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Community Collaborative of Washtenaw County
Examples of Work Plan Components for
Washtenaw County Initiatives
Supported by the Collaborative
Revised
March 13, 2008
Compiled by Susan McGraw
Susan McGraw, Susan@SusanMcGraw.com
734-449-9360(o), 734-330-4772(c)
Name: Washtenaw Human Services Collaborative Council (HSCC), 2004
Location: Washtenaw County, MI
Who are we?
The HSCC includes consumers, advocates, and representatives of mental health, public health, social services,
law enforcement, education, and the courts, as well as private agencies and foundations. The HSCC provides
leadership for policies and funding that affect services for children, families, and adults among private and public
community institutions.
Vision: To create a community of dignity and respect where all people can live to their maximum potential.
Mission: To provide leadership, coordinate policy, leverage resources, build assets and foster partnerships
which will promote healthy growth, learning and development for everyone in our community.
Values: Inclusiveness, Accountability, Building Trust, Consumer Involvement, Innovation, Community Education.
Overview of History:
The Human Services Collaborative Council (HSCC) was established in early 2002. The HSCC fulfills a state
requirement that each Michigan community have in place a Multi-Purpose Collaborative Body( MPCB). The
HSCC evolved form the Washtenaw County Family Services Collaborative Council to provide leadership for
policies and funding that affect services for children, families, and adults among private and public community
institutions.
Membership, Organizational Structure, & Funding:
The HSCC is composed of a Steering Committee and three population based Action Groups. HSCC
Steering Committee membership includes consumers, advocates, and representatives of mental health,
public health, social services, law enforcement, education, and the courts, as well as private agencies and
foundations.
HSCC Action Group membership is open and unlimited. The Action Groups are the foundation of the HSCC.
They are the link to the community and the key to the work that we do. The purpose of the Action Groups is
to promote the vision, mission and values of the HSCC on behalf of a core group of citizens – the residents of
Washtenaw County. Action Groups are divided according to population to provide focus for the work of that
group. The Action Groups are: Zero to Five, Youth and Family Initiatives, and Adult Populations.
Needs Assessment: “Improving Outcomes for Our Community’s Well Being”, Fall 2004
Four main outcome areas were identified as a focus through which to improve the community‘s well being.
Within each of these outcome areas, the HSCC has identified desired outcomes for the community along with the
indicators based on accurate, available data. The four outcome areas are: intellectual and social development,
economic well-being, health, and safety. The report also includes information on best practices within each
outcome area as defined by state and national experts, along with information on HSCC supported initiatives
underway to improve outcome areas.
Outcomes and Indicators:
Intellectual and Social Development:
A. Increase the number of children who live in homes supportive of optimal cognitive development
1. Increase developmental screening of young children
2. Increase parenting skill through home visits and infant/parent wellness hospital contacts
B. Increase the number of youth completing high school
1. Increase credits earned toward graduation
2. Increase student attendance rates
3. Reduce out of school suspension rates
C. Increase the number of children who have access to high quality early care and education
1. Increase the number of accredited childcare programs
2. Increase the supply of full day subsidized preschool
D. Increase participation/completion of lifelong learning for adults
1. Increase GED completion rates for adults without a high school diploma
2. Increase number of adults that earn a college degree or complete a certificate program
Compiled by Susan McGraw. Page 2
Susan@SusanMcGraw.com, 734-449-9360(o); 734-330-4772(c) Revised February 27, 2008
Washtenaw County Human Services Collaborative Council, Page two
I. Intellectual and Social Development
Economic Development:
A. Increase the number of households in safe, permanent homes
1. Increase the number of homeless families and individuals moved into permanent housing
2. Increase affordable housing opportunities for extremely low, very low and low income households
3. Increase access to decent and affordable housing options for older adults
B. Decrease the number of adults living in poverty
1. Decrease the percentage of adults living in poverty
2. Decrease the percentage of unemployed adults
C. Provide comprehensive public transportation that meets the needs of transit dependent populations
1. Develop and define indicator by which transportation outcomes can be measured
II. Economic Well-Being
Health:
A. Increase the number of adults with access to health care including mental health and substance abuse
services
1. Decrease the total number of uninsured adults
B. Increase the number of healthy births and babies
1. Lower infant mortality rates
2. Increase the proportion of children (ages 19-35 months) who are fully immunized
C. Increase the number of youth engaging in healthy lifestyles
1. Increase the proportion of adolescents who engage in moderate physical activity for at least 30
minutes on 5+ of the previous 7 days
2. Increase the number of youth who refrain from drug, alcohol and tobacco use
D. Increase the number of adults engaging in healthy lifestyles
1. Decrease the prevalence of cigarette smoking
2. Increase the proportion of adults who get daily exercise—at least 30 min on 5+ days a week
E. Increase wellness and health for older adults
1. Increase older adult participation in wellness, fitness & prevention activities at senior centers
2. Increase utilization of caregiver respite services to decrease caregiver burden
Safety:
A. Decrease the need for incarceration through accessible mental health and substance abuse programs
1. Increase community pre-booking diversion 24/7 crisis residential capacity
2. Increase post-booking diversion resources through a criminal justice based Assertive Community
Treatment Team
B. Decrease alienation and rebelliousness in youth
1. Decrease the number of petitions filed for all status offenses and non-violent offenses for youth
2. Decrease the number of run away incidents
C. Increase the number of youth that are safe from intentional injury in their homes and communities
1. Decrease the number of substantiated child abuse cases
2. Reduce the rate of domestic violence
D. Increase the independence of older adults
1. Decrease unmet needs for older adults
2. Increase number of disabled older adults receiving basic level of service
Strategic / Work / Action Plan (A plan which details the short/long-term strategies to be used or actions to be
taken to achieve the desired goals and resulting outcomes/measures): Outcome areas are linked to HSCC
sponsored and endorsed community initiatives intended to improve outcome areas.
Compiled by Susan McGraw. Page 3
Susan@SusanMcGraw.com, 734-449-9360(o); 734-330-4772(c) Revised February 27, 2008
Name: Community Collaborative of Washtenaw County (CCWC) / Washtenaw County Community Needs
Assessment
Location: Washtenaw County, MI
Who are we?
Over forty organizations representing the public and private sectors including City and County government,
education, healthcare, social services, foundations and funders, for-profit organizations, etc.
Vision: To create a community of dignity and respect where all people can live to their maximum potential.
Mission: To provide leadership, coordinate policy, leverage resources, build assets and foster partnerships
which will promote healthy growth, learning and development for everyone in our community.
Purpose: The purpose of the Community Collaborative is to provide proactive leadership to community
initiatives focused on mutually agreed upon community outcomes. Further, the Community Collaborative may
seek to create community initiatives to achieve critical outcomes in the community that require the assistance and
leadership of a member agency.
Values:
The Community Collaborative believes in and strives to uphold the following values: Inclusiveness,
Accountability, Building Trust, Consumer Involvement, Innovation, Community Education.
The Community Collaborative has adopted the following as standards for delivering services: Prevention,
Results-oriented, Best Practices/Promising Approaches, Community Driven, Culturally Sensitive, Respect and
Dignity
Overview of History:
The Community Collaborative of Washtenaw County evolved from the Washtenaw County Human Services
Collaborative Council in 2005 in order to broaden the focus to include private sector participation.
Goals: None articulated
Membership, Organizational Structure, & Funding:
Organizational Structure:
o Stewards: Leadership Advisory group to advise on community priorities and monitor progress on
outcomes; promote data-driven community priorities; identify critical indicators and recommend action to
the Executive Committee regarding the indicators; Fund the biennial Community Indicators Report.
o Executive Committee: Governance group to create real system change; have quality conversations
about the community priorities; develop and support the strategies related to the community priorities;
make difficult decisions on community priorities, as advised by the Stewards; support the Community
Indicators Report; frame the community conversations/agenda; maintain and oversee existing service
needs and support the existing safety net; develop strategies to fund outcomes; leverage resources to
support identified strategies; review and accept applications for Community Initiatives, Workgroups, or
Roundtables; handle administrative responsibilities.
o Coordinating Group: Operations group to provide coordination and communication among the
ongoing initiatives in order to promote positive outcomes in the community; provide leadership on
specific initiatives related to the community priorities and existing services; provide common problem
solving across agencies and initiatives; identify gaps and make recommendations to the Executive
Committee on service and systems issues; monitor existing services and ensure that appropriate
standards are met; take direction from the Executive Committee; handle administrative responsibilities.
Needs Assessment: The CCWC plans to use the Washtenaw County Community Needs Assessment to
support the Collaborative‘s efforts to prioritize community needs. The Washtenaw County Community Needs
Assessment Committee, comprised of eleven representatives from community institutions and facilitated by the
Washtenaw United Way, initiated a study of the county‘s socio-economic health, and published the first results in
the Fall of 2006. It was intended to be an on-going project, updated every two years, through which changes in
the county‘s well-being could be measured by a set of valid and reliable indicators. It was hoped that the report
would be used by nonprofits, foundations, local government, and community groups for planning purposes.
Compiled by Susan McGraw. Page 4
Susan@SusanMcGraw.com, 734-449-9360(o); 734-330-4772(c) Revised February 27, 2008
Community Collaborative of Washtenaw County, Page two
Indicators:
Community & Economic Development:
o Housing & Homelessness: Homelessness, housing affordability
o Work & Employment: Unemployment, job growth, living wage jobs
o Income: Poverty rates, child poverty rates, income & wealth distribution
o Transportation: Use of public transportation
o Safety & Crime: Violent crime rate, non-violent crime rate, juvenile crime, racial disparities for
juvenile arrest rate index, child abuse & neglect, domestic violence, hate crimes, elder abuse &
neglect
Education:
o Early Childhood Education & Care: Childcare affordability, number of licensed and accredited
childcare centers/homes, Head Start enrollment gap
o Children & Youth: Free & reduced priced lunches, high school completion rate, public school
attendance rates, student teacher ratio, plans after school, disconnected youth
Health:
o Healthy Kids: Infant death rate, infant low birth rate, child immunization rate, asthma, overweight
children, children insured by Public Health plans, children who have a primary health provider,
adolescent childbirth.
o Healthy Adults: Healthy behaviors, Years of Life Lost (YLL) to heart disease, YLL to breast
cancer, uninsured adults, HIV incidence rates, adults who have a primary health care provider,
diabetes rates, access to substance abuse services, access to mental health services.
Environment:
o Natural & Built Environment: Recycling and waste diversion, air quality, bike lanes and
sidewalks.
o Land Use & Recreation: Acres of protected land.
Community Connections:
o Arts & Culture: Residents taking part in arts & cultural activities, classroom arts instruction,
dollars donated to arts & cultural organizations.
o Civic Engagement: Volunteer rates, money donated, involvement in organizations, voting
Strategic / Work / Action Plan (A plan which details the short/long-term strategies to be used or actions to be
taken to achieve the desired goals and resulting outcomes/measures): To be developed.
Compiled by Susan McGraw. Page 5
Susan@SusanMcGraw.com, 734-449-9360(o); 734-330-4772(c) Revised February 27, 2008
Initiative Workplan Components
Name: Barrier Busters
Location: Washtenaw County, MI
Purpose:
The purpose of the Barrier Busters Action Group is to establish a system for the reduction of barriers and the
resolution of urgent or crisis situations between participating agencies. An urgent or crisis situation may be
defined as involving one or more of the following:
An immediate danger to the health or safety of the individual.
Repeated, recent requests for service that have gone unanswered.
A consumer's request has bounced from agency to agency with each agency indicating that the other is
responsible.
Vision/Mission/Values: No information available at this time.
Overview of History: No information available at this time.
Membership, Organizational Structure, & Funding:
Membership: Membership (continued):
211 Regional Call Center/HVA Neighborhood Senior Services
Alpha House-Interfaith Hospitality Network Ozone House
American Red Cross of Washtenaw County Peace Neighborhood Center
Catholic Social Services Pediatric Advocacy Initiative
Center for Independent Living Power, Inc.
Child Care Network/Washtenaw Regional 4C Public Health of Washtenaw County
Community Action Network SafeHouse Center
Community Support and Treatment Services (CSTS) Salvation Army
The Corner Health Center Shelter Association of Washtenaw County
Washtenaw County Department of Human Services SOS Community Services
(DHS) St. Joseph Mercy - Senior Health Services
Education Project for Homeless Youth University of Michigan Hospital - Social Work
Employment Training and Community Services (ETCS) Department
Friends In Deed Veteran Services of Washtenaw County
HIV/AIDS Resource Center (HARC) Washtenaw Community College
Housing Bureau for Seniors Washtenaw County Department of Human Services
Jewish Family Services (DHS)
Judson Center Washtenaw Health Plan
Legal Services of South Central Michigan Women's Center of Southeastern Michigan
Michigan Ability Partners
MSU Extension
Needs Assessment: No information available at this time.
Functions:
Through regular meetings, the Barrier Buster workgroup will identify barriers and gaps in services to
vulnerable populations.
Identified gaps and barriers, which are recurring and/or broad-based, will be reported by a Barrier Buster Co-
Chair to the CCWC. The CCWC will devote appropriate resources or policy changes to eliminate or mitigate
the identified gaps.
Through education and advocacy of the CCWC and local policy-makers, this group will affect systems
changes and reform to improve the quality of life for those in need in Washtenaw County.
Outcomes and Indicators: No information available at this time.
Strategic / Work / Action Plan (A plan which details the short/long-term strategies to be used or actions to be
taken to achieve the desired goals and resulting outcomes/measures): No work plan available.
Compiled by Susan McGraw and Emily Arents. Page 6
Susan@SusanMcGraw.com, 734-449-9360(o); 734-330-4772(c)
Initiative Workplan Components
Name: Blueprint for Aging
Location: Washtenaw County, MI
Who are we? Overview of History:
The Blueprint for Aging evolved from a six agency senior service coalition that in 1998, with grant funding from
the Ann Arbor Area Community Foundation, created a senior unmet needs fund for medications, in-home care,
utility bills, and other emergency needs. A larger coalition, the Blueprint for Aging Services Partnership (2003),
created a vision for meeting the needs of older residents, emphasizing long-term care systems change. More
than 40 community agencies and 70 individuals participated in this effort over two years. Their 125-page
consensus report is available online. Today the Blueprint is one of only a few projects selected as a part of the
prestigious Community Partnership for Older Adults, a national program of the Robert Wood Johnson
Foundation. The Blueprint provides a structure to:
Test new ideas and efficiencies.
Bring greater visibility to the priorities, concerns, and experiences of seniors.
Provide seniors with meaningful ways to effect decisions about community issues that impact their lives.
Facilitate collaborative decision-making with consideration to overall systems improvements.
Build a community that is prepared to meet the challenges and opportunities of Washtenaw County‘s rapidly
growing older adult population.
Vision: All segments of the older adult population & their caregivers experience a consistently high quality of life.
Mission: The Blueprint for Aging builds community with healthy, independent, and honored seniors.
Membership, Organizational Structure, & Funding:
The Blueprint for Aging is a collaborative of seniors, family members, nonprofits, businesses, and
government agencies working to improve services, care, and quality of life for older adults in the County.
In September 2007, the Blueprint for Aging Core Leadership Team met to identify strategic priorities that
guide Blueprint actions into 2009. Based on these priorities, Blueprint leadership created action workgroups,
each with goals that will further system changes to our county‘s long term care options for older adults.
Grant funded via the Robert Wood Johnson Foundation (2004).
Needs Assessment: A comprehensive process was conducted to develop the Blueprint for Aging Services
Partnership consensus report (2003).
Goals (for 18-months): Action workgroups fall under the following four Blueprint for Aging initiatives:
1. Senior Leadership: Utilizing the skills and wisdom of older adults.
a. Volunteer Systems Change Workgroup
i. A marketing campaign and on-line enrollment/referral tool will recruit and enlist new, boomer
and non-traditional volunteers in community leadership positions.
ii. Agencies serving seniors will have access to marketing materials that can be customized for
their individual outreach to the new model of volunteers.
b. Senior Centers and Community Centers Workgroup
i. Senior and community centers will determine ways in which they and the Blueprint for Aging
are able to share a role in the continuum of options and services for older adults.
2. Aging in Place: Improving options and quality of life for seniors.
a. Blueprint Pilot Projects Workgroup
Practical, sustainable action plans will be critically analyzed to deliver enhanced
transportation options, respite support and volunteer support to hard-to-reach areas of the
county as indicated by findings. (Note: Key partners have launched phase one of the action
plans that were determined feasible.)
b. Village Model Workgroup
Increased home services and support will be implemented utilizing the ―Village Model‖.
Neighborhoods of varying economic status will be observed and supported in their
grassroots efforts to develop supportive services for seniors that are accessible, affordable
and outside the public sector. Lessons learned will explore the feasibility of a model that
includes low-income seniors.
Compiled by Susan McGraw and Emily Arents. Page 7
Susan@SusanMcGraw.com, 734-449-9360(o); 734-330-4772(c)
Blueprint for Aging, Page two
Goals (for 18-months), continued:
3. Technological Innovation: Using technology to streamline systems.
a. Technology Workgroup
E-referral systems will provide a secure, private way for referrals to be received, responded
to, accepted, rejected—and a way to count services, inform the need for services, and
determine what needs remain unmet.
Seniors and care givers will have the ability to find and understand what services are
available and to access the appropriate provider (non-profit and for-profit) using an online
Senior Decision Tree.
Trained experts will be available at an hourly rate to respond to Quickbase issues for non-
profits without their own technology support.
4. Foundational Supports for System Changes: Structuring an elder-friendly community.
a. Senior Data Workgroup
Meaningful data will be identified and collected in the community in conjunction with
Washtenaw County Health Improvement Plan, Washtenaw United Way, Collaborative
Council of Washtenaw County, and in response to identified needs and projects
Service agencies (for-profit and not-for-profit) and government departments have identified
and begun collection of a consistent core set of data to support understanding of community
conditions of significance for seniors.
b. Funding Development Workgroup
Community of funders and senior service agencies will have an agreed upon process that
supports a collaborative and coordinated funding approach to local as well as non-local
resources.
Significant outreach has taken place to secure non-local dollars for seniors.
Outcomes and Indicators:
Key Strategic Outcomes:
Seniors receive more comprehensive formal and informal care.
Community recognizes the broad continuum of long-term care.
Community recognizes its investment in issues of aging.
Providers improve services; seniors consistently rate services positively.
Elected officials, policy makers, and providers are well-informed about the needs and preferences of older
persons and make decisions with consideration to them.
Seniors and their families have more timely, accessible, and accurate information and services due to
coordinated technological information and referral systems.
Community Impact:
A collaborative voice for aging.
An effective structure to deal with ongoing aging issues.
Community accountability for service provision with senior decision-making bodies.
Enhanced visibility of aging issues and their effects on everyone in the community.
A model for sustainability and best practice demonstration projects.
Increased quality and quantity of formal and informal care available to older adults.
Blueprint leadership for successful decision-making bodies, workgroups, and collaborative relationships
(Core Leadership Team, Third Age Civic Council, The Blueprint‘s Senior Implementation Council, Topical
Workgroups, Community at Large)
Strategic / Work / Action Plan (A plan which details the short/long-term strategies to be used or actions to be
taken to achieve the desired goals and resulting outcomes/measures): The Blueprint is a comprehensive short
and long-term strategic plan with goals, strategies, and outcomes delineated.
Compiled by Susan McGraw and Emily Arents. Page 8
Susan@SusanMcGraw.com, 734-449-9360(o); 734-330-4772(c)
Initiative Workplan Components
Name: Blueprint to End Homelessness (implemented by the Washtenaw Housing Alliance)
Location: Washtenaw County, MI
Vision: End Homelessness in Washtenaw County by 2014.
Overview of History:
On September 21, 2004, Washtenaw County launched ―A Home for Everyone: A Blueprint to End Homelessness‖
along with an Implementation Guide for the first three years of the plan. In this guide, the community lists strategy
areas, workgroup conveners, community champions, and a charter outlining the work group‘s priorities.
Membership, Organizational Structure, & Funding:
The Washtenaw Housing Alliance (WHA) oversees the implementation of the Blueprint, supporting the efforts
of a number of workgroups which focus on the specific action areas. Founded in 2000, the WHA is a unique
coalition of twenty-six community based organizations that serve those experiencing homelessness or those
at risk of homelessness.
Each workgroup is convened by a local expert and championed by an enthusiastic community leader.
Originally, seventeen strategy workgroups were formed to address priority areas of work and planning. In
2006, the seventeen WHA workgroups were consolidated from separate entities to seven coordinated and
focused groups.
Seven Workgroups:
o Coordinated Response/Eviction Prevention
o Permanent Supported Housing
o Substance Abuse and Co-occurring Disorders Treatment
o Employment and Training
o Standards
o Data Collection and Evaluation
o Integrated Funding and Planning
Goals: Four goals drive the community's commitment to ending homelessness:
Prevention: Prevent homelessness through easy, early access to needed resources and services.
Strategies:
Establish a centralized response system to those at risk of losing housing.
Centralize and increase dollars for prevention.
Increase accessibility to legal services support.
Develop a mortgage foreclosure prevention program.
Increase supportive services in existing public housing and nonprofit managed housing.
Housing with Services: Ensure permanent affordable hosing along with reliable funding for services that
are central to ending homelessness.
Strategies:
Secure at least 500 units of permanently affordable supportive housing for chronically
homeless persons in our community by increasing the number of permanently affordable
apartments developed and managed by nonprofit agencies and/or securing the use of
existing, privately owned apartments combined with supportive housing services.
Ensure a match in sustainable service dollars and adequate funds dedicated to keep
properties maintained in a manner that develops tenant and neighborhood pride.
Increase the number of affordable supportive housing units for young adults.
Increase the availability of emergency shelter for families.
Increase services to people who suffer from addictions by increasing numbers of ‗detox‘
beds, access to follow-up treatment services, and transitional housing units. Secure access
to the full range of treatment services for people with co-occurring disorders.
Compiled by Susan McGraw and Emily Arents. Page 9
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Blueprint to End Homelessness, Page two
Reform the System of Care: Provide a system of care that delivers compassionate, effective and efficient
support for people who are homeless or precariously housed.
Strategies:
Develop common administrative and service standards and outcome measures across
agencies.
Develop an integrated funding process across all sectors based on community-supported
priorities.
Develop and maintain an integrated, countywide Homeless Management Information System
to help the community assess needs, coordinate care, and evaluate effectiveness of
programs, in real-time.
Engage the Community: An engaged community where people – in their homes, their schools, their places
of work and places of worship – understand the moral and practical sense to strategies that will end
homelessness in Washtenaw County.
Strategies:
Advocate vigorously on issues related to homelessness at local, state, and federal levels.
Communicate the measurable effectiveness of our strategies to end homelessness to the
entire community.
Align community education ―campaigns‖ within a strategic framework.
Needs Assessment: The HMIS system collects comprehensive data from service providers throughout the
County to assess and evaluate service delivery to individuals experiencing homelessness.
Indicators:
Prevent Homelessness:
o Reduce the number of evictions filed.
o Increase amount of services and permanent supportive housing for youth aging out of foster care.
o Reduce the number of people entering shelter who report recent release from prison or hospitals.
o Increase the number of units receiving supportive services.
Reduce Homelessness:
o Reduce the number of homeless on any given day.
o Increase the number of permanent supportive housing units.
o Increase the number of units made affordable.
o Increase number of clients moved form shelter to housing within three months.
Reduce Mainstream Costs:
o Reduce the number of arrests of chronically homeless individuals for vagrancy or public intoxication.
o Reduce the number of hospitalizations of chronically homeless persons.
Reform the System:
o Increase the number of provider organizations participating in community evaluations.
o Develop customer input on service standards and increase performance against these measures.
o Reduce the number of RFP formats/versions.
Strategic / Work / Action Plan (A plan which details the short/long-term strategies to be used or actions to be
taken to achieve the desired goals and resulting outcomes/measures): The Blueprint is a comprehensive
strategic plan with short and long-term goals, strategies, and measures.
Compiled by Susan McGraw and Emily Arents. Page 10
Susan@SusanMcGraw.com, 734-449-9360(o); 734-330-4772(c)
Initiative Workplan Components
Name: Child Protection Initiative
Location: Washtenaw County, MI
Who are we? This Workgroup was formally endorsed by the Community Collaborative, which sponsored a
Community Roundtable attending by 150 community leaders.
Vision:
Mission: The group seeks to reform the systems that deal with at risk children in the community.
Overview of History: Roundtable held in Summer 2007.
Membership, Organizational Structure, & Funding: No information available at this time.
Goals: DRAFT (2008/09 Workplan Components)
Web Portal Subcommittee: Implement Survey Process with Mandated Reporters
o Send out survey feedback requests via letter labels
o Analyze results and share internally with DHS staff
o Report CCWC Workgroup re: progress
o Share results via mandated reporter forums with stakeholders
o Revise survey or process as needed
o Ongoing implementation of process with results sharing 2-3x a year
Multi-Disciplinary Case Consultation Team: Implement Multi-Disciplinary Case Consultation Process
o Develop an MOU for use with the Team
o Create 2008 schedule for team meetings (Internal DHS Administrative Review Team and Multi-
Disciplinary CCT)
o Orient new Community member to replace Sue Smith
o Confirm process for bringing cases forward
o Hold ongoing team meetings
o Report CCWC Workgroup re: progress
o Review and adapt process as needed (coordinate review with ART)
o Create 2009 schedule for team meetings
Quarterly Mandated Reporter Forum Subcommittee: Plan & Hold Quarterly Mandated Reporter Forums
o Develop & communicate 2008 meeting (quarterly or 3x year)
o Plan content for 2008 meetings
o Secure needed resources, speakers, etc. for meetings
o Collect feedback from meeting participants
o Hold review session to evaluate effectiveness and plan for 2009
o Plan calendar and content for 2009 meetings
CCWC Child Protection Workgroup (aka Steering Committee): Continue Process Oversight and
Steering Committee Planning Work
o Review progress to date, Confirm work plan for ‘08 and ‘09 for all CPS Steering Committee initiatives
o Continue Steering Committee meetings to lead work and provide direction
o Present to CCWC on Steering Committee initiatives to begin true oversight and build understanding and
ownership
o Create agenda for CCWC meetings – arrange presentations/updates from CPS Work Groups
o Follow-up on prevention worker collaboration between County and DHS
o Continue ongoing CCWC oversight
o Evaluate 2008 progress and plan for 2009
Needs Assessment: No information available at this time.
Outcomes and Indicators: No information available at this time.
Strategic / Work / Action Plan (A plan which details the short/long-term strategies to be used or actions to be
taken to achieve the desired goals and resulting outcomes/measures): Workplan for 2008/09 drafted.
Compiled by Susan McGraw. Page 11
Susan@SusanMcGraw.com, 734-449-9360(o); 734-330-4772(c) Revised February 28, 2008
Initiative Workplan Components
Name: Coalition for Infant Mortality Reduction
Location: Washtenaw County, MI
Who are we?
The Washtenaw County Coalition for Infant Mortality Reduction (CIMR) is one of eleven health departments in
Michigan granted funding from the Michigan Department of Community Health to work to reduce infant mortality,
paying particular attention to racial disparities.
Vision/Mission/Purpose/Values: No information available at this time.
Overview of History: No information available at this time.
Membership, Organizational Structure, & Funding:
Membership: Members of the Washtenaw County CIMR include health care providers from local birthing
hospitals, faculty and staff from education institutions (including university as well as local school districts),
visiting nurses, and community organizations interested in health disparities, leaders in faith-based organizations,
public health officials and maternal and infant health services delivery professionals.
Needs Assessment: No information available at this time.
Primary Goal: To reduce the African-American infant mortality and low birth weight rates in Washtenaw County.
(Special Focus: Geographic area bounded by the 48108, 48197, 48198 zip codes. Special Interest: Pre-
conceptual and inter-conceptual health.)
Project Plan 2006:
1. Policies, Access, and Service:
A. Improve coordination between systems serving pregnant and parenting moms.
i. Develop and implement a model of MIHP/WIC collaboration.
ii. Expand a local model of MIHP/WIC collaboration to other WIC and MIHP sites.
B. Improve coordination between systems serving women of childbearing age, for family planning
and inter-conceptual health.
i. Promote a standard of inter-conceptual care that addresses transitions between
Medicaid, MOMS, WHP, and access to family planning services.
ii. Update both WCPHD/WHP web site information regarding family planning and inter-
conceptual care.
C. Improve access to Health Services for target populations.
i. Explore the establishment of WIC outreach satellite in the 48198/Willow Run School
District area.
ii. Assess the adequacy of Health Services in the 48198/Willow Run School District area,
and identify ways to increase services as needed.
2. Provider, Parent, and Community Education:
A. Educate providers on the fact that infant mortality and low birth weight rates for African-
Americans are a problem in Washtenaw County.
i. Do periodic presentations to provider groups as requested; continue to invite providers to
join CIMR.
B. Safe Sleep Initiative: Educate providers on up-to-date Safe Sleep guidelines.
i. Provide training to professionals regarding up-to-date Safe Sleep guidelines (include
doctors, nurses, childbirth educators, etc.).
C. Develop a Safe Sleep awareness/education campaign targeted at parents and caregivers,
including those who speak languages other than English.
i. Initiative a Safe Sleep Coalition.
ii. Provide at least one training to day care providers regarding Safe Sleep best practices.
D. Smoking Cessation Support: Promote access to smoking cessation support for pregnant
women.
i. Distribute Michigan ―Quit Kits‘ via WIC, Planned Parenthood, and community sites like
beauty salons.
ii. Promote 1-800-480-QUIT among agencies.
iii. Offer pregnancy-specific ―Celebrate the Effort‖ trainings that encourage women to
prepare for quitting and to quit smoking.
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Coalition for Infant Mortality Reduction, Page two
Project Plan 2006 (continued):
E. Breastfeeding Support: Improve breastfeeding initiation and continuation rates among the
African-American population.
i. Develop a plan for better post-partum breastfeeding follow-up to increase the duration of
breastfeeding.
ii. Develop support and competency around breast-feeding through monthly breastfeeding
classes for WIC clients.
3. Evaluation and Data Collection:
A. FIMR Review:
i. Complete a minimum of 20 Fetal Infant Mortality Review cases.
B. Ongoing Community Assessment and Annual Report:
i. Complete an annual report on the state of infant mortality in the County.
C. Collection and Evaluation of local program data (i.e., Centering, Sister2Sister, DoulasCare):
i. Assist and collaborate with agencies to collect data regarding pregnancy/birth outcomes.
Develop a short list of ―universal‖ outcomes that all programs should track.
4. Washtenaw County Coalition for Infant Mortality Reduction Coalition Activities:
A. Maintain communication and utilize the coalition to support work plan activities.
i. Maintain email and address lists for coalition members.
ii. Send coalition updates quarterly.
iii. Meet as a large group at least twice-yearly.
iv. Attend state-wide network meetings and fulfill state grant requirements.
Project Plan 2007:
1. Policies, Access, and Service:
A. Improve coordination between systems serving pregnant and parenting moms.
i. Expand a local model of MIHP/WIC collaboration to other WIC and MIHP sites.
B. Improve coordination between systems serving women of childbearing age, for family planning
and inter-conceptual health.
i. Track inter-conceptual care for target population focusing on Medicaid, MOMS, WHP,
and family planning services.
C. Improve access to Health Services:
i. Evaluate WIC satellite clinic in the 48198/Willow Run School District area.
ii. Develop a plan to add health, or other related, services to the 48198/Willow Run School
District area.
2. Provider Education:
A. Educate providers regarding best practices for Domestic Violence, Depression, Substance
Abuse, Dental Care for childbearing women.
i. Identify and implement a method of provider outreach including the dental community
(dentists and hygienists).
B. Share best practices regarding cultural sensitivity with providers.
i. Develop and promote a tool which can be distributed to providers regarding cultural
sensitivity for the childbearing woman.
ii. Use this knowledge to design and implement a local program.
3. Parent/Community Education:
A. Smoking Cessation Support:
i. Continuation of year 1 activities.
B. Breastfeeding Support: Work to improve initiation and continuation rates among the African-
American population.
i. Continuation of year 1 activities.
C. Involve the faith-communities in safe sleep education.
i. Develop and implement a Safe Sleep campaign targeted at involving the faith
communities.
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Coalition for Infant Mortality Reduction, Page three
Project Plan 2007 (continued):
4. Evaluation and Data Collection:
A. FIMR Review:
i. Complete a minimum review of 20 cases in 2007.
B. Ongoing Community Assessment and Annual Report:
i. Produce and distribute an annual report on the state of infant mortality in the County.
C. Collection and evaluation of local program data (i.e., Centering, Sister2Sister, DoulasCare):
i. Assist and collaborate with agencies to collect data on birth outcomes.
5. Washtenaw County Coalition for Infant Mortality Reduction Coalition Activities:
A. Maintain communication and utilize the coalition to support work plan activities.
i. Maintain email and address lists for coalition members.
ii. Send coalition updates at least quarterly.
iii. Meet as a large group at least twice-yearly.
iv. Fulfill state grant reporting requirements.
Indicators: No information available at this time.
Strategic / Work / Action Plan (A plan which details the short/long-term strategies to be used or actions to be
taken to achieve the desired goals and resulting outcomes/measures): 2006/07 Work Plan developed. No
information available at this time on any updates to the Plan.
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Initiative Workplan Components
Name: Food Initiative
Location:
Who are we?
Vision:
Mission:
Values:
Overview of History:
Membership:
Strategic / Business / Work Plan (Does the group have a plan which details the short/long-term strategies to be
used or actions to be taken to achieve the desired goals and resulting outcomes/measures?):
Needs Assessment (Does the group conduct a needs assessment to collect data on the unmet needs of the
individuals they serve?):
Goals and Strategies:
Outcomes / Indicators / Measures:
Compiled by Susan McGraw. Page 15
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Initiative Workplan Components
Name: Foreclosure Prevention Initiative
Location:
Who are we?
Vision:
Mission:
Values:
Overview of History:
Membership:
Strategic / Business / Work Plan (Does the group have a plan which details the short/long-term strategies to be
used or actions to be taken to achieve the desired goals and resulting outcomes/measures?):
Needs Assessment (Does the group conduct a needs assessment to collect data on the unmet needs of the
individuals they serve?):
Goals and Strategies:
Outcomes / Indicators / Measures:
Compiled by Susan McGraw. Page 16
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Initiative Workplan Components
Name: Health Improvement Plan
Location: Washtenaw County, MI
Who are we? Community, Data, Strategies:
Beginning in 1995, the Washtenaw County Public Health Department has led a countywide partnership called the
Health Improvement Plan (HIP). Our purpose is to improve health in Washtenaw County by facilitating
partnerships, providing information, and developing strategies. The partnership has included health systems,
community agencies, coalitions, government, universities, and county residents. HIP staff supports its community
partners by:
Monitoring health-related data and prioritizing critical health issues
Sharing health improvement strategies proven to succeed
Encouraging organizational collaboration
Identifying available resources
Partners are encouraged to apply HIP information by developing health improvement strategies consistent with
their organization's mission.
Vision: Health Improvement Plan partners envision a county where organizations and individuals work
collaboratively to establish healthy environments and encourage healthy lifestyles for everyone.
Overview of History:
The Washtenaw County Health Improvement Plan (HIP) is a community health assessment and planning effort
aimed at improving the health of county residents. The project began in 1994 with the formation of the
Community Health Committee (CHC), a collaborative body comprised of representatives from the Health
Department, local health systems, numerous community agencies, coalitions, local businesses and lay citizens,
all working together to improve health. In 2000, HIP completed the first cycle of a three part health improvement
process. The process included a county-wide health assessment (including a review of morbidity and mortality
statistics, a thousand household telephone survey regarding health risks and health behaviors, and qualitative
data regarding community perspectives of health issues facing the county); a planning phase to establish health
priorities and goals; and implementation of health improvement strategies to address priority health issues. The
year 2001 marked the beginning of a second cycle of the entire process. In that year, a full report was prepared
on our progress toward HIP Objectives, Moving in a Healthy Direction.
Membership, Organizational Structure, & Funding:
o Partners: The partnership has included health systems, community agencies, coalitions, government,
universities, and county residents.
o Organizational Structure: The CHC is the umbrella group that oversees the project. The group hosts bi-
monthly meetings which feature guest speakers on health issues pertaining to HIP goals, reports on health
improvement projects, and time for discussion and networking. There are also two subcommittees
responsible for much of the ongoing work to maintain the HIP project. These are the Implementation Team
and the Coordinating Committee. The Implementation Team focuses on data gathering and analysis, and
supporting community involvement in HIP, and maintains contact with numerous community-based coalitions
that work toward HIP goals. The Coordinating Committee sets the agenda for CHC meetings and considers
―bigger picture‖ issues that may affect HIP.
o Funding: The 2005 HIP survey was made possible by a collaborative community effort. The following
organizations funded the survey:
Washtenaw County Public Health
University of Michigan Health System
Saint Joseph Mercy Health System
Chelsea Community Hospital
Pfizer
Washtenaw United Way
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Health Improvement Plan, Page two
Goals: HIP 2020 Objectives
Washtenaw County health improvement objectives for 2020 were established in 2007. These targets focus
community partner efforts and provide an avenue for measuring progress.
Healthy Kids:
o Chronic Disease
o Increase the proportion of children 6-17 years who attain at least 60 minutes of physical activity five days
per week from 72% to 80%.
o Increase consumption of five or more servings of fruits and vegetables per day from 13% to 28% in
children 6-17 years.
o Decrease the rate of overweight children 6-17 years from 12% to 8%.
o Decrease the prevalence of asthma in children 2-17 years from 19% to 10%.
o Infectious Disease
o Decrease the Chlamydia infection rate in Ypsilanti teenagers 15-19 years from 3,345 per 100,000 to 1,201
per 100,000.
o Increase the proportion of females who have received the Human Papillomavirus (HPV) vaccine by age 16
from 0% to 75%.
o Increase the annual influenza vaccination rate in children 6-59 months from 65% to 90%.
o Increase the proportion of children 19-35 months who are fully immunized from 73% to 90%.
o Substance Abuse
o Reduce the proportion of high school students who are current smokers from 17% to 10%.
o Reduce the proportion of middle school students who had at least one drink of alcohol during the past
month from 14% to 7%.
o Reduce the proportion of middle school students who have ever used marijuana from 23% to 10%.
o Mental Health
o Increase from 76% to 85% the proportion of middle school students with a ―C‖ average or lower who have
at least one supportive adult in their lives.
o Reduce the proportion of middle school students who have ever had suicidal thoughts from 23% to 10%.
o Reduce suicide attempt rates in middle school students who have ever used marijuana from 22% to 9%.
o Injury
o Reduce the substantiated child abuse rate for children under 18 years from 366 per 100,000 to 275 per
100,000.
o Reduce the sexual assault rate in females 19 years or younger from 242 per 100,000 to 121 per 100,000.
o Perinatal Health
o Increase the proportion of low-income females 18-49 years who initiate breastfeeding from 47% to 75%.
o Decrease the mortality rate in Black infants from 16 per 1,000 live births to 5 per 1,000 live births.
o Decrease low birth weight rates in Black infants from 11% to 3% of live births.
o Develop surveillance for:
o Asthma emergency department visits
o Anxiety and disruptive disorders
Healthy Adults:
o Chronic Disease
o Increase the proportion of adults who consume five or more servings of fruits and vegetables per day from
25% to 33%.
o Decrease the proportion of adults who are current smokers from 16% to 5%.
o Increase the proportion of adults who attain at least 30 minutes of moderate activity five days per week OR
20 minutes of vigorous activity three days per week from 49% to 62%.
o Increase the proportion of adults with a disability who participate in at least 10 minutes of moderate or
vigorous physical activity each week from 70% to 88%.
o Decrease the proportion of adults who are overweight from 50% to 40%.
o Reduce the annual rate of hospitalizations due to asthma in African American females from 35.2 to 10.8
per 10,000.
o Decrease the prevalence of diabetes in African American adults from 22% to 9%.
o Infectious Disease
o Decrease the incidence of Human Immunodeficiency Virus (HIV) infection in persons 13 years and older
from 10 per 100,000 to 1 per 100,000.
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Health Improvement Plan, Page three
HIP 2020 Objectives for Healthy Adults (continued):
o Substance Abuse
o Decrease the proportion of adults 18-29 years who binge drink from 23% to 14%.
o Reduce illicit drug use in adults 18-29 years from 15% to 7%.
o Mental Health
o Increase the proportion of Asian American adults who have sufficient social support from 73% to 91%.
o Decrease the proportion of Black adults with 15 or more poor mental health days per month from 16% to
7%.
o Injury
o Reduce the proportion of adults who have ever been threatened with intimate partner violence from 9% to
5%.
o Decrease the annual domestic violence victim rate for adults from 437 per 100,000 to 328 per 100,000.
o Reduce the annual arrest rate for adults related to driving under the influence of drugs or alcohol from 362
per 100,000 to 272 per 100,000.
o Reduce the percent of self-reported drinking and driving among adults 18-34 years from 12% to 5%.
o Access to Care
o Increase rates of low-income residents with health insurance from 84% to 100%.
o Increase rates of adults with dental insurance from 76% to 87%.
o Preconceptual Health
o Decrease the proportion of Ypsilanti females 18-49 years who are current smokers from 37% to 12%.
o Decrease the proportion of Black females 18-49 years who are overweight from 62% to 40%.
o Decrease the proportion of females 18-49 years who have ten or more poor mental health days per month
from 14% to 7%.
o Develop surveillance for:
o Depression screening
o Planned pregnancies
o Dual diagnosis (substance abuse and mental illness)
Healthy Older Adults:
o Chronic Disease
o Decrease the proportion of adults 50 years and older who have diabetes from 18% to 12%.
o Increase the proportion of adults 65 years and older who attain at least 30 minutes of moderate activity
three days per week from 45% to 60%.
o Increase the proportion of women 50-64 years who get an annual mammogram from 73% to 90%.
o Infectious Disease
o Increase the annual influenza vaccination rate in adults 65 years and older from 76% to 90%.
o Increase the proportion of adults 65 years and older who have received at least one pneumococcal
vaccination from 58% to 90%.
o Injury
o Reduce the annual rate of hospitalizations due to falls for persons 65 years and older from 162 per 10,000
to 130 per 10,000.
o Develop surveillance for:
o Access to affordable prescriptions
o Access to services enabling aging in place
o Access to transportation to health care services
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Health Improvement Plan, Page four
Healthy Communities:
o Environment and Policy
o Increase the proportion of vendors who comply with laws restricting tobacco sales to minors from 62% to
80%.
o Advocate for a statewide law requiring all public spaces be smoke-free.
o Increase the proportion of residents with pedestrian sidewalks, paths, or trails in or near their
neighborhood from 78% to 86%.
o Increase the proportion of residents using alternative modes of transportation (not driving alone) on their
journey to and from work from 24% to 37%.
o Meet the annual Environmental Protection Agency (EPA) air quality attainment standards for ozone,
particulate matter 2.5, and carbon monoxide.
o Increase food security in residents with fair or poor health from 74% to 95%.
o Develop surveillance for:
o Bikeable communities
o Access to healthy food
o Youth access to alcohol
Needs Assessment: Every 5 years the Washtenaw County Health Improvement Plan (HIP) survey
is conducted in the community. From February 2005 to January 2006, over 2,000 adults in Washtenaw County
were interviewed by phone about their health status and health behavior. In addition, over 700 of the adults
reported on the health status of one child in the household. Most of the questions in the 2005 HIP survey were
based on the Behavioral Risk Factor Survey (BRFS), so local data can be directly compared to state and national
data. The data are also available by region of the County and can be viewed on a map.
Compiled by Susan McGraw. Page 20
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Health Improvement Plan Outcomes and Indicators:
Healthy Adults Demographics
Health status o Gender
o General health status o Age
o Days in month physical health not good o Race
o Days in month mental health not good o Marital status
o Days in month poor mental or physical health o Education
limited daily activities o Employment status
o Days of insufficient sleep in past month o Household income
o Being seen for emotional/mental problems o Military service
Access to care o Active duty in military
o Have health insurance Disability
o Length without medical insurance o Limited by physical/mental/emotional problems
o Personal health provider o Health problems that require special equipment
o Couldn't afford medical care Arthritis
o Last time had physical o Symptoms of joint pain in past 30 days
Diabetes o Joint symptoms began over 3 months ago
o Had blood glucose test in the past year (non- o Seen doctor about joint symptoms
diabetics) o Ever told had arthritis
o Told had diabetes o Limited due to arthritis
o Age at diabetes diagnosis Fruit/vegetable consumption
o Taking insulin o Adults who have consumed fruits and vegetables
o Taking diabetes pills five or more times per day
o Frequency of self-glucose check o Fruit and vegetable servings per day
High blood pressure Physical Activity
o Ever told had high blood pressure o Does not engage in any physical activity for
o Currently taking medicine for hypertension exercise
o Cholesterol o Physical exertion at work
o Ever had cholesterol checked o Moderate Physical Activity for 30+ min per day
o Last time had cholesterol checked for 5+ Days per Week OR Vigorous Physical
o Risk Factor: Respondents that have had their Activity for 20+ Min per Day for 3+ Days per
blood cholesterol checked/were told it was high Week
Cardiovascular health o Moderate Physical Activity 30+ Min per Day for
o Ever told had a heart attack 5+ Days per Week'
o Told had angina/coronary heart disease o Vigorous Physical Activity 20+ Min per Day for
o Ever told had stroke 3+ Days per Week
Adult asthma o Adult screen time
o Ever told had asthma HIV/Sexual Health
o Adult current asthma status o Ever tested for HIV (Ages 18 - 64 yrs)
Flu/pneumonia vaccine o Done any HIV risk behaviors in last 12 months
o Flu shot in past 12 months (Ages 18 - 64 yrs)
o Ever had pneumococcal vaccine o Number of sex partners in past year
Smoking o Health provider talked of preventing STD with
o Current smoking status condoms
o Average cigarettes per day Emotional Support and Life Satisfaction
o Stopped smoking in past 12 months o Get social/emotional support you need
o Health professional asked you to stop smoking o Satisfaction with life
Alcohol Social Service Needs
o Drank alcohol in past month o Family needed adult day care/home services in
o Heavy drinker past year
o 5 or more drinks on one occasion in past o Needed money for housing/utilities during last
month year
o Drove after having too much to drink at least o Concerned about enough food for family in past
once in month 30 days
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Health Improvement Plan
Outcomes and Indicators (continued):
Dental Care Healthy Children
o Time last visited dentist Child Demographics
o Have dental insurance coverage o Child age
Firearms o Gender of child
o Firearms kept in/around home o Child race
o Adults living in home with loaded & unlocked Childhood Asthma Prevalence
firearm o Child ever told had asthma
Women's Health o Child's current asthma status
o How long since last mammogram o Number of Child Asthma Attacks in Last Year
o Take any vitamins/supplements (women ages Child Weight and Nutrition
18 - 44 yrs) o BMI Weight Categories for Children (2 years or
o Take vitamins/supplements that contain folic older)
acid (women 18 - 44 yrs) o Parent's description of child's weight (age 1 yr or
o Pregnancy status (women 18-44 yrs) older)
Substance Use o Child Fruit and Vegetables per day
o Substance abuse o Child: Servings of Soda per day
Walking and Biking o Duration of child breastfeeding
o Ever used a pedometer Child Physical Activity
o Walking areas available in neighborhood o Child: Active Play per Day (0 - 5yr olds)
o Easy to reach walking destinations in o Child: Days/wk of 60 min of exercise (6 - 17 yrs)
neighborhood o Child Walk-Bike to School per week (age 6 years
o Feel safe walking in neighborhood or older)
o Number of short trips walked in past week o Child Screen Time per day (age 1 year or older)
o Own a bicycle
o Ride bicycle as means of transportation
o Ridden bike as transportation in past week
Food Consumption and Weight
o Weight status based on BMI
o Weight status risk
o Self-description of weight
o Health professional given advice about weight
o Frequency of eating out per week
o Frequency of eating fast food
Intimate Partner Violence
o Intimate partner ever threatened violence
o Experienced physical violence or unwanted
sex in past year
Strategic / Work / Action Plan (A plan which details the short/long-term strategies to be used or actions to be
taken to achieve the desired goals and resulting outcomes/measures): Data intended to be used by local
agencies to direct their strategic planning efforts.
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Initiative Workplan Components
Name: Michigan Prisoner Reentry Initiative (MPRI)
Location: Washtenaw County, MI
Who are we? The MPRI is a statewide strategic approach to reduce crime and create safer neighborhoods and
better citizens through the delivery of a seamless plan of services, programming, support, and supervision for
prisoners – from the time of their entry into prison through their transition, reintegration, and aftercare in the
community. The primary goal of MPRI is to increase public safety and reduce crime. Investing in prevention,
the MPRI takes a proactive stance to preparing both the prisoner and the community before re-entry occurs.
Although no approach will completely eradicate crime, the MPRI reduces crime and the rate of those returning
to prison.
Vision: Every inmate released from prison will have the tools needed to succeed in the community.
Mission: Reduce crime by implementing a seamless plan of services and supervision developed with each
offender – delivered through state and local collaboration – from the time of their entry to prison through their
transition, reintegration, and aftercare in the community.
Purpose: The MPRI approaches public safety from a community perspective by creating awareness,
educating the public, engaging in problem solving, and establishing appropriate entry points for participation.
Membership, Organizational Structure, & Funding:
o State departments are now working together to coordinate services and integrate support systems to bridge
the returning prisoner, service providers, and the community. It is the first system created to synthesize the
work of key state agencies involved in a prisoner‘s release and re-entry:
o Department of Corrections (public safety)
o Department of Community Health (health care and alcohol and substance abuse treatment)
o Department of Education (adult education)
o Department of Human Services (child and family support)
o Department of Labor and Economic Growth (employment, housing, and vocational training)
o Maximum of 25 local team members: Washtenaw Housing Alliance, Michigan Works!, Michigan
Rehabilitation Services, Washtenaw County Health Organization, Access, CSTS, Department of Health
and Human Services, POWER, Inc., Washtenaw Community College, Alternatives to Domestic Aggression,
SafeHouse, American Friends Service Committee, Prosecutor‘s Office, Ypsilanti Police Department,
Prisoner Creative Arts Project, AFSC, Public Defender‘s Office, FOA, ADW
o Organizational Structure: MPRI Steering Team, Advisory Council, Facility Coordination Team, FOA
Coordination Team, Administrative Agency
The Washtenaw Comprehensive Plan includes:
o Comprehensive Case Management services for every MPRI Participant
o Community engagement immediately upon release through our ―First Day Out‖ program
o Pro-social activities for 70% of a participant‘s time over the first 90 days
o Replacement of a criminal/using community with a FB/12 Step community
o Referrals to existing resources
o Emergency and permanent housing referrals for homeless returning prisoners
o Employment services, Coaching and placements
o Family reunification & education
o Identification & transportation assistance
o Substance abuse & mental health services
o Local law enforcement contact
Needs Assessment: The 2008 Comprehensive Plan includes an identification of community unmet needs,
barriers, and service gaps for each service area.
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Michigan Prisoner Reentry Initiative, Page two
Goals for each Service Area (quantifiable goals and strategies for overcoming barriers, filling gaps, and
leveraging resources for each Service Area are included in the Comprehensive Plan):
o Housing: Safe, Affordable Housing Services: Every returning prisoner will have access to permanent,
safe, and affordable housing, or services designed to help the individual achieve permanent housing (e.g.,
emergency shelter, transitional housing).
o Employment: Workforce Development Services: Every returning prisoner will have access to stable
employment or services designed to help secure stable employment (e.g., transitional employment, job
seeking assistance).
o Transportation Services: Every returning prisoner will have access to an affordable means of
transportation to enhance access to employment, health care, and other necessary social services.
o Substance Abuse Treatment: Every returning prisoner with a need for substance abuse treatment will
have access to evidence-based substance abuse treatment.
o Mental Health Treatment: Every returning prisoner with a need for mental health treatment will have
access to evidence-based mental health treatment.
o Health Care: Every returning prisoner will have access to health care, including preventive and urgent
physical health care, dental care, and prescription medication.
o Family Support: Every returning prisoner will have access to evidence-based family support services,
including family reunification, mentoring, and emergency services.
o Life Skills Programs: Every returning prisoner will have access to evidence-based life skills programs
(e.g., financial management, cognitive skills, anger management), when needed.
o Adult Education: Every returning prisoner will have access to education to support stable employment.
o Domestic Violence: Every returning prisoner will have access to domestic violence services, when
needed.
o Faith-based Organization Support: Every returning prisoner will have access to the support of faith-
based organizations.
o Victims Services: All members of the community who are victims of crime will have access to victim
services.
o Entitlements: Every returning prisoner who is eligible to receive entitlements will have the supporting
documentation and specific entitlement applications will be filed prior to release when possible.
o Law Enforcement: Each community will establish a collaborative relationship with law enforcement.
o Sex Offenders: Every returning prisoner convicted of a sexual offense will have access to evidence-based
sex offender services.
o Collaborative Offender Accountability, Transition, and Supervision and In-Reach Solutions:
st
Maximize the success of med/high risk parolees by occupying 70% of their time for the 1 90 days - with
immediate engagement to begin during In-Reach.
Indicators: Expected outcomes, expected number or prisoners served, and eligibility /access criteria are
included within each service area.
Strategic / Work / Action Plan (A plan which details the short/long-term strategies to be used or actions to be
taken to achieve the desired goals and resulting outcomes/measures): Comprehensive Prisoner ReEntry Plan
for 2008 provides detailed goals, strategies, metrics for 17 service areas.
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Initiative Workplan Components
Name: Success by Six
Location: Washtenaw County, MI
Who are we? In 2004, individuals in the county came together to form the Washtenaw Project Great Start
Leadership Commission, committed to addressing the challenges of providing supportive and positive early
childhood development to all children in Washtenaw County.
Mission: To ensure that all children in Washtenaw County enter school ready to succeed.
Membership, Organizational Structure, & Funding:
Members: Approximately 50 community agencies, businesses and organizations, 250 individual volunteers,
and four partnering sponsors (Washtenaw County, Washtenaw United Way, Ann Arbor Area Community
Foundation, Washtenaw Intermediate School District).
Structure: Volunteer Task Groups now meet to address each of the 6 Leadership Recommendations (listed
below) and will develop and implement action plans to fulfill the recommendations.
Funders: Washtenaw County, Washtenaw Intermediate School District, Washtenaw United Way, Ann Arbor
Area Community Foundation, Ann Arbor Rotary, ten individual school districts, Pfizer and other sources.
Target Population: Families and children from pregnancy to age 6 (entering kindergarten), universal
programs with specific population focuses in some areas, especially low literacy, non-English speaking,
young first time parents, and low-income.
Leadership Recommendations:
Strategies: 1. To raise the awareness of parents, caregivers and all citizens about the importance of
positive early childhood development to later success in school and in life, by conducting a
Raise Public public education campaign with ongoing, long-term focus on promoting supportive and
Awareness safe parenting and quality child care/early education.
2. To ensure that young children (age 5 and under) receive preventative and ongoing health
care, by launching a county-wide campaign to increase and maintain enrollment of eligible
children in publicly-funded children‘s health insurance programs as early as possible in
their lives.
Improve Access 3. To improve the quality of child care and early education in Washtenaw County, by making
to Effective training and skill building in best-practices increasingly available and accessible to child
Services care and early education workers.
4. To help parents and caregivers gain the knowledge and skills for supportive and safe
parenting, by increasing the quantity and coordination of home visiting services and other
parenting support services.
5. To help parents and caregivers connect with services for advancing supportive and safe
parenting and ensuring quality child care/early education, by developing easily accessible
and coordinated approach to providing contact information, assistance and referral about
available services.
Mobilize 6. To provide community leadership and resources for supportive and safe parenting, quality
Leadership and child care and early education, by formalizing a planning and policy support entity that
Resource & parallels the state‘s Early Childhood Investment Corporation approach to implement the
Impact Public recommendations of Great Start.
Policies
Needs Assessment: No information available at this time.
Outcomes and Indicators: No information available at this time.
Strategic / Work / Action Plan (A plan which details the short/long-term strategies to be used or actions to be
taken to achieve the desired goals and resulting outcomes/measures): Work plan being developed at this time.
Compiled by Susan McGraw. Page 25
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Initiative Workplan Components
Name: Suicide Prevention Initiative
Location:
Who are we?
Vision:
Mission:
Values:
Overview of History:
Membership:
Strategic / Business / Work Plan (Does the group have a plan which details the short/long-term strategies to be
used or actions to be taken to achieve the desired goals and resulting outcomes/measures?):
Needs Assessment (Does the group conduct a needs assessment to collect data on the unmet needs of the
individuals they serve?):
Goals and Strategies:
Outcomes / Indicators / Measures:
Compiled by Susan McGraw. Page 26
Susan@SusanMcGraw.com, 734-449-9360(o); 734-330-4772(c) Revised February 29, 2008
Initiative Workplan Components
Name: Washtenaw Area Teens for Tomorrow (WATT)/Youth Development Initiative
Location: Washtenaw County, MI
Vision: To ensure the youth of Washtenaw County will become our citizens of tomorrow, leading lives of
meaning and contribution.
Overview of History: During 2004/05, the County sought broad community input to identify specific priorities for
youth development to address the ―Five Essentials‖ (listed below). A broad cross-section of the community was
invited to a series of sector meetings, including business, youth, arts, services, and education. A Youth Advisory
Council and Steering Committee were formed. The Steering Committee was responsible for overseeing the three
years of the project, including annual Youth Summits, Community Forum, and a plan to achieve the prioritized
projects. Ultimately, four work groups were created to develop project plans. There are four ongoing projects: B
Side of Youth (youth enterprise center); the Youth Development Initiative (replaces WATT Steering Committee);
Youth Mapping Project (completed in 2007); and, Teen Center Without Walls (TCW2). A fifth project in the initial
stages is the youth portal (washtenawteens.org).
Goal: The goal of WATT is to mobilize the community to improve opportunities for meeting the youth
development needs of youth in Washtenaw County.
The Five Essentials of WATT: There are many notable models of youth development. After study of the various
models, the WATT framework is organized around five essential areas that are vital for meeting our vision:
Caring Adults: With positive, sustained adult relationships, youth experience support, care and guidance.
―Caring Adults‖ is the most important of the five essentials. Caring Adults can be found everywhere in the
community.
Safe Places: Young adults need safe and supportive places to grow and develop, particularly youth-centered
and youth-driven programming within a context of meeting youth needs.
Marketable Skills: It is essential to develop young people‘s skills and interests and to enrich academic
performance to prepare for 21st Century employment, and to find interesting and rewarding work.
Healthy Start: Young adults need services and opportunities to pursue a healthy life style, including physical
activities and avoidance of alcohol or other drugs.
Youth as Resources: Young adults seek opportunities to contribute, be heard, and participate in civic life.
Membership, Organizational Structure, & Funding:
Initial Organizational Structure: The Youth Advisory Council, Steering Committee, and 4 Work Groups
(Internships/Mentoring, Youth Mobility, Youth Voice, Safe Places).
Current Organizational Structure (2008): Youth Development Initiative is a consortium of youth serving
agencies and will take the place of WATT in the CCWC. The B-Side of Youth has spun off under EMU.
TCW2 is supported by the County through 2008 only.
Needs Assessment:
Five focus groups, a Youth Summit, and a Community Forum were held to determine initial priorities.
Annual youth summits were held through 2007.
The Youth Development Initiative is holding regular summits and forums during 2008 to determine new
priorities.
Youth Summit & Community Forum Priorities (2005):
Increase number of Safe Places/Teen Centers in Ypsilanti area.
Increase the funding of Safe Places.
Treat youth as equals (or with respect).
Build transportation opportunities county-wide so that youth can participate in positive activities.
Provide mentors for high school age youth (not just younger youth).
Provide jobs, internships, and job shadowing with caring adults.
Workgroups: Developed and implemented action plans for Internships/Mentoring, Youth Voice, Safe Places,
Youth Mobility that resulted in the aforementioned projects.
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Washtenaw Area Teens for Tomorrow (WATT), Page two
Indicators:
Demographics (youth by age, male/female)
Households with children
Annual household income
Population by race
School district populations (K-12)
Teen birth rates by zip code
Strategic / Work / Action Plan (A plan which details the short/long-term strategies to be used or actions to be
taken to achieve the desired goals and resulting outcomes/measures):
Latest available plan online = 2006 Plan for WATT. WATT is phasing out in favor of the YDI and B Side.
Youth Development Initiative will be creating a work plan during 2008. Its purpose is to help existing
programs strengthen what they do by providing support to both youth and adults in training and evaluation
along with opportunities for resource sharing and networking. The Initiative builds on the work of Washtenaw
Area Teens for Tomorrow, but specifically has a focus on building the capacity of individual programs,
through youth-adult partnerships.
B.Side of Youth is creating a Business Plan during 2008. More information is available online.
Teen Center Without Walls will be phased out during 2008.
The county government youth portal pilot is planned for later 2008 or early 2009.
Compiled by Susan McGraw. Page 28
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Initiative Workplan Components
Name: Washtenaw HIV/AIDS Coalition (WHAC)
Location: Washtenaw County, MI
Who are we?
Mission: To facilitate our community‘s response to HIV/AIDS in order to prevent further transmission of HIV, and
support and empower people living with HIV/AIDS.
Overview of History:
Membership, Organizational Structure, & Funding:
Strategic / Work / Action Plan (A plan which details the short/long-term strategies to be used or actions to be
taken to achieve the desired goals and resulting outcomes/measures): No information available.
Needs Assessment: No information available.
Goals/Strategies:
To achieve the mission, the Coalition will concentrate on five focus areas:
A. Increase community awareness of HIV/AIDS and reduce the stigma associated with it.
B. Expand effective HIV/AIDS education, prevention, and testing.
C. Secure access to quality health care and social services for those living with AIDS.
D. Build community and empowerment among people living with HIV/AIDS.
E. Raise awareness of contributing factors and the disproportionate impact of HIV/AIDS on specific
populations.
Action toolkits have been completed for:
• Parents:
Education materials for parent-child communication
Local organizational resources and contacts
• Faith Based Organizations:
Educational resources and materials
Local organizational resources and contacts
• Local Business Employers and Employees:
Education resources and materials
Diversity training education through local organizational resources and contacts
• Media:
Educational and HIV/AIDS specific communications resources
Local organizational resources and contacts
Outcomes and Indicators: No information available.
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Initiative Workplan Components
Name: Washtenaw County Literacy Coalition
Location: Washtenaw County, MI
Who are we? A Coalition of 30 members representing government, academia, libraries, business, not-for-profit,
and faith-based organizations creating a strong partnership to eliminate illiteracy in Washtenaw County.
Vision: Eliminate illiteracy in Washtenaw County.
Mission: To develop a Blueprint to End Illiteracy and build strong collaborative partnerships to ensure successful
implementation of the Blueprint.
Overview of History: Led by County Administrator Bob Guenzel, the formation of this Coalition was approved
by the Washtenaw County Board of Commissioners in July 2007.
Membership, Organizational Structure, & Funding:
o 30 members (20 representing academia, libraries, business, not-for-profit, and faith-based organizations;
8 representing Washtenaw County Departments; and 2 Commissioners).
o No formal organizational structure at this time, although it is anticipated that this will be developed by
September 2008.
o Currently, all member organizations make in-kind contributions, although grant applications for funding
have been submitted to the Ann Arbor Area Community Foundation and the James A. and Faith Knight
Foundation, to support the development of the Blueprint to End Illiteracy.
Strategic / Work / Action Plan (A plan which details the short/long-term strategies to be used or actions to be
taken to achieve the desired goals and resulting outcomes/measures):
o Blueprint to End Illiteracy in development. Anticipated completion: September 2008
Needs Assessment:
o Subject matter experts (members of the Coalition) identified the magnitude of the problem on the national
and local level (approximately 27,000 residents in Washtenaw County), geographical areas of high need
in Washtenaw County, and best practices to address those needs.
Goals/Strategies: Being developed.
Outcomes and Indicators: Being developed.
Compiled by Susan McGraw. Page 30
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Initiative Workplan Components
Name: Youth Aging Out Coalition
Location:
Who are we?
Vision:
Mission:
Values:
Overview of History:
Membership:
Strategic / Business / Work Plan (Does the group have a plan which details the short/long-term strategies to be
used or actions to be taken to achieve the desired goals and resulting outcomes/measures?):
Needs Assessment (Does the group conduct a needs assessment to collect data on the unmet needs of the
individuals they serve?):
Goals and Strategies:
Outcomes / Indicators / Measures:
Compiled by Susan McGraw. Page 31
Susan@SusanMcGraw.com, 734-449-9360(o); 734-330-4772(c) Revised February 29, 2008
tiative Workplan Components
Name: Youth Aging Out Coalition
Location:
Who are we?
Vision:
Missi on:
Values:
Overview of History:
Membership:
Strategic / Busine ss / Work Plan (Does the group have a plan which details the short/long-term strategies to be
used or actions to be taken to achieve the desired goals and resulting outcomes/measures ?):
Needs Asse ssment (Does the group conduct a needs assessment to collect data on the unmet needs of the
individuals they serve?):
Goals and Strategies:
Outcomes / Indicators / Measure s:
Compiled by Susan McGraw. Page 31
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