Last year we published a document titled “Behind the Headlines”. It is a trends document that tells a story about significant demographic and social changes and the impact they have on our residents and communities. Trends in the economy, housing, healthcare, poverty and culture compromise one’s ability to thrive and put a strain on Fairfax County’s infrastructure and capacity to effectively serve our residents. The Human Services System will need to be more planning oriented as a system because a large number of people will need broader supports from across multiple agencies and our community partners.Today is important because this is the first time in a very very long time that we have gathered all our boards, authorities and councils together to begin a dialogue about what is our mission and how can we collectively impact that mission and the overall quality of life in Fairfax County given the significant changes and challenges that are and will impact our system and our partners.
In many ways, All human service agencies and our community based partners are, to some degree, interconnected,but primarily by virtue of the people we serve. However, to achieve truly integrated services, we must continue to overcome our own individual agencyinterests and look at customers’ needs.
Significant changes are occurring within the public human services and community based partners. Many factors are pushing us to look at how we serve customers and work together and how we prioritize and control cost. In a nutshell, the environment in which we provide services is rapidly changing.Last year we published a document titled “Behind the Headlines”. It is a trends document that tells a story about significant demographic and social changes and the impact they have on our residents and communities. Trends in the economy, housing, healthcare, poverty and culture compromise one’s ability to thrive and put a strain on Fairfax County’s infrastructure and capacity to effectively serve our residents. We are already beginning to feel the effects of the changes in our demographics.We have experienced 3 years of budget reductions. These reductions have impacted the entire human services system We anticipateadditional reductions of federal, state and local funding resources over next 5 yearsMuch of the budget reduction targets were meet through reorganization of agencies and programs in order to create efficiencies. Many agencies are still influx.In many ways our more limited funding resources (and what we believe is still coming our way) has already begun to impact our services models. Discussions have already begun in agencies about prioritization of populations, restructuring service staffing levels and operational hours, changing individual and family contributions, limiting services mix, triaging eligible populations, and there are many more cost containment solutions we still need to begin to explore.Limited funding resources not only are impacting our public services but it is also impacting our provider and partner community. We have a greater reliance on community partners and alternative resources. This most recent CCFP cycle resulted in the de-funding of key services (that are of strategic importance to our public HS system). County funding to our nonprofits can not be the sole source of funding for services. And yet our partners and their resource bases are also strained. Over the last 5 years, we have seen an increase in the number of BOS directives or priorities initiatives we are asked to support or lead - these efforts have a tendency to redirect agency and community resourcesOur community and our Board of Supervisors have a GreaterExpectation to demonstrate results for the county’s investment in human servicesOur programs themselves are changing (and many more are in need of changes). New evidence on best practices suggest that new approaches may be more effective – our favorite programs may not be as effective or responsive to changing needs or resource constraints.Ourworkforce and community – are good a designing a “fix” to a technical challenge but to meet our changing environment we must be “adaptive” AND that will require a change in our attitudes, values, and behaviors at all sectors of the service delivery system – our workforce, our partners, our elected officials, our advocates, and customersThe Human Services System will need to be more planning oriented as a system because a large number of people will need broader supports from across multiple agencies and our community partners. And yet our staffing constraints will make planning difficult to undertake.Change is hard to accept and even harder to make happen – but the factors impacting our system are real and they will force us to seek new methods of service delivery.
make strategic investments in the community to create opportunities and provide critical serviceswork with community to understand current and emerging needs and develop coordinated strategies and plans to address those needsoutsource, to NGOs, for the provision of programs and services whenever possible and appropriatebase funding decisions on our partner’s ability to deliver services that have clearly defined outcomes that are linked to HS outcomeshelp grow the capacity of the community to provide services/thrive as businessesstructure contracts and service partnerships to leverage business and community resourceslimit our role as a provider of services to those situations where there is a clear mandate, a demonstrated need that cannot be made by other sectors, or the nature of service needs broad collaboration
A Dialogue With Human Services Advisory Groups
Working Together to Effectively Support Better Outcomes for Fairfax County Residents May 19, 2012
The human services system today Factors/drivers impacting human services Our role, strengths, and challenges Your role, strengths and challenges Future direction
“No single organization, however innovative or powerful, can solve the challenges we face; but we can come together and turn what we have into what we need to make a collective impact on those issues that need our voice and effort” o Stanford Collective Impact Project
Advisory Social Services Board McLean Child Care Advisory Council Community Commission on Aging Deputy County Executive Center Disability Services Board Reston Community Head Start Policy Council Center Human Services Council~ Community Policy & Management Redevelopment and Team ~ Long Term Care Coordinator Council ~Domestic Workforce Investment Board Housing Authority Violence Prevention Policy & Coordinating CouncilSchool Age Child Care Parent Advisory Group Consolidated Funding Partnership Commission for Women Advisory Committee for Youth Juvenile and Fairfax-Falls Church Governing Board toCommunity Action Advisory Board Domestic Health Care Advisory Prevent and End Affordable Housing Athletic Community Services Advisory Committee Relations Citizen Board Board Homelessness Employers Child Care Council Advisory Council Council Contracts & Procurement/ Human Resources/ Department of Administration for Human Services Financial Management Physical Resources Department of Department of Juvenile & Fairfax-Falls Church Department of Housing and Neighborhood & Office to Prevent & Domestic Relations Health Department Community Family Services Community Community End Homelessness District Court Services Board Development Services Countywide Service Integration Public Housing Planning Maternal and Child Children, Youth, & and Family Home Ownership WIC Housing Choice Management Adult Health Mental Health Adult & Aging Juvenile Services Voucher School Health Intellectual Employment Domestic Relations Housing First Senior Housing Community Health Disability Public Welfare Residential Emergency Shelter Loan Programs Access to Care Alcohol and Drug Child Care Services Community Hypothermia Revitalization Resources and Dental Health Infant and Toddler Head Start Specialized Services Community Services Programs Environmental School Age Child Development Health Care Regional Program Blight Abatement Disability Services Operations Schools · Faith-Based · Office of Public Private Partnerships Public Safety · Nonprofit · For-profit · Community –Based SERVICE DELIVERY NETWORK
Serve diverse residents with a wide spectrum of needs Multiple funding streams o Total annual budget of about $520 million • 55% general fund (local) support • 45% revenue (federal, state, grants, fees) • 74% of that amount, or $172 million is federal or state money • Net Local Cost of Services of about $287.5 million Dispersed service areas and access points Different eligibility requirements for most services High expectations for level and quality of services Central matrix-managed administrative support Significant data reporting requirements but no common data measures or reporting system
Changing demographics Suburbanization of poverty Funding resources Impact of federal and state funding/mandates BOS directives Agency changes Science based approach to human services Expectations to measure and report outcomes and impacts Technical problems versus adaptive problems (complexity of challenges we face)
Our role is multifaceted o Strategic Leader o Partner o Funder o Supporter For Social Entrepreneurs and service ventures with strategic business partners o Service Provider With support from all sectors, our role is to facilitate a shared responsibility and commitment to solve problems or address service needs o Convene events to communicate needs and structure dialogue Government can’t do it all o (We (HS staff) also need to accept that)
Historically, you have help shaped human services, we need your continued commitment o Share knowledge, perspective, commitment, capacity o Send a “collective” message about the urgency to change • Understanding the impacts if we don’t change • not only to our service of interest, but to the entire network of services o Manage Change Plan for sustainability o Purpose/roles communication o Membership o Structure o Staff support Communicate and find areas of synergy with other advisory groups
• Being aware of our trends and challenges, we have put initiatives in place and worked to be proactive in our strategies. • Using data to target our efforts and focus on specific communities and populations • Integrating prevention and early intervention strategies into countywide planning• But we have to be more adaptable, creative and innovative in our approach if we truly want to offset the impact of these future trends and meet the very real conditions we are facing in the coming years
We are developing opportunities to: Strengthen relationships with corporate partners to target specific issues Increase volunteerism to build capacity in our programs and services Use creative and diverse media strategies to reach our multi-ethnic community Coordinate school, county, community responses to improve graduation rates and job opportunities of minority students
Human Services has identified six strategic areas for intensive cross- agency policy and program development and resource-sharing Affordable Affordable housing is safe, stable and accessible living accommodations that all individuals can afford along with other basic necessities including persons at risk of homelessness, persons with disabilities, older adults, and Housing individuals in the local workforce. Economic Self- Economic self-sufficiency is the ability of individuals and families to consistently meet their basic needs - including food, housing, utilities, healthcare, transportation, taxes, dependent care and clothing – with no or minimal financial Sufficiency assistance or subsidies from private or public organizations. Successful children and youth are cared for by nurturing adults who support their healthy growth and development;Successful Children live in safe environments free from abuse, neglect, and trauma; have their basic needs met; have access to suitable and Youth recreational opportunities; have access to quality early care and education that fosters school readiness; choose healthy over risky behaviors; and have supports to develop employment and independent living skills.Positive Living for Older Positive living for older adults and individuals with disabilities includes affordable and accessible housing that offers Adults & Individuals the least restrictive daily living environment; access to community services and amenities; employment with with Disabilities reasonable accommodations; opportunity for social engagement; and health services that promote independence. Healthy people are those of all ages who practice healthy behaviors; take action to prevent and manage chronic Healthy People disease; are free from exposure to environmental hazards; have access to physical, oral, behavioral, and long-term health services; have healthy relationships; and are safe and free from abuse and domestic violence. Connected Connected individuals are those of all ages and abilities who contribute to and are engaged in their communities as Individuals well as have access to local services.
Housing OpportunityResults Based Partnership for a Support Neighborhood:Accountability: Healthier Fairfax/ Services supporting cradle focusing on Community through college Transformation Blueprint: achievable development community Grant: ensuring effective through a outcomes in promoting services to help comprehensiveeverything we do community health people obtain and place-based maintain housing approach
Institutional Bridging Health Care Sustained Analysis:Affordability: Reform: Employment identifying and preventing positioning Project: mitigating thehomelessness ourselves to unintentional ensuringthrough rental ensure access to systemic causes workforce skills subsidies for quality care for of meet employerthose most at all county disproportionality needs risk residents in juvenile justice
Crossagency policy, program development and resource-sharing: o Embed health and social equity in all policies, practices, and programs o Implement a family driven Systems of Care model o Build a system of community based/sponsored services for older adults and those with disabilities
Deep understanding of the complexity of social challenges we face Accept “Government cannot do it alone” Recognize the importance of cross sector alignment between county governments, faith based organizations, nonprofit sector, philanthropic sector and corporate partners o Build stronger strategic partnerships with the boards and staff from the Housing Authority, Park Authority, Reston Community Center, McLean Community Center, Libraries Create different approaches to tackle complex social issues Work together for Collective Impact o Seek a common agenda o Identify clear outcomes, shared measurement and accountability o Work together through mutually reinforcing activities - differentiated approaches, willingness to adapt and change o Support consistent, open communication at all levels that will build trust and increase understanding
Everyone’s responsibility o To create a place where everyone can thrive, government, community, businesses and individuals must work together to ensure our youth, older adults and families are supported and provided opportunities to succeed Collective Impact o To really make a difference – to move the needle – we need to structure our work and advocacy in order to maximize our impact and the outcomes for our customers