HomeMy WebLinkAboutCFC Staff MemoDeschutes County Children & Families Commission (CFC)
Future Organizational Structure Options
Driving Factors
There is a need to redirect the CFC’s focus due to changes in state laws which mandate changes in
health and education and the elimination of Commission on Children & Families.
Transition Planning Goals
Identify structure and capacity to address critical needs and functions for implementing the
early learning “Hub” in Central Oregon/Deschutes County.
Immediate Needs Related to Early Learning “Hub” (required duties and functions)
It is proposed that during the transition and implementation period, the remaining CFC staff
(paid for by county general funds) be re-organized around the infrastructure development and
duties required for the ELC “Hub”. These duties includei:
1. Conduct service/system assessments to increase efficiency, reduce duplication and decrease
burden on families. Identify existing resources and gaps, and coordinate cross-sector strategies.
2. Map and coordinate funding and resource allocation to maximize efficiency and effectiveness.
3. Integrate and coordinate outcome-based service delivery and funding streams across five
sectors of impact: K-12 education, health, social/human services, early education and pre-
kindergarten (including early intervention), community and business engagement.
4. Contract and collaborate with providers for services, targeted to high-risk children and families.
5. Report kindergarten readiness and developmental milestone outcomes at a child level from
pre-natal through kindergarten for children in their service area.
CFC Staffing Restructure Scenarios
Scenario #1 (Recommended):
1. Reorganize and fully align remaining CFC staff (not including A&D staff) with Central
Oregon Health Board to help develop the regional Early Learning “Hub” infrastructure.
2. During transition, Deschutes County will contribute approximately 2.5 to 3.0 FTE
(depending on need and level of resources available).
3. Once infrastructure is in place, (estimate a 3-4 year process) Deschutes County may
contribute ~1.5 to 2.0 FTE (depending on need and level of resources available) to
perform the regional duties/functions outlined as required elements of the ELC “Hub”.
Scenario #2:
1. Reorganize and merge all CFC staff with DCHS department.
2. CFC becomes a “division” under DCHS (i.e. “Prevention Office”, “Community Health
Promotion and Assessment”, “Performance Management”).
3. Focus is primarily on Deschutes County and DCHS health promotion, prevention and
assessment functions
4. Will advance regional opportunities and work toward COHB goals related to Regional
Health Improvement Plan as resources allow and where it makes sense to do so.
Note – In all scenarios:
1. All CFC staff remain county employees.
2. A&D Prevention (2.5 FTE) merged with DCHS prevention services.
3. CFC budget merged with DCHS budget beginning July 1, 2013.
4. Assess CFC and DCHS co-location and alignment opportunities among staff doing
complimentary work. Develop a transition/reorganization plan by January 2014
i February 4, 2013 Community-Based Coordinator of Early Learning Services (“Hub”) Report - DRAFT