HomeMy WebLinkAboutCFC Staff UpdateDeschutes County Board of County Commissioners Work Session January 30, 2013
Deschutes County Children & Families Commission (CFC) Transition
ENVIRONMENTAL SCAN
a. The State of Oregon is discontinuing statewide support of the CFC system June 30, 2013.
b. It may be possible to sustain early childhood projects needed to support the new Early Learning system.
c. CFC staff has the necessary skills and knowledge to perform critical tasks in 2013-2014.
d. CFC board members would be assets in the development of a regional or county advisory board(s).
PROPOSED POLICY FRAMEWORK
a. Develop a regional ELC hub at the COHB with support of CFC staff - Oregon’s education reform effort to
develop a system of Early Learning Council hubs should be developed regionally in Central Oregon under
the auspices of the CO Health Board. Staff with the Deschutes CFC has the knowledge and experience to
help support this development.
b. Assure health and education reform efforts are complementary – Early child development, particularly
for families with significant poverty, social or health barriers necessitates the coordination of health and
education knowledge, expertise, services and resources. Every effort should be made to support and
encourage collaboration between the heath and education sectors of our community.
c. Align and coordinate our community health projects and services – Deschutes County Health Services
will work to bring together the County’s expertise and resources associated with a wide range of health
promotion and disease prevention for maximum benefit. These include topics such as tobacco
prevention, alcohol and drug prevention, self-management of chronic conditions, teen pregnancy
prevention, oral health and suicide prevention.
d. Assure citizen involvement in the development of new systems across our region – Deschutes County
Health Services and the CO Health Board is encouraged to consider formation of a new, consolidated
community board(s) to assure a citizen perspective in our regional endeavors.
e. Deschutes County investment in ELC and community health – The policy framework above will
necessitate continued investment of County General Funds for the foreseeable future.
PROPOSED DELIVERABLES
a. Merger of the Deschutes County CFC and Deschutes County Health Services operations in FY 14. The FY
14 Program Budget for CFC will be incorporated in the DCHS FY 14 proposed budget. DCHS will help
assure the policies outlined above are implemented successfully.
b. COHB application for designation of an Early Learning Council hub by summer 2013. With ELC
designation, a project plan (dates, metrics and assignments) will be prepared, adopted by COHB and
implemented. A transition of responsibility from DCHS to COHB will occur as deemed beneficial.
c. Physical relocation plan for CFC ELC and health staff as well as DCHS community health staff in support
of collaboration to be established by January 2014.
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Future CFC Organizational Structure Options
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 and not including the A&D staff) 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 STRUCTURE 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 – Page 2