Future of Collaboratives

Future of Collaboratives ~ Roles, Relationships & Resources ~ What do you see as the future of collaboratives? What resources & support do collaboratives need to realize their future role? What keeps or will keep your partners coming to the table? Aitkin: Role: Resources: Partners: Anoka: Role: Resources: Partners: Becker: Role: Resources: Aitkin County Family Services Collaborative Jointly manage the needs of children whom we have in common Resources that will enable collaborative partners to seek innovative best practices Money & also shared concerns & investment for the targeted populations served Anoka County Children & Family Council Our collaborative is based on established, long-lasting, strong & overlapping relationships. Together, we share a commitment to building a healthier community for children & families. As a collaborative, we will continue to meet in an effort to stay connected, share information about existing resources, & attempt to continue to identify the gaps in services & barriers that family’s frequently experience. This has been the operating foundation of our work in raising awareness & bringing the community together. At a minimum, I would think that other collaboratives would maintain a similar foundation as they continue to evolve & seek additional funding resources. Regardless of financial resources, the benefit is in the relationships & shared commitment. State support & encouragement; opportunities for training & connection to other area collaboratives: leadership, financial or grant support to nurture program initiatives; community involvement & a shared sense of responsibility Sharing information/Networking; Energy/Opportunity for collaboration; Connections/Relationships; Sharing resources; Shared vision; Expanded partnerships; ACCFC endorsement of activities; Executive Committee working together Becker County Children’s Initiative If collaboratives rely solely on LCTS funding they will eventually “die on the vine” as the LCTS dollars have decreased so dramatically. When BCCI was not able to fund programs at the level it had in the past with the huge LCTS cuts, we found that the schools considered the programs we had established so valuable they have continued them to the best of their abilities. BCCI has always been a family services collaborative. It is clear that the future funding seems to be concentrated in mental health at this time & BCCI has spent more than a year reading itself to apply for these new dollars as they became available. The BCCI governance table is as active & strong as it has ever been. The governing board made decisions to apply for dollars regardless of which door they would come through in the community. We have been experiencing some early success in this regard in 2008 & look forward to more success in the future. The collaborative days as we have known them appear to be over. What has been a most rewarding experience over the course of the last year is the renewed commitment to the original vision of BCCI & the absolutely commitment to sustainability of the collaborative. Having the shared vision & players at the table has become the way in which we do business. We would miss it if it weren’t here. New avenues of funding (the grant announcements you send out are wonderful!). Collaboratives need to be consistently reassessing their role & what they are doing. The collaborative shouldn’t exist just for the sake of the entity but it should be providing an advantage/asset for the partner agencies & for the consumer. Collaboratives need to have the “drama” of the audit & the continually decreasing LCTS dollars to be over & to find a place of predictability. There is no doubt that the funding provides a huge incentive for folks to be at the table. 2007 Collaborative Report: Future of Collaboratives Draft 4 August 2008 Partners: Benton: Role: Resources: Partners: Blue Earth: Role: Resources: Partners: Carlton: Role: Resources: Partners: Cass; Role: Resources: Partners: Chippewa: Role: Resources: Partners: Clearwater: Role: Resources: Partners: A shared vision keeps the partners at the table, as well as the LCTS funds – while limited; school districts are having an especially hard time in meeting the needs of students right now, particularly those with mental health & other needs. Benton County Children’s Mental Health Collaborative The collaborative partners see a future in the collaborative in a much reduced role. Without increases in funding, the collaborative coordinator role will be difficult to sustain. Partners are still willing to come to the table with the hope that future funding will become available but anticipate fewer meetings & more work done by email. The lack of administrative funds will reduce the activity of the collaborative coordinator. The collaborative members will take on a greater role in sustaining the collaborative (which will be difficult seeing the decreased budgets each member is seeing in their own arenas). In order to keep collaboratives strong & vital, some designated resources for staffing would be beneficial to help with coordination, grant writing, & other activities. The reason most collaborative members are still coming to the table is to continue the networking with the possibility of utilizing those connections in future grants. South Central Children’s Project Collaboratives can play a major, key role in prevention & early intervention programs. With the current funding picture, I see most of them discontinuing existence. They need a robust & secure funding source that is dedicated to prevention programs & youth development. Availability of sufficient funding to warrant the effort Carlton County Children & Family Services Collaborative To coordinate collaborative activities across the county A new funding stream that is as flexible & stable As long as we can always remind them “what is in it for them” outside of just $ Cass County/Leech Lake Reservation Family Services Collaborative Initiative, Inc. Forum to come & share resources, write collaborative grants, & continue to try & avoid duplication of programs & services Grant & funding opportunities Collaboration & sharing of resources Chippewa CARE Collaborative Bringing professionals together to brainstorm solutions to problems, identify resources, identify needs & support each other’s role in providing services to youth Offer block grants instead of the LCTS funds through the time study process; State sponsored regional trainings Grant funds & to network about partner services & programs Clearwater County Collaborative Continued efforts by service providers that work with children & families to meet at the table & collaborate on projects & services for the populations they serve Funding Need for funding to serve children & families 2007 Collaborative Report: Future of Collaboratives Draft 4 August 2008 Cook & Lake: Role: Resources: Partners: Cottonwood: Role: Resources: Partners: Crow Wing: Role: North Shore Collaborative Primarily as a “facilitator of partnerships/relationships” for our two counties. This will include networking opportunities, a venue to discuss/address identified barriers/issues, & a place to work together on shared issues/needs/goals. At times it may include pursuing grant funding but mostly it will be the “intangibles” of policy & procedures being addressed vs. specific programs. The problem is that people/partners are more willing to support/fund specific tangible services/programs than the “behind the scenes” systems work. Financial, in kind, & participatory support for the above elements of collaboration. A minimal amount of coordination must be available because in reality it won’t happen if left to the partners alone. Regional relationships; better communication; strengthens prevention & early intervention services to avoid tertiary or crisis services; expands community outreach & understanding; considers whole system around families; clearinghouse of ideas & information; opportunities to explore new programs, services, ways of working together Cottonwood County Family Services Collaborative The Collaborative has been an effective meeting ground for several agencies to meet. There are relationships between agencies that have happened because of the collaborative. Without additional funding for Collaboratives, I feel in the long run there will not be enough to keep the Collaboratives meeting. Additional funding Collaborative members know the importance of the services that have/are provided through the Collaborative. There is a reserve balance & the Collaborative is receiving special ed reimbursement, so there are still dollars to provide valuable services. Members want to be part of the decision to see remaining funds are used. Crow Wing County Family Services Collaborative                 Build on success from partners who put kids & families first even when cuts were made Continue to increase creativity – dynamics of group willing to “think out of box” Continue role of encouraging all organizations & individuals within Crow Wing County to work together to improve services for families Leaders at all levels are committed to vision of seamless service delivery for children & families that is respectful, choice -based & strengthens & empowers all families Sustainable, integrated funding Support of policy-makers – legislators, county board members & school board members Support of community – non-profits, agencies, business community, churches, etc. Support of families, youth & children Commitment to Mission: “The Crow Wing County Family Services Collaborative is an accountable partnership uniting families, schools, loca l government & community agencies empowering children & families to meet their needs as independently as possible within a healthy & productive county-wide community.” Inclusive, innovative, strategic decision-making process Relationships – open, internal & external communication Unified commitment to preserve Collaborative Service Team (families & kids, along with agency & school staff, know & trust CST) Services that we support – outcomes are about kids & families Parent involvement on governing boards and committees Simple, productive infrastructure Results-driven accountability Resources: Partners: Dakota: Role:     Dakota County Collaborative Forum for interagency discussion Continued role in planning for use of resources to address service needs & gaps Opportunity for cross-system resource & information sharing to improve access and reduce duplication of services Serve as a hub for supporting local systems in seeking out or coordinating grant funding and/or new projects (e.g., PINs, school-linked mental 2007 Collaborative Report: Future of Collaboratives Draft 4 August 2008 health services, etc.) Resources:  Continued support from the State in disseminating information about  State funding for Collaborative services with proven outcomes Partners: Collaborative groups provide a forum for cross-system planning, grant opportunities networking, information sharing, & needs & resource assessment & development. Dodge: Role: Resources: Partners: Douglas: Role: Partners: Faribault & Martin: Role: Resources: Partners: Fillmore: Role: Resources: Partners: Freeborn: Role: Partners: Hennepin: Role: Resources: Hennepin: Role: Resources: Partners: Hennepin: Role: Resources: Dodge County Family Services Collaborative It seems we’re all in the same boat. There doesn’t seem to be much hope for future funding. We desperately need funds to continue vital programs within our county. We see our Collaborative ending when the funds end. A shared vision; hoping to stretch the dollars to serve the county as long as we can Douglas County Children’s Mental Health Collaborative The role is the same, perhaps with a greater focus on the role of payers, commercial & public Shared vision Family Services Collaborative of Faribault & Martin Counties Continuing decreases in federal funding will make it difficult for collaboratives to function Continuing cuts by the federal government are likely to eliminate collaboratives Ongoing programs that are being funded Fillmore County Family Service Collaborative We see ourselves as supportive of other member organizations & will continue to work together to provide for community & county needs. We will be creative in our joint endeavors & plan to continue to support our network of members through in-kind projects & grant projects. Strong organizations & strong commitment to our families & children The networking & support for each other’s expertise & needs Freeborn County Family Services & Children’s Mental Health Collaborative I don’t see them continuing without funding. They see the benefits of working collaboratively & the value it has in our community. Alliance for Families & Children of Hennepin County The future is unclear & troubled. The role of collaborative will continue to be as they have been in the past. They need a broad array of private & public funds to continue doing their work. Edina Family Services Collaborative Continue to exist Well facilitated meetings that focus in on identified priorities The ability to learn & connect with area partners & the ability to collectively try to solve identified need areas Hennepin South Services Collaborative Continue to serve children & families  Assist school districts in identifying workable interventions that can be sustained for at risk students  Co-located human services in communities  Useful information & identified available grants comes regularly from Ann Boerth which is most helpful Coordination of regional efforts/planning; research; facilitation; resource identification & sharing of best practices; work together on shared priorities Partners: 2007 Collaborative Report: Future of Collaboratives Draft 4 August 2008 Hennepin: Role: Resources: Partners: Hennepin: Role: Resources: Partners: Hennepin: Role: Resources: Hopkins Family Services Collaborative Hopkins Family Services Collaborative members will continue to meet even without LCTS funding. Members continue to look for ways to share resources to provide services. Some continuation of LCTS funding, no matter how small, helps leverage other funds Long history of collaboration in Hopkins Public Schools communities that existed prior to formation of collaborative Minnetonka Family Collaborative Collaboratives will remain the primary vehicle for schools, local government & community agencies to come together & do joint planning for services that improve outcomes for families & children. Support for coordination – if there is coordination, then resources can be brought to the table from grants, partner organizations & community donations, but those dollars are typically directed at services, not operations. Partners are still interested in sharing information & working on joint projects. Northwest Hennepin Family Services Collaborative The NWHFSC will continue to work with its partners to increase services in the NWHFSC service delivery area, to bring more se rvices into the region, to connect children & families to services, identify gaps & barriers to services & find partners & organizations to fill these gaps & re duce the barriers. We need support from DHS; on the ground support out in the field. It is very nice to receive information on grants. We have strong relationships built with our partners & in the larger community that could come to bear on proposals but the time & human resources are not there to write the grants that carry with them large amounts of funding. It is also very nice to receive information about conferences in Minnesota, & especially outside Minnesota which would give the Coordinators the opportunity to see beyond our local areas & learn first-hand about evidence based practices, but there is NO funding to attend these conferences which reduces the Collaboratives’ & their Coordinators’ ability to learn from others’ experiences, expertise, success & failures first-hand. It would be wonderful to have free, ongoing professional development built into the Family Service Collaborative system which would increase the Family Service Collaborative’s ability to remain vibrant organizationally & the Coordinators up-to-date professionally. Last year I joined the planning committee for the World Federation of Mental Health’s Transcultural Mental Health Conference that took place in Minneapolis. I did this because of our FSC’s interest in mental health issues aro und our immigrant & refugee children & families, but I also did this because it allowed me to attend this international conference free. It was a huge amount of work but I met a ton of people & learned an amazing amount of information. We are resourceful people, the FSC Coordinators, but support in professional development is critical to the success of the Family Service Collaboratives in general & the coordinators specifically professionally especially in this time of financial stress. Our partners continue to come to the table because they experience that the NWHFSC provides “value added” support in their work in the community & in our work together, making connections, increasing networks of providers with our partners through the NW Healthy Communities Partnership, the NW Teen Parent Connection, an initiative of Hennepin County that the NWHFSC coordinates in the northwest suburbs, & the Family Health Child Success initiative funded by the Blue Cross & Blue Shield of Minnesota & Park Nicollet Foundations. This initiative is utilizing the Citizen Health Care approach to community engagement with Dr. William J. Doherty from the University of Minnesota. With the reduction of LCTS funds, the NWHFSC is working to engage with our partners & bring in new partners, to work together on initiatives that are low-cost or no-cost, so that they can be sustained beyond the LCTS funding. An example of this is the recent initiative, the System of Care Partnership (SOCP), initiated by the NWHFSC. Partners: Hennepin: Role: Resources: Partners: Hennepin: Role: Orono Healthy Communities Healthy Youth It is still a vital function of the collaborative to bring together all entities in our community that touch the lives of youth & families. The collaborative shares information & resources, increases referrals through relationship building, identifies service gaps, pro vides services that are not otherwise available & advocates for youth & families. Even as funding decreases – the need for this kind of coordinating body does not. Collaboratives need some amount of ongoing support to maintain the infrastructure needed to bring the partners together on a consistent basis. Our collaborative has formed a 501c3 to continue working to find funding for needed programs & services but it is difficult & time consuming work to continually look for soft money. This multi-sector planning is unique & while grants may fund specific programming components, they do not sustain the structure needed to make it all happen. Relationships built over many years; Continued commitment to meeting needs. St. Anthony-New Brighton Family Services Collaborative If communities & school districts are to make wise use of the limited funds they have, it only makes sense to continue collaborating with all of the key partners. Collaboratives also have a better chance of accessing & receiving grant funding. 2007 Collaborative Report: Future of Collaboratives Draft 4 August 2008 Resources: Partners: Hennepin: Role: Resources: Partners: Houston: Role: Continue the dialogue between collaboratives so that everyone is not reinventing all of the time. I feel the Children’s Mental Health Collaborative will play a crucial role in coordinating services for all of the collaboratives. We have a small & committed community that met as a coalition before it was a collaborative & will continue to meet & collaborate even if the funds dry up. Wayzata Communities in Collaboration Council The role that the CICC plays in the establishment of partnerships among many aspects of our community is essential to the health of our community. With or without LCTS funds, our collaborative sees value & purpose in our efforts to combine resources & approach issues through cross-agency initiatives. We also see benefit in our ongoing dialogue & partnerships with the other collaboratives in the west metro area of Hennepin County, with or without supporting LCTS funds. Information about additional funding opportunities is always valued. An appropriate venue to share information, contacts & resources among neighboring communities - outside of our school district - will be all the more important in the future. The CICC is the only venue in the community where representatives from all aspects of the community come together regularly. The strong relationships that have been established are valued by all involved. Houston County Family Services Collaborative We would like to increase the intervention & prevention activities of our collaborative as well as return to a teen support worker program that focuses on teens who are returning from out of home placement, be it incarceration, treatment, or foster care. Our recidivism rate was much lower with this position. Our boards & partners see a tremendous value in intervention & prevention as opposed to reaction to trouble as the best for all of society. Our legislato rs, both state & federal, need to look at the “street value” of reacting to problems as opposed to intervention & prevention which can come before a family is fractured by problems. It will not stop problems completely, but we have statistics that show the county had a decrease in out of home placement when all our intervention & prevention programs were up & running. Our legislators, both state & federal, need to find a way to support intervention & prevention. Schools, communities & counties do not have the financial resources to support increased programming of this sort, but they do value what they have experienced in this county. Looking closely at the financial responsibility of Houston County shows how effectively we have used the revenue we have received. We will continue to do our best with the resources we have, but we have no further ways to cut expenditures except to curtail or end our current programming. As long as there is revenue to support the program they have determined is of the most value to the partners, they will conti nue to function as a collaborative. Funding is critical to support seamless intervention & prevention in the lives of our children and their families. This was t he foundation of collaboratives & should remain so. To benefit our children & their families, we will continue to come to the table as long as there is funding. Resources: Partners: Isanti: Role: Resources: Partners: Itasca: Role: Resources: Partners: Jackson: Role: Isanti County Integrated Collaborative Resources: Partners: We continue to see value in coming together so that we can look at how to share resources & continue to work together. Money, funding and/or grants that are easy to apply for, with plenty of advance notice & that are easy to implement Funding, cooperation & sharing of resources Itasca County Family Services Collaborative Continue to work as partners to maximize the resources that we have to meet the needs of the children & families we identify as at risk; Continue to be a resource to funders who are looking for collaboration Information on available grants; annual conference & training; legislative updates & DHS support in the legislature for collaborative Continued dialogue & integrated programs that benefit each participating agency; Collaboration is a strong concept in Itasca County. Jackson County Family Services Network Collaboratives are needed to help provide opportunities to network & assist in integration of services & funding when possible. It is also imperative that collaboratives continue to provide prevention & early intervention services to help prevent high costs of crisis services & out of home placements in Minnesota. We need ongoing base level funding & technical support from the state in order to continue to provide prevention & early intervention services. Short term grants with varying expectations & agendas are not the answer. Relationships; Networking; Communication; Sharing resources; Integrating funding 2007 Collaborative Report: Future of Collaboratives Draft 4 August 2008 Kanabec: Role: Resources: Partners: Kandiyohi, Meeker, Renville & Yellow Medicine: Role: Resources: Kanabec County Family Services Collaborative The collaboratives have been & will continue to be an incubator for services. Without funding sources, especially in out state Minnesota, there will be no future for collaboratives. The partners have issues that require collaborative problem solving. PACT 4 Families Collaborative Partners: Kittson: Role: Resources: Partners: Koochiching: Role: Resources: Partners: Lake of the Woods: Role: There seems to be an infrastructure that is in place so people find collaboratives as a place to share planning efforts. I hope this continues, but I suspect the core players will be greatly reduced in numbers. Collaboratives need the shared vision that working together enhances. Mostly they need financial resources to meet the critical prevention efforts that are not resourced elsewhere. Collaboratives are an inspired concept, but without funding there is great danger that people will return to their silos & services/systems will be segregated & fractured. So far, it has been a shared vision with financial resources to see that vision fulfilled. Kittson County Children’s Collaborative Uncertain Funding sources The understanding that each member agency “can’t do it alone”& the strength in having relationships between county agencies keeps the membership engaged. Koochiching Family Collaborative Keeping family serving agencies coming to the table to address needs Funding for coordination & training opportunities on best practice programs that will address needs. Collaboration in making all the funding stretch on all levels, not just the Collaborative programs/services. The relationships have been built & the need for agencies to work together outweighs the funding. Lake of the Woods Children & Families Collaborative Resources: Partners: Le Sueur: Role: With declining LCTS dollars, most Collaboratives will be providing fewer services in their individual counties. However, Collaboratives need to continue to meet as a whole. Our Collaborative monthly meetings provide a forum for all agency administrators to get together on a monthly basis to discuss happenings within each of their agencies. This helps in not duplicating services but also making sure we are providing the right programs to help serve children & families in our county. With limited funding & cutting programs, our board hopes to explore new opportunities & partnerships. Whether it is writing grants to sustain current funding levels, reducing programs that are funded by the Collaborative, or partnering with other agencies to build new relationships, the majority of Collaboratives can succeed. However, there will be a few Collaboratives that will face difficult times, especially small Collaboratives isolated in Northern Minnesota. Collaboratives need to look for new partnerships & work to foster those relationships to continue funding programs in their individual counties. New Federal dollars that come into partnering agencies could be filtered over to Collaboratives & keep current programs running. As mentioned above, Collaboratives need to continue to meet on a regular basis to discuss opportunities & work as a whole. The foundation that Collaboratives have formed is essential to maintaining family services & children’s mental health in Minnesota. A continued interest in children’s mental health issues & finding a common goal Le Sueur County Family Service Collaborative Getting back together to continue delivery of efficient services 2007 Collaborative Report: Future of Collaboratives Draft 4 August 2008 Resources: Partners: Lyon & Murray: Role: Resources: Partners: Mahnomen: Role: Resources: Partners: Marshall: Role: Basic funding & technical assistance They come for collaboration of efficient services & would continue to come for restoration of lost services – especially the chemical dependency counselor. Lyon-Murray Families Project If funding ceases completely from LCTS & a transition to total collaboration for service delivery, identification & assessment is not made, the Families Project will cease to exist. Local agencies need to find a way to exist with limited or no money & revisit their real purpose as listed above. Being dollars are so limited it takes a real purpose to spend time at the table. Needs to be an issue that affects multi agencies & families. Need to discuss issues collaboratively. Mahnomen County Interagency Collaborative I believe with the lack of funding that many collaboratives are at risk of closure Need to apply for as many grants as possible that fit the needs of Mahnomen County & to utilize money strategically Additional funding for their programs Marshall County Community Collaborative I see the roles of the collaborative as continuing to take on the responsibility of improving our system for children’s mental health. Collaboratives are Collaboration – We need to do an improved job of collaborating among our partners so that as funding cuts occur everywhere we can reduce duplication of services & be more strength-based & family-focused, thus being more cost effective. I also feel the collaborative are going to have to play a role in health plans becoming a payer of children’s mental health services. We must bring all the partners to the table so that funding opportunities through the health plans can be maximized. Collaboration needs ongoing support, due to funding reductions/elimination we need to find new ways to support collaboration in philosophy & vision. Proving positive outcomes to collaboration would be assistive in arguing our point. Due to the reduction in funding, we are focusing our efforts on continuing to improve our system. All partners are supportive of the Our Systems Succeed Initiative & the mission. Our focus continues to be collaboration for the best interest of children we serve & their families. McLeod Family Connection Resources: Partners: McLeod: Role: Partners: Mille Lacs: Role: Resources: Partners: Morrison: Role: Resources: Partners: Locally, we see our collaborative continuing to assess unmet needs of children & families & to work cooperatively across systems for ways to meet these needs. Steering committee members have developed strong working relationships & are committed to working together to enhance services for children & families. Ongoing commitment to meet the needs of children & families throughout the county Mille Lacs County Family Services Collaborative: Family Ties To continue open communication between systems Financial & legislative support Communication/Coordination Morrison County Interagency Coordinating Council  Develop strategies to serve the needs of uninsured kids  Influence the way services are delivered across the system Assistance addressing liability problems when developing integrated service plans An interest in developing resources for children & their families 2007 Collaborative Report: Future of Collaboratives Draft 4 August 2008 Nicollet: Role: Resources: Partners: Noble:s Role: Resources: Partners: Norman: Role: Resources: Partners: Olmsted: Role: Resources: Partners: Nicollet County Family Services Collaborative With the decrease in funding, we see that the collaborative may still play a role as it did in the past but not at the same level. Initially, the focus was on prevention. Now the focus is based on Level IV foster care candidacy definitions. This limits the number of kids who qualify for certain codes on the random moments. In some ways our systems will go backwards. We will not be allowed to be “prevention focused” as we were in the beginning of the collaborative years. Though we all want to continue to provide the broad range of programs/services we offered in the early to middle years of the collaborative, we know that in the future it will be harder with less money to be able to do so. We need the continued support from the state & federal levels of government. In addition, we need the belief renewed at the state & federal levels again that “prevention has value.” The ability to work together even on the limited funds that we are receiving thru LCTS, MA & partner donations. Even though we are not providing the level of services we did two years ago, we as a collaborative still believe in trying to make a difference in a positive manner with the children & families in our county. Nobles County Family Connections Collaborative The role of collaboratives is unknown at this time Funding Funds are still available at a reduced level Children’s Collaborative Serving Norman County Families Collaboratives have a vital role for the success of service delivery. They need to find ways to continue in order to maximize resources & decrease duplication of services. Now that children & families have become accustomed to these coordinated services, it is imperative that the collaborative efforts of service providers continue. Collaboratives do need some level of funding to continue the coordination of services. They have been too successful to halt them now. In addition, they need regular educational conferences & support from state government. If such efforts as the System of Care grants are the way of the future, investing funding to support collaboration only leads to the success of such systems. At this time, all partners have valued the collaborative experience & have stated that they will continue to come to the table – even without funding. Olmsted County Children’s Mental Health Collaborative Limited to no impact on services – the “collaborative” idea as envisioned 15 years ago has run its course mainly due to inattention at the local level based on no funding from the state Dollars from the state to support collaboration at the local level  Benefits to children & programming  Lack of dollars is making it difficult to convince new members to attend  A focus on coordinating local services FACES Family Action Collaborative Olmsted: Role: Resources: Partners: Pine: Role: Resources: On May 28, 2008, our governing board voted to disband A stable funding source & staffing Vision for children & families; maximizing resources; effective/responsive relationships Pine County Children & Family Services Collaborative Continue to meet & discuss interagency issues & delivering services in an efficient & effective manner Continue MA & LCTS funding would be great! 2007 Collaborative Report: Future of Collaboratives Draft 4 August 2008 Partners: Pipestone & Rock: Role: Resources: Partners: Pope: Role: Increase efficiency for working together & solving problems Rock-Pipestone Family Services Collaborative The sustainability of Collaboratives without a new influx of cash will be very difficult. Collaboratives do many good things, but most of these things require money. The key to sustainability at any level will be the participants desire to work together using resources that already exist.  Continued information about best practices of collaboration between schools & county services  Encouragement to continue meeting & discuss our common interests & goals  Interested in spending whatever money is left  A desire & recognition that all members serve families & children Pope County Family Collaborative When Collaboratives first began, one of the directives from state staff was to change “business as usual” in addressing the needs of children & families throughout our counties. Through the support of the state, I would hope that Collaboratives continue to move forward in their prevention/early intervention activities by using cutting edge solutions to issues that are addressed & are effective because of the community partnerships that have been established over the years. Continued support from the community partnerships is crucial. Though much can be accomplished by coming to the table…resources, both inkind & cash are needed to continue this work. For the Pope County Family Collaborative, the support received by a “local foundation” has been so beneficial in offering coordinator support, new ideas, strategies & additional resources for both the physical & emotional well-being of children & their families. We are so fortunate to have this resource along with the state. The success of the collaborative has encouraged partners to the table in other arenas as well as Collaborative meetings. This did not occur in the past. Friendships, a deep respect for each other & the need to make better use of our resources have kept partners better connected. Ramsey County Children’s Mental Health Collaborative The Ramsey County Children’s Mental Health Collaborative (RCCMHC) sees its future role as serving as a key liaison for partners, parents, providers & community stakeholders. The collaborative intends to serve as a broker & facilitator for children’s mental health services as well as to promote effective, networked & collaborative systems of care for Ramsey County children. Collaboratives like RCCMHC need participation of cross-sectoral members & the continued financial resources to ensure programs effectively serve the targeted populations. Partners report coming to the table to advance professional networking, to share resources & ideas & to develop strategic partnerships. St. Paul Children’s Collaborative The current role of “fostering cooperation & collaboration in order integrate services & improve outcomes for children & families” (House Research, October 2002 from MN Statutes, section 124D.23 & 256F.13) is still very relevant & necessary. The challenge for SPCC & other collaboratives is to find effective strategies for fulfilling that role, beyond just allocating the unstable LCTS funds. The SPCC is increasingly establishing a role that goes beyond being funder/grant-maker. One role is that of convener – SPCC used the grant-making process this year as leverage to bring together partnerships made of systems (county, schools & city) & community agencies to address issues viewed as critical by all partners. By narrowing its funding focus & requiring proposals that involved diverse partners, the SPCC was able to leverage its grant-making role to bring together diverse organizations in a new way. The partnerships convened through that process will work closely with SPCC over a threeyear period (2008 – 2011) to implement strong, cross-project evaluations & work together to secure additional resources to support the collaborative projects. Those projects will then work closely with the SPCC Board. They will identify systems barriers from the perspective of the children & families they serve, as well as from the perspective of the program staff providing that direct service. The SPCC role will then be to use their expertise& influence as policy makers to remove those barriers to improve outcomes for families. So while the Collaborative’s primary role remains “system integrator,” there are a number of other roles that are increasingly necessary to support that role, including funder, convener, Resources: Partners: Ramsey: Role: Resources: Partners: Ramsey: Role: 2007 Collaborative Report: Future of Collaboratives Draft 4 August 2008 Resources: Partners: Ramsey: Role: Resources: Partners: evaluator, resource procurer (both through partner organizations & through external funders) & policy maker.  One resource gap facing SPCC & its community partners is the lack of funding available to support evaluation & program administration costs. As evaluation data becomes increasingly necessary to ensure that scarce resources are directed to programs with demonstrated effectiveness, the prohibition on using LCTS funds for program evaluation leaves a glaring gap.  It is very helpful to receive notice of funding & learning opportunities from DHS. It may be even more helpful if the information in the various e-mails was somewhat more “digested.” Perhaps collaboratives could be surveyed to indicate topic areas of interest to their work - funding opportunities, educational opportunities, networking opportunities, etc. And those could be made even more specific by issue area – mental health, child welfare, health, etc.  It would also be helpful to have more opportunities to learn from other collaboratives, both local & national. It is an ongoing challenge to achieve “real collaboration” & SPCC would benefit from the lessons learned by other successful collaboratives. A commitment to improving services to children & families in St. Paul & an understanding that the SPCC is most appropriate entity to address the systems barriers that stand in the way of families receiving effective services. There is not another entity that brings together policy makers from the public schools, the county, the city & the community action program, along with community members, to work on allocating funding & breaking down systemic barriers to delivering effective services to families. Suburban Ramsey Family Collaborative As resources continue to dwindle to support our most vulnerable citizens, collaborating to sustain a safety net of care for kids & families is more critical than ever before. Social networking among communities, families, youth & agencies will be a vital role for collaboratives. Collaboratives have had a 10+ year history with establishing functional partnerships & their knowledge of what it takes to make folks work better, smarter & more efficiently together is key. Collaboratives have learned a lot & have successes to share at all levels, including how to effectively support, fund, contract & monitor a comprehensive system of care. It would behoove the state to engage in more collaborative approaches in their work as well; where the goal of each initiative can be mutually shared & the leadership more participatory. In light of current natural disasters & national security threats, it would be sensible for the State to consider how to utilize the healthy & active coalitions & networks of the already established collaboratives. All of the collaboratives have something to offer their communities, one another & the state as a whole & it's critical that we see that we need each other's expertise to make our state & communities safer for our children. Collaboratives have been a successful venue to bring resources into communities & provide a comprehensive, integrated safety net of services. We have successfully brought players to the table from multiple disciplines. As resources become scarcer, these partnerships become even more critical to effectively reach out to children & families in at risk circumstances. There is much that can be achieved together than we can alone. It would be most helpful if the state paid for collaboratives to offer shared trainings with their partners via webinars & teleconferences as part of their technical assistance to the collaboratives. Information about funding resources & options, state support & endorsement in pursuing federal funding streams, continued commitment from the state to support collaboration across systems & disciplines all would go a long way toward bringing collaboratives to the next level. Training on social marketing & ways to reach out to businesses & support from the state to give local credibility to the collaboratives in ways that businesses could hear from multiple sources how effective we are in creating a system of care for children, youth & families in our communities. More credentialing & support of African American & Latino & Hmong social work & therapy students. More support for increased access to affordable psychiatric services (investigation of tele-psychiatric services, etc.) SRFC partners will keep coming to the table because they continue to see the value added in collaborating with service providers in the community. While in the past, there has been a financial gain in participating as a member of the collaborative, partners also have experienced significant non-monetary benefits. For example:  Services are Enriched through Cross-Fertilization of Ideas & Actions: By bringing services & supports to the kids, where they are; ensuring the “right fit” of practitioner-to-participant to increase trust & successful connection; removing barriers & the hoops that families jump through just to get their children/youth what they need; & providing services free of charge, if insurance is not available, we are able to capture the very 2007 Collaborative Report: Future of Collaboratives Draft 4 August 2008      same people who were dealing with intensive issues on their own. These children, youth & families who were once isolated & disconnected, are now seeking support, before a crisis. Helping Our Partners Raise More Funds for Services: We have been helpful in helping others fundraise by attending meetings with funders, vouching for their credibility & usefulness in the community (leveraging & supporting). Meeting with Legislators: Our ability to organize a rather large constituency rather quickly to achieve a community wide goal (meeting with legislators). The work with the legislators by meeting with legislators to raise awareness regarding, “How are the Children?” has been critical in our efforts to raise awareness of SRFC’s role in the community & the state of children, youth & families in this current climate of resource roll backs & funding cuts. High Cohesion Among Staff & Partners Creates a “Can-Do Attitude”: Over 8 SRFC teams have been involved in inter-disciplinary, multisector meetings on a monthly basis for 10 years. Networking with various community resources has helped us when we are searching for better ways to serve our students & their families. This allows us to navigate our way through the county system (e.g., helping our students apply for medical assistance, etc.) With the dwindling resources in our community we need to be able to network with members of other agencies that can help us connect with resources & service supports in these challenging times. Significant Source of Support for Practitioners: One practitioner stated that, “the SRFC helps me to feel connected & supported.” Together we are Stronger: The collaborative survived funding cuts year after year for the past six years. People have expressed horror at the current socio/political/economic climate, & are worried about the implications on children & families. Practitioners feel a renewed commitment through SRFC to spend their energy trying to get resources to stabilize families. They express excitement at the prospect of working with others in a truly collaborative fashion. As Partners Collectively Develop Research-Based Products they begin to Internalize Research-Based Practices & so does the Community: SRFC has been successful in taking complex thought & putting it to action to create products that have been instrumental in building awareness of research & best practices in our community. The following products sponsored by SRFC serve as informational/research based tools to community & conferences where we’re still not promoting the collaborative, but the products & lessons learned from the collaborative. This has proven to be the best way to relate to the public about our work – in ways that can impact change. o o o  Red Lake: Role: Resources: Partners: Redwood: Role: Thriving with your Teen (county and statewide distribution) Investing in Youth (county, state and nationwide distribution) New Beginnings PowerPoint o How are the Children, The State of Children, Youth & Families experiencing challenges in Suburban Ramsey County The Children’s Initiative/Family Services Collaborative Serving Red Lake County Families Collaboratives have a vital role for the success of service delivery. They need to find ways to continue in order to maximize resources & decrease duplication of services. Now that children & families have become accustomed to these coordinated services, it is imperative that the collaborative efforts of service providers continue. Collaboratives do need some level of funding to continue the coordination of services. They have been too successful to halt them now. In addition, they need regular educational conferences & support from state government. If such efforts as the System of Care grants are the way of the future, investing funding to support collaboration only leads to the success of such systems. At this time, all partners have valued the collaborative experience & have stated that they will continue to come to the table – even without funding. Redwood County Collaborative Our collaborative will continue to provide needed services as long as program funds can be secured. 2007 Collaborative Report: Future of Collaboratives Draft 4 August 2008 Resources: Partners: Rice Role: Resources: Partners: Scott: Role: Resources: Partners: We need access to program funding. As long as we are able to secure funding for needed programs, all partners will continue to come to the table. Rice County Family Services Collaborative Collaboratives should continue to help develop a culture of collaboration around service provision to children & their families. In order to do so, Collaboratives should continue to be the connector, convener & example in working collaboratively. In order to establish & maintain collaborative work, someone has to “wake up in the morning seeing that as their role.” Collaboratives can & should fulfill that role. Financial resources are the obvious answer & are crucial to this work. But, in addition, technical assistance, training & recognition of efforts are also important. Collaboratives also need help in carrying the stories of their successes to those who make decisions affecting funding for Collaboratives. Our partners seem to continue to come to the table because they see that the work we are doing is making a difference. Although discouraged by diminishing resources, the partners value the relationships that have developed in the process & the level of collaboration they are able to sustain by virtue of those relationships. Scott Family Net Collaboratives are most important when resources are reduced & stressed - best use of resources, partnering to serve families with reduced resources. Flexible funding for innovative family plans; state funding  Coordination of services & resources  Knowledge of resources  Gaps analysis & planning  Grant & other joint possibilities  Reduce redundancy of services & misunderstandings  Increase the capacity to create safe & healthy communities by supporting the assets of children & families to decrease risk factors  A shared philosophy of service integration & continuity, such as the wraparound approach  Maintain trained partners to identify & provide individualized, integrated services to at-risk youth & their families Sherburne County BRIDGES Collaborative   Sherburne: Role: Resources: Partners: Sibley: Role: Resources: Partners: St. Louis: Role: Collaboration including partnerships & information sharing Possibility to collaborate for grant purposes The BRIDGES Collaborative is planning to end LCTS claiming & will be restructuring to meet other statutory needs.  Partnerships/Relationships  Information sharing Sibley County Children’s Collaborative Partners that come together, identify needs & resources, such as outside funding, & enable positive change. The collaborative can/will be the base of program & team development. Communication: What are others doing? What needs & solutions have they identified? Resources that are available for funding & networking. Learning from one another – the meetings are informational & partners are scheduled throughout the year to present information about their agencies’ activities, accomplishments & needs. Family Service Collaborative of Northern St. Louis County Resources: If Collaboratives can go back to the original vision, they will survive & really look towards solving complex problems together. If the partners keep getting stuck on programs, they will not survive very long. If the problems are approached systematically without the promise of program money, the conversation is very different & those who want solutions will stay the course. It will take local leadership from partners. A presentation for partners about the original vision & what exactly system change means with examples & concrete steps. Something we could augment with local data & information. Most partners feel that original vision is ambiguous & hard to identify & do something about. 2007 Collaborative Report: Future of Collaboratives Draft 4 August 2008 Partners: St. Louis: Role: Resources: Partners: Stearns: Role: Resources: Partners: Steele: Role: Resources: Partners: Todd: Role: Partners: Traverse: Role: Partners: The relationships that have been built over the years. Not sure if it will continue however … this will be a critical transition year. It will most certainly be different next year! Family Service Collaborative of Southern St. Louis County If Collaboratives can go back to the original vision, they will survive & really look towards solving complex problems together. If the partners keep getting stuck on programs, they will not survive very long. If the problems are approached systematically without the promise of program money, the conversation is very different & those who want solutions will stay the course. It does take some agency & personal leadership – the collaborative staff cannot “make” this happen. A presentation for partners about the original vision & what exactly system change means with examples & concrete steps. Something we could augment with local data & information. Most partners feel that vision is ambiguous & hard to identify & do something about. Since we have mostly department heads on this Board, they see this as more of an extra & not as an alternative or supplement. They really have not discussed nor realized what other roles the Collaborative could play. This next year will bring that conversation to the forefront as money for programs decreases. The relationships that have been built over the years. Not sure if it will continue however … this will be a critical transition year. I am not sure partners will be motivated enough to work on system issues without money being the motivator. Stearns County Family Services Collaborative The collaborative partners see a future in the collaborative in a much reduced role. Without increases in funding, the collaborative coordinator role will be difficult to sustain. Partners are still willing to come to the table with the hope that future funding will become available but anticipate fewer meeting & more work done by email. The lack of administrative funds will reduce the activity of the collaborative coordinator. The collaborative members will take on a greater role in sustaining the collaborative (which will be difficult seeing the decreased budgets each member is seeing in their own arenas). In order to keep collaboratives strong & vital, some designated resources for staffing would be beneficial to help with coordination, grant writing, & other activities. The reason most collaborative members are still coming to the table is to continue the networking with the possibility of utilizing those connections in future grants. Steele County Area Children’s Mental Health Collaborative As long as grants aren’t made available directly to Collaboratives & LCTS dollars continue to dwindle, our Collaborative will fold. Best Practices, Evidence Based Practices & whatever DHS can hand down to us will be helpful. Money Todd County Collaborative for Children & Families I think collaboratives will continue, maybe in a different or less formal structure. In Todd County, we were collaborating with many other agencies/organizations long before Collaboratives came along & will continue to do so because it makes sense. The partners see the need to collaborate. It’s not just about funding but rather about the ability to deliver better services. I think that long after LCTS is gone, collaboration will go on. Traverse County Connections I see it, at least in our County, as an administrative group that gets together to address needs, grants available, & other resources. It’s also a time to share updates within each of our agencies as to changes, new programs, etc. The coordination needed for grants. Traverse County applied for numerous mental health grants & public health has applied for a lot of prevention type grants. We share what we’re applying for, letters of support, & outcomes. We also gather ideas for needs statements & resource development. 2007 Collaborative Report: Future of Collaboratives Draft 4 August 2008 Wabasha Role: Resources: Partners: Wadena: Role: Wabasha County Family Services Collaborative Unfortunately, it seems that clerical duties take up more of our time than coordinating/facilitating roles, bringing folks & agencies together to plan & implement effective preventive strategies. We’ve had to cut 9 successful programs due to decreased LCTS reimbursements (leaving 7 funded programs). These cuts have seriously affected preventive programs, especially for kids “on the bubble.” To avoid becoming only a clerical function, I think Collaboratives need to broaden educational opportunities for partners & coordinators so that they can better manage the political landscape, have a better shot at securing dwindling resources & being as efficient as possible. More funds & the absence of continuing doom regarding funding cuts Wadena County Family Services Collaborative Resources: Partners: Waseca: Role: Resources: Partners: Washington: Role: Partners: Watonwan: Role: Resources: Partners: Promote collaboration, decrease duplication, assess need & gaps in services for high risk & the general population of children, improving prevention services for all children, assessing & initiating services for children at high risk & children with mental health needs, provide a collaborative method to assess needs & apply for grant funding in areas such as our county that has high needs & low ability to meet those needs due to the tax base & related poverty issues.  Funding for administrative services related to family services collaboratives, such as coordination & fiscal assistance for integrated funding  Mental health services – broadening funding & technical assistance to initiate programming for all collaboratives to have the opportunity to provide mental health services in school settings  Continued LCTS or another stream of funding  Best practices for serving high risk students in cost effective ways  Grant opportunities Shared goals; decreased duplication; ability to collaborate for funding for grants; planning for needs & gaps for clients Waseca County Collaborative for Families Valuable collaboration – services still provided Need to continue to have public financial support Valuable collaboration – services still provided Washington County Children & Family Council Improved relationships It is not the money! It’s about the relationships & working together to meet the needs of the children & families in our community. Vision for Families & Community Family Service Collaborative Existing collaboratives have been successful in forming relationships with key personnel in systems that promote & encourage early intervention & prevention strategies as a cost saving mechanism that clearly benefits all partners. The role of collaboratives is to maintain the relationship building process & continue to promote prevention & early intervention. Collaboratives need access to continued secure financial support. Financial support helps to keep partners at the table & allows for creative strategy building that is individual to each collaborative. Allowing school districts to levy dollars for the family service collaboratives could be a funding mechanism. Collaborative partners have a shared vision, improved relationships between systems & understand that they cannot do prevention & early intervention individually. 2007 Collaborative Report: Future of Collaboratives Draft 4 August 2008 Wilkin: Role: Resources: Partners: Wright: Role: Resources: Partners: Wilkin County Children’s Collaborative The future role of collaboratives includes the ability to coordinate the activities of partner agencies, in addition to the exchange of information. We will continue to meet on an annual basis. Collaboratives really need continued LCTS funding, in addition to applying for “grants” that can enhance services to children & families. The ability to exchange information & coordinate activities is essential in our delivery of services. Wright County Family Services Collaborative Networking/communication resource to discuss what various agencies are working on & how we can align our efforts most efficiently to service families & children The largest hurdle is making sure that partners will dedicate consistent personnel to be the link to the collaborative. Funding is still a huge issue for all partners. Possibility of more funding; cooperative opportunities; networking 2007 Collaborative Report: Future of Collaboratives Draft 4 August 2008