OCPM PROJECT 2 COHORT 10 PARTNERSHIPS FOR SUCCESS

1
OCPM PROJECT 2 COHORT 10PARTNERSHIPS FOR
SUCCESS

• MAKING A DIFFERENCE IN THE LIVES OF CHILDREN AND
  FAMILIES IN GREENE COUNTY

2
AGENDA

• Introduction/Overview
• Team Reports
• Synthesis
• Recommendations
• Process
• Lessons Learned
• OCPM Skills
• Application
• Team Experience

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INTRODUCTION OVERVIEW

• Scott Fletcher

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TEAM REPORTS

• Team One
• Job Family Services
• Team Two
• Childrens Services
• Juvenile Court
• Team Three
• Combined Health District
• Alcohol, Drug Addiction Mental Health Services
• Team Four
• Council on Rural Service Programs
• Mental Retardation Developmental Disabilities

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TEAM ONEJOB FAMILY SERVICES

• Jeffrey Brenneman, ODOT
• Bradley Collins, City of Eaton
• Darreyl Davis, ODOT
• Sherwood Eldredge, Huber Heights Police

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JOB AND FAMILY SERVICES
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AGENCY PROFILE

• Provides variety of needs
• Income Maintenance Programs
• Public Assistance
• Child and Adult Protective Services
• Employment and Training Services
• Child Support Enforcement

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LEADERS

• Director Jack Harding
• Fiscal Officer Phil Masten
• Also interviewed
• Howard Poston Greene County Administrator
• Sue Giga Director of the Greene County
  Department of Children and Family First

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STATUTORY AUTHORITY

• Chapter 5101 of the ORC
• Chapter 5101 of the Ohio Administrative Code
• Federal Regulations
• Grant guidelines

10
HISTORY

• October 1997 new limits on welfare program.
• Three-year lifetime limit on cash assistance
• Requirement that recipient work to receive
  assistance

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MISSION

• Provide financial, medical, legal and social
  services
• Timely, objective and humane
• To those who meet eligibility requirements

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OBJECTIVES

• To make disposition on applications for
  assistance within program guidelines
• To meet cut-off dates
• Increase levels of performance and service
  delivery
• Protect clients rights
• Prevent program abuse
• Assure legally responsibility absent parent
  contribute towards the support
• Provide education

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FUTURE OBJECTIVES

• Develop consistent accessible system of
  information and referral

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MANDATORY PROGRAMS

• Healthy Start/Healthy Families Program
• Prevention, Retention and Contingency
• Medicaid
• Electronic Benefits Transfer System
• Medicare Beneficiary Programs
• Child Support Enforcement
• Training and Education

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FUNDING

• Primary funding
• Federal
• State

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CHALLENGES

• Local levies have little impact
• Loss of Senior Citizen levy will have some impact
• Voter perception
• Federal State Budgets
• Shared Clients
• Financial decision maker dont interact
• Incredible number of rules and regulations
• Unclear eligibility requirement for programs
• No interaction between agencies on required or
  available services
• Not maximizing reimbursement rates

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CHALLENGES (cont)

• Outside of county placement
• Political consideration for levies
• Silo thinking

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BEST PRACTICES

• Communication between social service departments
• Job Family Services and MRDD care center

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BEST PRACTICES ELSEWHERE

• Fairfield County, Ohio comprehensive interactive
  website www.myworknet.com
• Ross County, Ohio, Ohio Partnership called
  Workforce Investment Network www.winconnection.org
  
• Ohio Department of Job and Family Services
  www.state.oh.us/odjfs/
• Medina County, Ohio www.mcjfs.org
• State of Ohio Legislative Service Commission
  www.lbo.state.oh.us/Fiscal/publications/biennial/c
  obli/jfs.pdf

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TEAM TWOCHILDRENS SERVICES JUVENILE COURT

• John Gillespie, ODNR
• Wanza Jackson, ODRC
• Vanessa McMillan-Moore, City of Cincinnati
• Verlena Stewart, City of Middletown

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CHILDRENS SERVICESRhonda Reagh, Director
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MISSION

• Greene County Children Services Board (GCCSB),
  with the support of the community will provide
  family centered services that strengthens
  families and protects children at risk of abuse
  or neglect.

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FUNDING

• Levy Millage
• Federal Funding
• State Funding
• County Funding
• Local

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CHALLENGES

• Successful passage of 2004 Levy
• Reduction in State Federal Dollars
• Title IV 02 Proposed Policy Change (eligibility
  status)
• Decrease in Per Diems (costs incurred for
  residential placements and use of private
  networks)

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BEST PRACTICES

• Involvement of faith-based institutions
• Increase program recognition
• Create special taxing districts

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GREENE COUNTY JUVENILE COURT,Robert W.
Hutcheson, Juvenile Court JudgeTom Gelhausen,
Juvenile CourtLinda Mobry, Department of Youth
Services
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MISSION

• Provide for the care, protection and mental and
  physical development of children
• Protect the public interest by establishing
  programs which provide supervision, care and
  rehabilitation to juveniles in need
• To achieve the above mission in a family
  environment whenever possible
• To provide judicial procedures in which all
  parties are assured of a fair hearing and where
  their constitutional and other legal rights are
  duly recognized and enforced

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PHILOSOPHY

• Committed to every childs right to grow up in a
  healthy, supportive, nurturing environment with
  caring and responsible adult guidance.

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FINANCIAL PARTNERSHIPS

• Ohio Department of Youth Services
• Greene County Juvenile Courts

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FUNDING

• ODYS - 510 Subsidy
• ODYS - 401 RECLAIM funding
• VOCA Grant
• Food Service Subsidy (Dept. of Agriculture)
• House Bill 57 Prevention Diversion Grant
• Title IV-E Reimbursement for Residential
  Treatment Centers

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CHALLENGES

• RECLAIM Funding
• House Bill 57, Prevention Diversion Grant funding
• Greene County General Revenue reductions
• Reductions in other state and local agencies
• Inability to expand or establish new community
  based services

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BEST PRACTICES

• RECLAIM Funding
• CASA (Court Appointed Special Advocate)
• HOPE (Horizons on Positive Encouragement)
• Diversion Prevention Program
• Warren County Juvenile Court
• Butler County Juvenile Court

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TEAM THREECOMBINED HEALTH DISTRICTALCOHOL, DRUG
ADDICTION MENTAL HEALTH SERVICES

• Gary Baldwin, ODOT
• James Lalley, OBWC
• Ginger Smith, City of Middletown
• Ronald Volkerding, Greene County

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GREENE COUNTY COMBINED HEALTH DISTRICT

• Mark McDonnell, Health Commissioner

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MISSION

• To protect, promote and improve the health of
  Greene County Residents. They ensure, through an
  organized community effort
• A clean and healthy environment
• The provision of adequate medical services
• The control of communicable diseases
• Healthier-lifestyle education
• Preventive health programs
• Ongoing community health assessments and the
  implementation of a strategic plan to address
  identified needs.

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FUNDING

• Each County is funded separately
• Funding consists of
• Levies
• Federal funds
• State funds (ODMH or ODAS)
• Medicaid
• Grants

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CHALLENGES

• Formation of Collaborative Efforts
• Any Provider Provision
• Cuts in Preventive Programs

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BEST PRACTICES

• Creative Fundraising through the Greene County
  Community Health Foundation
• Private Donations of In-Kind Services
• Preventative Care

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BEST PRACTICES ELSEWHERE

• Employers, employees, and a range of other
  community partners combined local resources to
  provide health insurance premium subsidies to
  small employers or low-wage employers.
• Community foundations, universities, businesses
  and other stakeholders partner with insurers and
  health professionals to subsidize high insurance
  costs to employers and employees

40
ALCOHOL, DRUG ADDICTION MENTAL HEALTH SERVICES
(ADAMHS)

• Kent Youngman, Chief Program Officer

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MISSION

• Ensure that quality mental health and substance
  abuse services is available. ADAMHS plans,
  funds, and evaluates services.

42
FUNDING

• Local funding as a match for grants.
• Funding for these services came from local, state
  and federal resources, with state general revenue
  funds making up 19 percent.
• Based on average cost of 3,700. 00 per person
• The Governor is also allowing for modest
  increases in prevention spending.
• 2.4 percent increase in funding for prevention
  programming in 2004
• 5 percent increase in 2005.

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CHALLENGES

• IMP rule

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BEST PRACTICES ELSEWHERE

• The Mental Health Foundation of Clark County

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TEAM FOURCOUNCIL ON RURAL SERVICE
PROGRAMSMENTAL RETARDATION DEVELOPMENTAL
DISABILITIES

• Roger Aber, OBWC
• Timothy Carr, ODNR
• Lee Eilerman, ODOT
• Scott Fletcher, ODNR

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CORSP
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AGENCY PROFILE

• Operated the Head Start and Early Head Start
  programs in Greene County since 1975.
• Serves just over 2,000 children ranging in age
  from birth to age five throughout the eight
  counties
• Operating budget includes about 11 million.
• Serves both publicly and privately funded
  children in their child development centers and
  through service partners around the county.

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LEADERS

• Mary Burns, Executive Director

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STATUTORY AUTHORITY

• As a non-profit, has no statutory authority unto
  itself.
• The organization is carrying out a program
  authorized through state and federal legislation.
  
• CORSP is under no mandate to carry out these
  programs.

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HISTORY

• Assumed responsibility for providing Head Start
  programs in Darke County, Ohio in 1975.
• In 1975, Miami and Greene counties were included
  under the umbrella of CORSP.
• Auglaize and Van Wert counties were added in
  1978.
• In 1993, Shelby, Champaign and Logan counties
  were added.
• Preble county has joined in 2003.
• Other services

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MISSION

• Provides comprehensive, holistic, quality human
  services to individuals and families in a
  multi-county area.
• Dedicated and knowledgeable staff work with
  high-risk participants of all ages in a caring,
  creative and professional way in creating
  opportunities for them to achieve a higher level
  of self-sufficiency and increase their potential
  for growth.

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MANDATORY PROGRAMS

• Statutory guidelines for Head Start and Early
  Head Start programs are found in Titles 31 and 51
  of the Ohio Revised Code.

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FUNDING

• The majority of funds (about 60 percent) for the
  Head Start and Early Head Start programs come
  from federal sources.
• About 25 percent comes from state and local
  sources.
• The balance of funds is made up of local In-kind
  contributions.
• Assuming that all eligible children were full
  time participants, the state program would be
  worth about 1.9 million.

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CHALLENGES

• Funding at the state level.

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BEST PRACTICES

• CORSP has found several creative ways to increase
  efficiency and effectiveness.
• Forming partnerships with other childcare groups,
  outright ownership of two facilities, formation
  of an additional non-profit group, development
  and marketing of their classroom curriculum and
  establishing partnerships with other entities to
  meet common goals.
• Head Start program uses school success as a
  benchmark for its effectiveness.

56
BEST PRACTICES ELSEWHERE

• North Carolina, Oregon and Connecticut Divisions
  of Children Services have websites available
  featuring best practices from their county
  partners.
• The key issue for state funding appears to be
  waivers or vouchers from direct payments.

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MRDD
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AGENCY PROFILE

• Organized to provide services to individuals in
  the county who have varying levels of physical
  and developmental disabilities that impact their
  ability to function independently.

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LEADERS

• John LaRock, Superintendent
• Frank Latona, Director of Finance
  Administration for the Board.

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STATUTORY AUTHORITY

• Organized under Chapter 5126 of the Ohio Revised
  Code.
• The powers and duties of the County Board are
  delineated in section 5126.05 of the Ohio Revised
  Code.

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BRIEF HISTORY

• As early as 1876, Ohio had institutions.
• 1943, more than 90,000 mental defectives were
  institutionalized around Ohio.
• Today, more than 20,000 citizens with mental
  retardation and developmental disabilities are
  served through their County Boards of MRDD.

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MISSION

• The goal of the Greene County Board of MRDD is
  to continue the development of a mutually
  enhancing partnership with persons having
  differing abilities, their families and the
  Greene County community at large.

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MANDATORY PROGRAMS

• Required to administer and operate facilities,
  programs and servicesto individuals with mental
  retardation and developmental disabilities.
• Provide early childhood services, supportive home
  services and adult services.

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FUNDING

• Greene County MRDD operates with about 8 million
  annually.
• About 82 percent of that operating budget results
  from local property taxes.
• An additional 3.5 percent is derived from other
  local sources.
• About 3 percent of the Boards funds come from
  state programs.
• 11 percent are from federal programs.

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CHALLENGES

• Increased service demands.
• Charles H. Arndt, accurately identified three
  challenges that county boards would face
• How do we provide services and supports to all
  individuals,
• How do we ensure that the services that are being
  provided now and in the future meet the needs of
  individuals,
• How do we meet the demands of taxpaying citizens.
  
• The reduction in interest rates
• Milage for levies is calculated on the value of
  property at the time the levy was passed.

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BEST PRACTICES

• Greene County MRDD successful efforts
• Contracting of transportation for clients
• Formation of two 501(c)(3) non-profit support
  groups and a partnership with the Fairborn YMCA.
• Homecroft, Inc.
• Greene, Inc.

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SYNTHESIS

• Tim Carr

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SYNTHESIS

• Communication and Cooperation
• Overlap that causes duplication of services.
  Decisions based on the benefit of the agency
  rather than the benefit of the client
• The agencies with the narrowest focus and
  dedicated funding seem to be better able to
  achieve their mission
• All agencies are facing reduced funding, but none
  intend to significantly reduce services

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SYNTHESIS (cont.)

• Many programs are not measured quantitatively
• No single clearinghouse for customer service
  information exists
• Rigid funding streams hamper efforts to cooperate
  between or within agencies
• Two forums for cooperation are already in
  existence, but have had little leverage in
  facilitating further innovation
• Individual agency goals do not support the
  overall goals of collaborative success.

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RECOMMENATIONS

• Ron Volkerding

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RECOMMENTATIONS

• Build Assets
• Proclaim Successes
• Mission, Vision, Goals
• Task Force to Examine Service Overlap
• Increase Interaction between Fiscal Key Staff
  Members of the Various Agencies
• Communicate, Cooperate Collaborate
• Adopt Outcome Based Goals

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PROCESS

• Project Origin
• Division of Task
• Research
• Building Team project
• Review Revamp
• Report

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THE CLASS OF COHORT 10 WISH TO THANK

• GREENE COUNTY OFFICIALS
• JERRI KILLIAN
• LISA AROSE
• ERIN REYNOLDS

FOR ALL THE SUPPORT AND ASSISTANCE IN COMPLETING
THIS PROJECT.