal 6. Move our organizations philosophy from
the program-centered approach, where programs are
offered and people fit into them, to a
self-determination approach, where individuals
and their families sit with us to determine how
we might secure the supports they need.
  • Offer a more accessible variety of
    parent/guardian information through better
    communication Newsletters, Internet, and
    personal contact to develop a partnership between
    families and our program. Develop the concept of
    natural supports because of the lack of public
    funds or inconsistency of public resources.
  • Identify and develop a number of activities that
    increase opportunities for individuals to connect
    with their neighborhoods and communities.

67
Goal 7. Have the capacity to continue system
redesign to meet future changes in a way not to
jeopardize our mission and vision.
  • Finish the consolidation of resources and staff
    into the new office building.
  • Remodel the Riverview Industries Building to
    better meet new regulations and funding streams
    based on vocational and non-vocational day
    services.
  • Bring the Riverview School Building up to new
    standards to better be utilized by another public
    agency to serve children with disabilities.
  • Restructure the Early Intervention Program to be
    able to provide more efficient supports to a
    growing enrollment
  • Explore the use of resource teams (Board, staff
    and allied agencies) to provide training and
    support for specialized populations (i.e.
    dual-diagnosed, behavior disorders, etc.)
  • Pass accreditation in 2007.

68
Goal 8. Have an organization which will reflect
these values for those we serve
  • Autonomy and self-determination through informed
    choice.
  • Community presence and participation.
  • Continuous personal growth toward their dreams.
  • Increased independence, productivity and economic
    self sufficiency.
  • Opportunity to develop social relationships and
    friendships.
  • Continue to refine and have in place an
    organizational structure that relies on team
    decisions in partnership with information
    reflected in the Quality Assurance Team and acted
    on through the Quality Improvement Team.

69
Cathy Allen www.CreativeOptionC.com Cell
419-260-3949
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