Blcc findings


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  • Blcc findings

    1. 1. Brooklyn Linkage to Care Coalition Organizational Assessment Presentation October 20, 2011 John Magisano, M.Div., CODP Principal, John Magisano Consulting
    2. 2. Contents <ul><li>Background </li></ul><ul><li>Assessment Issues </li></ul><ul><li>Respondent Pool </li></ul><ul><li>Understanding of the mission </li></ul><ul><li>Major Accomplishments </li></ul><ul><li>Challenges </li></ul><ul><li>Future of BLCC </li></ul><ul><li>Activities and Priorities </li></ul><ul><li>Structure </li></ul><ul><li>Professional and Community Needs Met by BLCC </li></ul><ul><li>Conclusions </li></ul>
    3. 3. Background <ul><li>Founded in June 2006 at conference sponsored by the New York City Department of Health and Mental Hygiene (DOHMH) and the Brooklyn AIDS Task Force (BATF) and its &quot;Community Partners&quot; from their NYC Council HIV Communities of Color funded Community/Computer Mapping project including the Brooklyn Borough President's Office. The conference brought together for the first time all those doing HIV testing in Brooklyn. BLCC's mission is: </li></ul><ul><li>To work collaboratively with community-based groups, academia, state and city agencies, policy makers, funders and health, educational and religious institutions to significantly reduce the impact of HIV/AIDS in the borough of Brooklyn. </li></ul>
    4. 4. Background (cont.) <ul><li>BLCC is experiencing some normal leadership changes which will impact it’s operation in the future. In order to assess options for organizational structure and activities, this project was undertaken on a volunteer basis by John Magisano beginning in May 2011. </li></ul>
    5. 5. Assessment Issues <ul><li>BLCC is a multi-stakeholder, loosely structured coalition, dependent on in-kind resources of staffing, administration, facilities, and participation of members. This project sought to assess: </li></ul><ul><ul><li>Members’ understanding of the mission </li></ul></ul><ul><ul><li>Perception of BLCC’s major accomplishments </li></ul></ul><ul><ul><li>BLCC’s influence on participants’ own work and the work of their organizations </li></ul></ul><ul><ul><li>Members’ thoughts on the future of BLCC, including: </li></ul></ul><ul><ul><ul><li>Whether it should continue as an active organization </li></ul></ul></ul><ul><ul><ul><li>What the focus of the future activities should be </li></ul></ul></ul><ul><ul><ul><li>Options for possible mechanisms for organizing future work, activities and structure. </li></ul></ul></ul>
    6. 6. Respondent Pool <ul><li>A total of 16 interviews , including: </li></ul><ul><li>3 Clinical Directors </li></ul><ul><li>3 Deputy Directors </li></ul><ul><li>3 Program/Project Directors </li></ul><ul><li>2 HIV Treatment Adherence Counselors </li></ul><ul><li>2 Quantitative Researchers </li></ul><ul><li>1 Executive Director </li></ul><ul><li>1 Public Health Professor </li></ul><ul><li>1 Anthropology Professor </li></ul>
    7. 7. Respondent Pool <ul><li>Among organizations represented were: </li></ul><ul><li>3 Multi-service providers </li></ul><ul><li>3 Colleges </li></ul><ul><li>2 Hospital Centers </li></ul><ul><li>2 Outreach/Prevention/Testing providers </li></ul><ul><li>1 City Dept. of Health/Mental Health </li></ul><ul><li>1 Health & Hospitals Corporation </li></ul><ul><li>1 Perinatal Network </li></ul>
    8. 8. Length of Participation in BLCC
    9. 9. Understanding of the Mission <ul><li>Mission Statement: </li></ul><ul><li>To work collaboratively with community-based groups, academia, state and city agencies, policy makers, funders and health, educational and religious institutions to significantly reduce the impact of HIV/AIDS in the borough of Brooklyn. </li></ul>
    10. 10. Understanding of the Mission <ul><li>Participants’ perception of the mission encompasses a wide range of understandings, including: </li></ul><ul><ul><ul><li>Linkage to Care </li></ul></ul></ul><ul><ul><ul><li>Advocacy </li></ul></ul></ul><ul><ul><ul><li>Education </li></ul></ul></ul>
    11. 11. Linkage to Care <ul><li>“ To develop a community-wide mobilization around getting newly infected people into care and reconnecting whose who have fallen away.” </li></ul><ul><li>“ Community collaboration to work through large scale problems that no one agency can solve alone, related to linkage to care.” </li></ul><ul><li>“ To keep providers together.” </li></ul><ul><li>“ To coordinate linkage to care services.” </li></ul><ul><li>“ To create an effective network of people & organizations with difference capabilities, not just service providers, but researchers too. </li></ul>
    12. 12. Advocacy <ul><li>“ To ensure that there are enough resources that come into Brooklyn for HIV and chronic illnesses.” </li></ul><ul><li>“ To advocate for comprehensive services for people living with HIV/AIDS in Brooklyn and for funding to meet needs.” </li></ul>
    13. 13. Education <ul><li>“ Testing, prevention and outreach start with education and end with linkage to care.” </li></ul><ul><li>“ To get the word out into the community and to agencies not doing HIV work.” </li></ul>
    14. 14. Major Accomplishments <ul><li>Major “outputs” </li></ul><ul><li>Conferences with diverse stakeholders, including CBOs, research entities, clinical providers, FQHC’s, and drug companies. </li></ul><ul><li>Brooklyn HIV Strategic Plan </li></ul><ul><li>Respondent Driven Sampling Study </li></ul><ul><li>Mapping </li></ul><ul><li>Data collection and reports </li></ul>
    15. 15. Major Accomplishments (cont.) <ul><li>Creating a borough-wide platform </li></ul><ul><li>Information-sharing between participants </li></ul><ul><li>Networking opportunities </li></ul><ul><li>Team-building </li></ul><ul><li>Engaging stakeholders in the Community Transformation Grant (CTG) process </li></ul><ul><li>“ Getting non-traditional folks involved.” </li></ul>
    16. 16. Major Accomplishments (cont.) <ul><li>“ It is Brooklyn doing something!” </li></ul><ul><li>“ Hashing out the mission over time as one body” </li></ul><ul><li>“ Creating an ‘organic’ coalition, not government-driven, but able to keep government at the table.” </li></ul>
    17. 17. Challenges <ul><li>No dedicated funding for BLCC, dependent on in-kind contributions of staff time and resources </li></ul><ul><li>Diversity of the group in terms of institutional interests and agendas </li></ul><ul><li>Getting people to get and stay involved </li></ul><ul><li>Over time fewer “decision-makers” come to the meetings, more send their staff members </li></ul><ul><li>There is a lack of follow-up on past recommendations. We need to ask, ‘did we accomplish what we set out to do?’” </li></ul>
    18. 18. Challenges (cont.) <ul><li>Of the four committees that came out of the strategic planning process, only two are working: research and programming. </li></ul><ul><li>“ How we impact the clients is missing from the committee work.” </li></ul><ul><li>“ We spend a lot of time wondering who and what we are as a coalition.” </li></ul><ul><li>The “open community” format of the steering committee sometimes leads to confusion and lack of clarity, and means that new people have to be continually oriented. </li></ul>
    19. 19. Future of BLCC <ul><li>Respondents were asked their thoughts on BLCC’s future. Responses included: </li></ul><ul><ul><li>“ That’s the $20 million dollar question isn’t it? The work groups have just started to produce. If there is no BLCC, these groups may not continue.” </li></ul></ul><ul><ul><li>“ BLCC is very driven by Randi and Chris. Not sure who else would have the time, commitment and agency backing to continue.” </li></ul></ul>
    20. 20. Future of BLCC (cont.) <ul><ul><li>“ Person power is lacking, not sure the new people are really bought in. We don’t have the same kind of ‘cadre’ we had before.” </li></ul></ul><ul><ul><li>“ BLCC should definitely continue. We need a clear direction for new people to take the reins.” </li></ul></ul><ul><ul><li>“ It should only continue if it is still useful.” </li></ul></ul>
    21. 21. Future of BLCC (cont.) <ul><ul><li>“ It works to the extent that it aligns with members needs, but I’m not sure why it should continue. A day-long intensive retreat is needed to revise the strategic plan and ask if BLCC is the right vehicle.” </li></ul></ul><ul><ul><li>“ The genius of the model is the individuals have been able to put commitment first. It’s very difficult to find individuals with that perspective. A more defined program might help.” </li></ul></ul>
    22. 22. Future of BLCC (cont.) <ul><ul><li>“ The work should continue. It might fold into the CTG programs. The function, goals, purpose should continue. A succession plan needs to be developed to ensure the work.” </li></ul></ul><ul><ul><li>“ It should continue but it needs focus, direction, management, money to continue.” </li></ul></ul>
    23. 23. Future Priorities and Activities <ul><li>Linkage to care </li></ul><ul><ul><li>Continue to prioritize getting newly identified HIV positive people into care and reconnecting people who have fallen out of care. </li></ul></ul><ul><ul><li>Create a linkage to care manual for non-governmental HIV agencies working under the new testing laws. </li></ul></ul><ul><li>Research </li></ul><ul><ul><li>Pursue “R01” and other funding opportunities from the NIH for research </li></ul></ul><ul><li>Community organizing and advocacy </li></ul><ul><ul><li>Continue to advocate for funding for Brooklyn with a unified voice </li></ul></ul><ul><ul><li>Coordinate efforts with other constituencies and health issues like diabetes, tobacco control, reproductive health. </li></ul></ul><ul><ul><li>Coordinate with other HIV coalitions like BOW and BESAPPI </li></ul></ul><ul><ul><li>Push for an integrated public health approach. </li></ul></ul>
    24. 24. Structure <ul><li>Respondents were asked about possible structural options for BLCC with a range presented including: </li></ul><ul><ul><ul><li>A common mission and set of principles </li></ul></ul></ul><ul><ul><ul><li>A linkage agreement with specific commitments for member agencies </li></ul></ul></ul><ul><ul><ul><li>An incorporated nonprofit organization </li></ul></ul></ul><ul><ul><ul><li>Another option </li></ul></ul></ul>
    25. 25. Structure (cont.)
    26. 26. Structure (cont.) <ul><li>Two notes about the responses to the structure options question: </li></ul><ul><li>Three respondents chose both “A common mission and set of principles,” and “linkage agreement” options. </li></ul><ul><li>Two respondents answered, “Another Option” and specified their preferred options: </li></ul><ul><ul><li>“ possibly a ‘round robin’ for the lead agency role,” </li></ul></ul><ul><ul><li>“ leave it as it is; we are swimming in MOUs” </li></ul></ul>
    27. 27. Professional and Community Needs met by BLCC <ul><li>“ We need a forum for agencies to speak honestly about care coordination, not just medical case management, not just housing, etc. </li></ul><ul><li>“ BLCC helps us target our outreach, identify the needs of the staff and link people to care.” </li></ul><ul><li>“ The data has been helpful for fundraising and expanding our outreach borough-wide.” </li></ul><ul><li>“ BLCC has been able to shine a light on the data and work being done.” </li></ul>
    28. 28. Professional and Community Needs met by BLCC (cont.) <ul><li>“ BLCC has helped heighten my work through the information dissemination and knowledge broader than just my discipline area.” </li></ul><ul><li>“ It’s helped me indirectly, giving me more understanding of public health work in Brooklyn, since Brooklyn has it’s own personality.” </li></ul><ul><li>“ BLCC is a ‘nonpartisan broker’ and is underutilized as such. No one organization ‘owns the room.’” </li></ul><ul><li>“ It gives me a sense of comparison by hearing the other voices in the room. I work at local neighborhood levels and this forum is helpful with that.” </li></ul>
    29. 29. Professional and Community Needs met by BLCC (cont.) <ul><li>“ BLCC was one the first relationships my organization built with other CBOs. The work on the strategic plan help us form relationships with our stakeholders.” </li></ul><ul><li>“ When they cut the program here at my hospital, I was able to use the resources at BLCC. We were decimated and I used the members of BLCC to refer our patients for services we no longer provided.” </li></ul><ul><li>“ BLCC helps me advocate for services here at the hospital with the data. I bring back all the information for the other staff.” </li></ul><ul><li>“ BLCC is a ‘one-stop shop’ for linkage to care.” </li></ul>
    30. 30. Professional and Community Needs met by BLCC (cont.) <ul><li>“ It’s a good set of people, very dedicated, a good networking forum, and can hopefully replace the Care Network.” </li></ul><ul><li>“ I hope for it to provide a service-learning opportunity for my students.” </li></ul><ul><li>“ It has helped me see trends and it directly helps us serve our clients who get a raw deal.” </li></ul><ul><li>“ It’s made us all part of a tight-knit group of agencies doing linkage to care and helped build relationships with DOHMH and the colleges for research projects.” </li></ul>
    31. 31. Conclusions <ul><li>BLCC faces challenges to it’s continuity due to its voluntary nature, leadership and membership changes and the uncertainty of future in-kind resource commitments necessary for functioning. </li></ul><ul><li>BLCC has had major successes, including the Brooklyn HIV/AIDS Strategic Plan, several conferences, innovative community based participatory research projects and the creation of a critical networking space for providers of HIV/AIDS and linkage to care services. </li></ul>
    32. 32. Conclusions <ul><li>BLCC has had an impact beyond it’s mission by providing a venue for member agencies and individual staff people to not only build their referral networks for linkage to care purposes, but to build their own programs internally using data for program design, fundraising, internal and external advocacy, service learning and professional development. </li></ul>
    33. 33. Conclusions <ul><li>BLCC could benefit from an intentional planning process to decide if it is worthwhile to continue in its current form or fold its functions into another coalition in a way that ensures the future of its mission. </li></ul><ul><li>If BLCC members decide to continue its current form, some decisions need to be made around structure, staffing, resources, agency sponsors, priorities and activities. </li></ul>
    34. 34. Contact: <ul><li>John Magisano, M.DIV.,CODP </li></ul><ul><li>Principal </li></ul><ul><li>John Magisano Consulting </li></ul><ul><li> </li></ul><ul><li>[email_address] </li></ul><ul><li>917-748-5264 </li></ul>