The Coordinating Council of Broward (CCB)
Community Assessment Methodology and Action Plan for 1997-98 (July 1997)
Introduction
Critique of the 1995 Needs Assessment
Proposed Community Assessment Methodology
Action Plan for the 1997-98 Community Assessment
Summary
This document proposes to The Coordinating Council of Broward (CCB) a methodology for
conducting community assessments to support coordinated health, education and human
service planning in the County. It also presents a plan of action for the next 12-month
period (1997-98), during which the first annual assessment will be conducted.
The proposed community assessment methodology is designed to support movement towards
the CCB vision of “an uninterrupted, integrated system of services through which
individuals are able to have their needs met in a responsible and effective manner.”
It also recognizes the four characteristics of the future service delivery system outlined
in Model Characteristics for Health, Education and Human Services
Delivery: progression from coordination to collaboration; designed for the
customer; accountable, results-oriented; and effective communication process.
CCB Work Group #2 - Community Needs Assessment Including Asset Mapping and Resource
Inventory established the following objectives for the community assessment:
- Provide information to the CCB and other entities engaged in planning and delivery of
health, education and human services in Broward County.
- Provide support for the determination of health, education and human service priorities
in Broward County.
- Enhance community awareness and involvement in health, education and human service
issues, including the corporate and faith communities.
This proposal assumes that the CCB and the community will establish annual service
priorities. The community assessment will provide critical support for the coordinated
identification of those priorities, enabling a more effective response to existing needs
and better anticipation of future needs.
The key components of the proposed annual community assessment are:
- an annual update of both quality-of-life indicators and the countywide inventory of
resources allocated to health, education and human services;
- an annual report to the CCB and the community identifying critical issues;
- a facilitated public forum to ensure input from the community;
- targeted analysis where needed on priority issues; and
- CCB establishment of priorities for action, identification of stakeholders, and
identification of opportunities for joint planning, budgeting and funding.
The key elements of the proposed action plan for 1997-98 are:
- completion of the first annual assessment, including preparation of the first annual
report, based on the initial Quality-of-Life Indicators Report, and establishment of
action priorities;
- initiation of the countywide inventory of resources; and
- targeted analysis of a selected area of the county to support design of a pilot project
to implement the integrated service delivery model.
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The CCB Work Group #2 designed this proposal based on the recommendations summarized in
the previous section. The resulting methodology ensures:
- use of quality-of-life indicators (including targets) to support identification of needs
and monitor progress towards meeting them;
- creation of a resource inventory to enable analysis of service gaps and overlaps;
- increased opportunity for community input into determination of priorities;
- inclusion of data and analysis for sub-county areas;
- use of information technology to ensure easy access to detailed data; and
- presentation of the results in a format appropriate to support decision-making.
The methodology outlined here is intended to represent the community assessment as
it should evolve within three to five years, as all of the relevant components are put in
place. For example, the initial implementation of the shared information network will
occur later this year, and full implementation is several years away. Also, there
currently is no mechanism in place to conduct evaluation of outcomes or system efficiency.
This proposal also recognizes that not all of the components of the community assessment
can be completed in depth each year, due to the level of effort required and the cost. The
components which should be part of each annual cycle are identified in the matrix in
section V - Summary. Other components will be completed once every three years, or more
often when available resources allow.
The proposed community assessment methodology is presented conceptually in Figure 1
– Components of the Community Assessment Methodology. The diagram and the
descriptions which follow identify not only components which are assumed to be part of the
community assessment, but also components needed to ensure that the assessment serves the
function of supporting decision-making by the CCB and community stakeholder groups.
Implementation of the community assessment assumes the participation of the CCB itself,
the Steering Committee, staff of the CCB, agency personnel and outside resources acquired
through CCB funding or joint grants and legislative funding.
Figure 1
Information Gathering - As the shared information network is fully
implemented, an increasing portion of annual information gathering will be possible
on-line. The collection of data for some of these sub-components will not be conducted
every year.
- Socio-Economic and Demographic Databases – produce consensus demographic profiles
and projections for use in human service planning.
- Survey Clearinghouse - coordinate information about surveys to be undertaken and recent
survey data available related to human services.
- Population Survey - identify needs and assess the accessibility and quality of existing
services as perceived by the Community at large (telephone interviews).
- Client Survey – identify client perceptions of service needs through (1) feedback
through the client information system, (2) special tabulations of the population survey,
and/or (3) separate surveys.
- Funder Survey - identify service needs as perceived by funding agencies as well as
current resource allocation (annual).
- Provider Survey - identify service needs as perceived by professionals on the line in
the day-to-day provision of services.
- Focus Groups and Key Informant Interviews – input from specific groups (outreach to
obtain input from special needs populations and hidden populations).
- Issue Scanning – identification of chronic and emerging issues.
- Review of Agency Plans and Other Reports – needs identification, resources,
analysis, priorities.
Quality-of-Life Indicators
- Define indicators and develop county-wide baseline data (being done now).
- Coordinate the CCB setting of targets for indicators (being done now).
- Develop baseline data for special populations (select indicators for groups based on
age, sex, race/ethnic/culture, etc.).
- Define appropriate sub-county assessment areas and develop sub-county baseline data
(select indicators).
- Identify communities/neighborhoods where coordination of comprehensive services is
required, based on sub-county indicators and surveys.
- Update statistical records data indicators annually when available (distributed system,
responsible entities, shared database).
- Use surveys to update indicator information not otherwise available on a periodic basis
(coordinated effort).
Countywide Resource Inventory
- Develop a comprehensive profile of funding organizations and funding allocators.
- Develop a standardized, comprehensive profile of health and human service providers to
(1) identify the potential universe of partners in the shared information network and (2)
support the effort to identify gaps, overlaps and opportunities for service integration.
The profile should identify providers that “pre-qualify” for funding through the
annual submission of standard financial documents and through the establishment of
Internet access and an e-mail address.
- Develop a Memorandum of Understanding among funders to require that providers submit the
standard organizational profile annually at the time of applying for or receiving funding.
- Establish linkages between quality-of-life indicators and programs, projects and
activities – identify which indicators each program, project or activity is supposed
to change and by how much.
Annual Report Identifying Critical Issues, Special Populations and
Areas
- Identify critical issues and special populations in the county, based on a comparison of
updated quality-of-life indicators for the county with other areas.
- Identify critical geographic areas based on sub-county quality-of-life indicators and
the most recent population, client, funder and provider surveys.
- Identify potential concerns based on issue scanning of chronic and/or emerging needs in
the community.
- Include a preliminary analysis of service availability for critical issues based on the
countywide resource inventory.
- Include an analysis of service capacity and system performance based on the evaluation
of outcomes.
- Emphasize a decision-making format, rich in maps, graphics and summary information,
possibly a slide show or video. Provide other information in databases and on-line as the
shared information network becomes available.
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Annual Public Forum and Preliminary Priority Definition
- The CCB holds a facilitated public forum to present the Annual Report and to accept
public input.
- The CCB determines a preliminary set of priority issues, special populations and/or
areas. These priorities are separated into two categories based on the extent of targeted
analysis required: short-term (for the next budget cycle) and long-term (for a subsequent
budget cycle).
Targeted Analysis for Critical Issues, Special Populations and Areas
- Two-tiered approach for short-term (3 months) and long-term (4-15 months) analysis.
- Use sub-county quality-of-life indicators to identify target areas for each issue and
special population.
- Identify existing provider resources - facilities, services, personnel, programs,
funding allocations.
- Conduct selected neighborhood asset mapping – identify resources available in the
targeted neighborhoods/communities.
- Conduct focus group meetings, client and key informant interviews to supplement other
information on service needs for critical issues, special populations and areas.
- Identify gaps/overlaps and opportunities for service integration.
- Identify successful programs, projects (best practices).
- Submit a supplement to the Annual Report with more detailed analysis of targeted
priority issues, special populations and areas that highlights specific areas, identifies
available resources, and describes opportunities for CCB action.
CCB Facilitates Establishment of Priorities for Action
- Select final priorities.
- Identify stakeholder organizations.
- Coordinate to define an action plan, including performance measures and program
evaluation, to address the critical needs.
- Discuss opportunities for joint action plans and budgeting and funding, joint
legislative funding and action priorities, and joint grant applications.
Agency Implementation
- Responsibility for incorporating established priorities into decision-making, strategic
planning and actions to bring about the desired changes shifts from the CCB to member
agencies and community stakeholder groups.
Evaluation of Outcomes and System Efficiency
- Assess the quality and accessibility of services provided (client, population surveys).
- Assess progress on indicators and performance on measures of outcome for targeted
issues, special populations and areas.
- Periodically select non-critical service issues to investigate for gaps/overlaps and
opportunities for service integration.
The proposed action plan for the next twelve months builds on the CCB efforts
undertaken to date. It also recognizes the role of assessment in supporting the CCB's
effort to move from coordination to collaboration in planning for health, education and
human services in Broward County.
Highlights of the proposal for next year include:
- Use the quality-of-life indicators to identify critical issues and establish preliminary
priorities for action.
- Initiate development of the countywide resource inventory.
- Prepare the first Annual Report.
- Hold a facilitated public forum and validate preliminary priorities.
- Conduct targeted analysis of an area selected for implementation of a new pilot project.
- Identify opportunities to direct resources to priority issues through joint planning and
budgeting, joint grant proposals and joint legislative proposals.
- Initiate development of a clearinghouse for information on needs assessments and surveys
to facilitate the 1998-99 assessment and to begin to coordinate information gathering in
the county.
The table which follows is divided into two sections: the first identifies the portions
of the action plan directed at completion of the 1997-98 Community Assessment, and the
second proposes additional actions required to support future assessments.
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A. ACTION PLAN FOR THE 1997-98 COMMUNITY ASSESSMENT
TASK DEFINITION |
BEGIN-END |
| 1. Use the Quality-of-Life (Benchmarks) Report and Proposed Targets to
Identify Preliminary Priorities – This year's product includes both statistical
records data and indicators derived from primary data collection (population survey). In
the future, most indicators available from statistical records data will be updated
annually, but indicators dependent on primary data collection will be updated according to
the availability of resources. |
06/97-09/97 |
2. Initiate Development of the Countywide Resource Inventory
– Once established, this inventory will become a routine component of the community
assessment process, fed mostly by the shared information network.
- Design standard organizational profiles and a service classification system for
gathering data (database), to be completed by human service funders and providers,
identifying services provided, the clients served, and the resources available.
- Coordinate the profile with the design of an annual agency pre-qualification procedure
to submit standard financial data and ensure Internet access.
- Develop a Memorandum of Understanding to require an annual update of the profile in all
proposals for funding or renewals of funding beginning in 1998.
- Identify linkages between quality-of-life indicators and services provided.
- Collect data and prepare an initial report.
|
09/97-06/98 |
3. Prepare the Annual Report on Critical Needs – The first
annual report will be based primarily on needs identified through the Benchmarks Report,
since the resource inventory is not yet available.
- Prepare an analysis of the quality-of-life indicators, supplementing with sub-county and
special population databases where available.
- Conduct focus group meetings and/or key informant interviews to gather additional input
on issues, special populations and areas.
- Recommend preliminary critical issues, special populations, areas.
- For this year, considering the CCB's interest in carrying out a new pilot project which
would implement the collaborative human services delivery model in a specific geographic
area, include an assessment to identify areas from which the CCB can select.
|
09/97-10/97 |
4. CCB Validates Preliminary Priorities
- Hold a facilitated public forum to present the Annual Report and accept public input.
- Validate preliminary priorities (issues, special populations, and areas).
|
11/97-12/97 |
5. Targeted Analysis – Provide input into the implementation
of a new pilot project for integrated service delivery in the area selected above through
the following assessment activities (to be coordinated with existing efforts where
applicable):
- Gather data for quality-of-life indicators for the targeted neighborhood(s).
- Conduct targeted neighborhood asset mapping.
- Consult the targeted neighborhood(s) on their priorities.
- Develop an inventory of services and resources currently available.
- Analyze gaps and overlaps of service, identify opportunities for integrated service
delivery.
- Assist in identifying actions to address identified needs in accordance with the model
characteristics adopted by the CCB.
|
10/97-06/98 |
6. CCB Facilitates:
- Determination of action priorities.
- Identification of stakeholders.
- Identification of opportunities for joint grants, joint legislative proposals and joint
budgeting/funding.
|
01/98- |
| 7. Agency Implementation – Responsibility for incorporating
established priorities into decision-making, strategic planning and actions to bring about
the desired changes shifts from the CCB to member agencies and community stakeholder
groups. |
01/98- |
B. ADDITIONAL ACTION ITEMS FOR 1997-98 TO SUPPORT FUTURE
COMMUNITY ASSESSMENTS
TASK DEFINITION |
BEGIN-END |
1. Initiate Development of a Clearinghouse for Information on Human
Service Needs Assessments and Surveys – This would be designed to bring more
coordination and collaboration (i.e., reduced duplication and coordination of timing) to
the information gathering component of the community assessment, and would be integrated
into the shared information network.
- Gather additional information on existing needs assessments identified in the Needs
Assessment Survey.
- Identify surveys, focus group meetings, and other data collecting activities conducted
in Broward County (both those which are repeated periodically and those which have been
done recently or are planned but are not regularly done).
- Prepare a detailed report (database) on information available and activities planned,
and maintain it on the CCB Home Page.
|
10/97-06/98 |
2. Evaluation – Initiate the development of monitoring and
evaluation tools.
- Work funders and providers to ensure ongoing training in the incorporation and use of
outcome measures in service planning.
- Develop tools to compare resources allocated vis-à-vis changes in QOL indicators.
|
01/98-06/98 |
3. Develop a Proposal for the Community Assessment to Be Conducted in
1998/99 – This would include a schedule with timeframes, as well as an
identification of the resources required, and should take into consideration the inclusion
of other assessment activities identified in the previous item.
- Identify which components of the items under information gathering should be undertaken
and when (surveys, focus groups, key informant interviews, issue scanning, review of
agency plans, and other reports).
- Update the quantitative elements of the quality-of-life indicators.
- Preparation of the next annual report.
|
05/98-06/98 |
The Action Plan for 1997-98 includes five items which most likely will require
technical assistance resources beyond those directly available to CCB staff and the
Steering Committee with its work groups:
- development of the countywide resource inventory;
- preparation of the annual report;
- targeted analysis to support implementation of a new pilot project;
- development of a clearinghouse for information on needs assessments and surveys; and
- development of monitoring and evaluation tools.
Once the current proposal is found conceptually acceptable by the Council, it will be
considered for incorporation into the Steering Committee's Action Plan for 1997-98. At
that time, the costs of each task will be identified. Some or all of the technical
assistance required may be appropriate for funding through the second year of the Healthy
Communities Initiative.
The chart which follows identifies the proposed tasks and a possible timeline for
completing them over the next year.
Figure 2 - Tasks and Timeline
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The proposed community assessment methodology has been designed to enable the Council
to reach an annual determination of on-going and new priorities for health, education and
human services in Broward County. It is recognized that the cost and complexity of
conducting a community assessment with all of the components identified will make it
necessary to concentrate resources and effort in some years more than in others.
The components of the proposed methodology are summarized in the table which follows.
The column titled “Annual” indicates the components which it is believed should
be completed each year, while the column titled “Comprehensive” indicates the
components which may be feasible only in the years when a larger volume of resources can
be engaged.
In addition, several components for which the proposed assessment methodology is
expected to change substantially in response to full implementation of the shared
information network have been identified with an asterisk. These components, in general,
will require different, more cumbersome approaches prior to full implementation of the
shared information network.
Components of the Community Assessment Methodology
Tasks |
Annual |
Comprehensive |
| Information Gathering |
| Socio-Economic Databases |
Summary |
Full |
| Population Survey |
No |
Yes |
| Client Survey |
Yes* |
Yes |
| Funder Survey |
Yes* |
Yes |
| Provider Survey |
No |
Yes |
| Focus Groups |
No |
Yes |
| Key Informant Interviews |
Yes |
Yes |
| Issue Scanning |
Summary |
Full |
| Review of Agency Plans |
Summary |
Full |
| Review of Other Reports |
Summary |
Full |
| Quality-of-Life Indicators |
| Statistical Records Data |
Yes |
Yes |
| Primary Data Collection |
No |
Yes |
| Countywide Resource Inventory |
| Organizational Profile |
Yes* |
Yes |
| Analytical Report |
Summary |
Full |
| Annual Report on Critical Needs |
| Issues, Special Populations, Areas |
Yes |
Yes |
| Resources |
Yes* |
Yes |
| Gaps, Overlaps |
Yes* |
Yes |
| CCB Preliminary Priorities |
| Annual Public Forum |
Yes |
Yes |
| Define Preliminary Priorities |
Yes |
Yes |
| Targeted Analysis |
| Short-Term |
Yes |
Yes |
| Long-Term |
No |
Yes |
| Neighborhood Asset Mapping |
No |
Yes |
| CCB Facilitation |
| Establish Action Priorities |
Yes |
Yes |
| Identify Stakeholders |
Yes |
Yes |
| Joint Grant Applications |
Yes |
Yes |
| Joint Legislative Proposals |
Yes |
Yes |
| Joint Budgeting/Funding |
Yes |
Yes |
| Evaluation |
| Joint Monitoring of Outcomes |
Yes* |
Yes |
| System Efficiency |
Yes* |
Yes |
* These items are expected to become part of the annual community assessment as the
shared information network becomes fully operational.
For information about other activities of the SFRPC in cooperation with the CCB, see Human Service Issues and The Coordinating Council of Broward. For
additional information, please contact Richard F.
Ogburn of Council staff.
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Updated on July 15, 1998