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As the Coordinating Council of
Broward (CCB) prepares its Strategic/Business Plan for the next three years, it is useful
to review the guiding principles that were adopted at its inception:
In responding to the challenge of defining a future "model" for the health, education and human services delivery system, the CCB chose to adopt model characteristics and supportive components that can be used as a framework for decision-making by all stakeholder groups. In Model Characteristics for Health, Education and Human Services Delivery (July 1997) the CCB described the following four broad characteristics of the desired model:
In July 1997 the CCB adopted a community assessment methodology as a key tool to help it achieve this vision of collaboration. Components of the methodology are outlined in Figure 1.
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The community assessment process
outlined in Figure 1 also
provides a convenient framework for displaying the primary accomplishments of the CCB. The
initial section below highlights a number of general activities by the CCB and its member
organizations that have provided the background for four years of collaborative planning.
The remaining accomplishments are listed as bullets linked to components in the diagram,
which are briefly described below. This is not intended to be an exhaustive list, but
rather to exemplify the work of the CCB and its progress towards its vision.
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| Initial efforts by the
Coordinating Council of Broward (CCB) have been focused on designing the tools of
collaboration. At this time, many of these tools are beginning to be implemented. The CCB
decided that this is a good time to review its strategic direction and map out the steps
for moving forward with implementation. Development of a Strategic/Business Plan will help
the CCB identify potential sources of additional funding to support its efforts over the
next three years. In July, 1998, members of the CCB and its Steering Committee responded to a background survey for the strategic/business plan, composed of the three questions below. Twenty-seven of fifty-six potential participants in the survey responded (48%). What are the three most important accomplishments of the CCB to date? There was a strong consensus among the respondents that the three most important accomplishments of the CCB to date have been:
Other accomplishments that were cited more than once in the responses include joint legislative initiatives, the identification of health, education and human service priorities, targeted assessments for special populations, and the three neighborhood pilot projects. What are the thee most important objectives the CCB should pursue over the next three years? Respondents recognize that the most important accomplishments to date are still incomplete, and that these are works-in-progress that will require additional effort. The most important of these objectives include:
In addition, a number of recommendations were made with regard to the level of focus, visibility and participation by CCB members:
What strategies do you think the CCB should pursue to ensure the funding necessary to carry out these projects and any other activities it deems appropriate? Unlike the previous questions, there were no consensus responses to the question of funding. State allocations, federal agencies and grants were the most frequently mentioned, with private sources such as foundations and corporate sponsors following. Many respondents indicated that more resources were to be found among the CCB members and service users. A number of other ideas were brought forth for consideration – a sampling of these is transcribed below in order to stimulate the discussion.
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For additional information, please contact Richard F. Ogburn of Council staff. This page and all contents prepared by the South Florida Regional Planning Council. |
