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Human Services Department
Business Plan
Fiscal Years 2004 and 2005
Service Excellence • Community Focus • Responsive Leadership
BOARD OF COUNTY COMMISSIONERS
Broward County, Florida
Ilene Lieberman
Commissioner, District 1
Kristin D. Jacobs
Mayor, District 2
Ben Graber
Vice Mayor, District 3
James A. Scott
Commissioner, District 4
Lois Wexler
Commissioner, District 5
Sue Gunzburger
Commissioner, District 6
John E. Rodstrom, Jr.
Commissioner, District 7
Diana Wasserman-Rubin
Commissioner, District 8
Josephus Eggelletion, Jr.
Commissioner, District 9
BROWARD COUNTY ADMINISTRATION
Bertha Henry, Interim County Administrator
HUMAN SERVICES DEPARTMENT
Marlene A. Wilson, Director
Neesa B. Warlen, Deputy Director
Children’s Services Administration Division
Michael Elwell, Director
Community Development Division
Sue Fejes, Assistant Director
Elderly & Veterans Services Division
Stephen Ferrante, Director
Family Success Administration Division
Fredrick J. Murry, Director
Office of Housing Finance
Norman Howard, Acting Director
Program Development, Research & Development Division
Carroll Coleman, Director
Substance Abuse & Health Care Services Division
Paul Jaquith, Director
CORE PLANNING TEAM
Marlene A. Wilson, Department Director
Neesa Warlen, Deputy Department Director
Alisa Tang Hap, Assistant to the Department Director
Carroll Coleman, Division Director
Stephen Ferrante, Division Director
Beverley McDermott, Principal Planner
Audrey Cohen, Special Projects Coordinator IV
Administrative Office
115 South Andrews Avenue, Suite 433
Fort Lauderdale, Florida 33301
Telephone 954.357.6385
TABLE OF CONTENTS
I EXECUTIVE SUMMARY……………………………………………………. 1
II MISSION, GOALS, OBJECTIVES & STRATEGIES……………………. 4
III VISION STATEMENT & VALUES…………………………………………. 6
IV INTRODUCTION………………………………………………………......... 7
V 2004 HUMAN SERVICES DEPARTMENT ACCOMPLISHMENTS…… 10
VI CRITICAL ISSUES…………………………………………………….......... 15
VII ENDNOTES………………………………………………………………….. 31
VIII APPENDIX: FY 2004 and 2005 WORK PLAN…………………………… 34
IX ACRONYMS……………………………………………………………......... 53
BROWARD COUNTY HUMAN SERVICES DEPARTMENT
BUSINESS PLAN
FY 2004 and 2005
EXECUTIVE SUMMARY
The mission of the Broward County Human Services Department is to enhance the
quality of life for Broward County residents through innovative and integrated health and
human services. In fulfillment of this mission, the Department has continued to meet
the challenge of providing a number of services to address the multifaceted needs of a
growing and diverse client population. The Department, with a staff of 754 and a
$144.6 million budget, has demonstrated its commitment to service excellence through
a number of activities. This includes the implementation of a best practice social
service system, the Family Development model, which ensures that staff provides
comprehensive services to stabilize and foster the socioeconomic well-being of clients
needing assistance. The development and ongoing implementation of this Business
Plan, which is periodically updated, is a further reflection of the Department’s continued
commitment to effectively and efficiently use available resources to promote individual
and family well-being for Broward County residents.
The Plan was developed with broad staff participation and input from selected
community stakeholders. It attests to the Department’s recognition of the need to be
more client-centered, outcomes-based and accountable, and to capitalize on
opportunities to maximize resources through increased provider collocation and
collaboration. In order to accomplish this, the Department has adopted a more
proactive and comprehensive approach to service delivery. This has entailed more
community input, and the monitoring of conditions to facilitate the timely identification of
problems. Staff has also established benchmarks, identified best practices, adopted
cost-effective measures, tracked outcomes, evaluated programs, established
accountability standards, and redesigned programs to achieve maximum sustained
effectiveness and efficiency.
Staff developed four goals to achieve these aims, that represent the framework of the
Business Plan, and offer a feasible approach to responding to the community’s needs.
The Department’s Goal 1, to develop innovative human services and affordable housing
strategies, incorporates and operationalizes the Commission’s Goal to “Strengthen the
Social Safety Net.” The objectives and strategies staff developed, support and are
designed to achieve the four strategic goals. They reflect the approach the Department
has taken in assisting families to accomplish economic self-sufficiency; secure safe,
decent housing; access quality integrated health care, that includes primary and
behavioral (mental health and substance abuse) health care; obtain services that foster
age-appropriate childhood development; and assist the elderly and disabled maintain
their independence.
The County’s Human Services Department is the major and, for some, the sole provider
of a number of services. Demand for these services has continued to outpace the
Department’s ability to adequately respond, and this contributes to the many
Service Excellence, Community Focus, Responsive Leadership 1
challenging life issues clients experience. Staff identified a number of critical issues that
affect many County residents’ ability to achieve and maintain their well-being. These
issues are summarized in three broad categories — economic stability, health care
(primary, mental health and substance abuse), homelessness and housing --- and
represent some of the problems that need to be addressed, if those impacted are to
achieve and sustain desired life outcomes. Issues pertaining to the Department’s
operations are also included. The resolution of these internal issues is integral to
meaningfully implementing the Plan and achieving its goals and objectives. The Plan
also addresses the issue of promoting excellence throughout the organization, which is
reflected in the commitment to effective practices in its service systems, as well as
achieving and maintaining accreditation standards, as appropriate.
The Plan’s underpinning lies in minimizing fragmentation, maximizing resources, and
using an effective service continuum to comprehensively and holistically assist
individuals and families in need achieve and maintain their well-being. The Department
continues to accomplish this through the expansion of its successfully piloted Family
Development Model, which is a social service model designed to facilitate individual and
family development, through the adoption of a more cohesive approach in delivering an
array of services to clients. Mental health and sobriety, as well as primary health care
are integral to achieving individual well-being. Hence, access to an effective, integrated
system that jointly addresses the treatment needs of clients with multidimensional
disorders is imperative, and represents another cornerstone of the Department’s
Business Plan.
There are several other initiatives the Department has already identified as key to the
success of this comprehensive and holistic approach in providing services, and these
include:
• Continuing its efforts to change the organizational culture and blend divisions in
its service development and delivery operations;
• Enhancing the clearinghouse concept that was developed to empower staff to
interact with each other to share resources across divisions and the service
delivery spectrum;
• Training staff to improve competence and ensuring that new skills and
knowledge are incorporated into the services provided;
• Developing and implementing a universal automated tracking and reporting
system;
• Operating existing social service centers as walk-in sites with a “case manager of
the day” responsible for helping clients gain entry to and navigate the system;
• Continuing the expansion of services in the community through the
enhancement/creation of Family Success affiliate partnerships;
• Ensuring contracts issued stipulate that Department clients, as appropriate,
receive priority in accessing services; and
• Performing a cost study of direct and contractual services to improve efficiency
and eliminate duplication.
Service Excellence, Community Focus, Responsive Leadership 2
The major projects/activities from the Plan, therefore, that continue to be the focus
include the development and implementation of an integrated primary and behavioral
(mental health and substance abuse) health care system; expansion of the Family
Development model to other sites; continued implementation of the elderly services
strategic plan; development and implementation of a comprehensive and universal
integrated management information system; pursuing additional funds to maintain the
homeless continuum of care and other underfunded human services programs; and
identifying and addressing gaps in services for special needs children.
As the Plan reflects, despite the challenging funding climate, most of the
projects/activities are being implemented with existing resources. This is being
accomplished through the increased efficiency within the Department, and bolstered by
the operation of its Grants team, that was established to target funds from a variety of
sources. These additional funds have augmented both the Department’s and the
community’s financial resources, and created a more stable service environment.
Based on the available resources and the demonstrated commitment to achieving the
goals and objectives of this Business Plan, the outlook is favorable for continuing to
strengthen the social safety net in the community.
Service Excellence, Community Focus, Responsive Leadership 3
MISSION STATEMENT, GOALS, OBJECTIVES AND STRATEGIES
Mission Statement
To enhance the quality of life for Broward County residents through innovative and
integrated health and human services, housing and community development initiatives.
Goals
1. Develop innovative human services and affordable housing strategies to assist
children, elderly and low income families, and promote individual and family well-
being.
2. Generate revenue.
3. Maximize resources.
4. Lead the community in sharing human service expertise.
Objectives
• Develop an integrated and seamless service system.
• Continue to build a comprehensive array of services that are accessible,
responsive, meet or exceed best practice standards and are results-oriented.
• Establish a process that supports the development of research-based,
nontraditional solutions.
• Ensure staff has the necessary competence and workplace supports.
• Increase the Department’s revenue by 5%, based on funding climate.
• Enhance the Department’s participation in the legislative process.
• Continue to build an effective and efficient service delivery system.
• Optimize staffing patterns and automation systems.
• Develop an environment that supports continuous community participation to
influence human services policy.
• Establish Broward County programs as best practice models.
• Provide human services education, mentorship and advocacy.
• Increase resources to clients.
Service Excellence, Community Focus, Responsive Leadership 4
Strategies
• Systematically assess community resources availability and effectiveness.
• Ensure a collaborative approach to providing comprehensive and holistic
services to the community.
• Develop a comprehensive, user-friendly, flexible and responsive
integrated Management Information System.
• Ensure service delivery is consumer-friendly, consumer-focused and
incorporates best practices.
• Develop a collaborative and comprehensive marketing strategy to
increase awareness of and access to available human services.
• Develop a system that measures and tracks performance and ensures the
timely implementation of needed improvements.
• Integrate information technology resources to support research-based,
nontraditional solutions.
• Develop an infrastructure that facilitates the recruitment, development and
retention of competent staff.
• Create a system that actively pursues grants and other public and private
funding opportunities.
• Explore and implement a system that allows the Department to generate
additional revenue from billing opportunities, and miscellaneous services
and activities.
• Effectively promote the legislative needs of the community.
• Increase operational efficiencies
• Increase mutually beneficial partnerships and collaborate with other
entities.
• Optimize and integrate automation in service delivery and other
operations.
• Develop a staffing structure that maximizes employee productivity.
• Obtain continuous consumer, staff and community input to determine
human service needs.
• Maintain involvement in community organizations and activities.
• Ensure interaction with and recognition from pertinent institutions.
• Provide technical assistance throughout the Department and community.
Service Excellence, Community Focus, Responsive Leadership 5
VISION STATEMENT AND VALUES
Vision Statement
Service Excellence, Community Focused, Responsive Leadership.
Values
PARTICIPATION
WE value a participatory and shared management process in which individuals at
all levels of the Department play an active role and open communication prevails.
WE ensure ongoing opportunities and forums to gather staff input and expertise,
as well as obtain feedback from the community, particularly service recipients.
RESPECT
WE uphold a respectful work environment. WE listen, support and respect
service recipients and each other.
TRUSTING RELATIONSHIPS
WE as human services professionals, recognize the importance and significance
of building and maintaining a trusting relationship with service recipients. WE
realize, at the same time, that trust must be present and sustained within
relationships among all Department management and direct/support service
staff.
CREDIBILITY AND INTEGRITY
WE conduct ourselves with integrity and professionalism; keeping our promises,
following through, being consistent and fair. WE represent our Department, our
profession and ourselves in a competent and accomplished manner; ensuring
public trust.
TEAM WORK
WE view our Department as ONE TEAM comprised of each Division team
working in collaboration. WE regard every Department employee, as well as the
community, as a part of our team in our effort to provide an integrated service
delivery system to Broward County residents.
CREATIVITY AND INNOVATION
WE seek innovative and “best” practices that improve and enhance our services.
WE utilize creative and efficient strategies to be a human services leader for our
community.
EXCELLENCE
WE strive for quality services that exceed customer expectations. WE
continuously evaluate our performance and its impact.
Service Excellence, Community Focus, Responsive Leadership 6
INTRODUCTION
Broward County Human Services Department demonstrated, through the
implementation of the FY 2003 Business Plan, its tireless commitment to meeting
the health and human services needs in the community. The Department
undertook, and successfully completed, several projects and activities designed
to positively impact the socioeconomic well-being of Broward County residents.
The accomplishments occurred in an environment built on excellence, as the
Department successfully maintained the Joint Commission for the Administration
of Health Care Organizations (JCAHO) accreditation standards, for its Substance
Abuse and Health Care Services (SAHCS) and Family Success Administration
(FSA) divisions, in periodic reexaminations. The Department also surveyed
stakeholders to evaluate its performance on meeting community needs. The
results of the survey have helped to assess the way the Department is perceived
in the community, highlight needed improvements and build on successful
performance. The commitment to excellence remains unabated, and is reflected
in the ongoing, as well as the new projects and activities outlined in this updated
Business Plan.
The Department, in an effort to streamline operations and improve effectiveness
in a critical area of community well-being, focused intently on merging its two
housing entities. Collaborative management and staff deliberations culminated in
a consolidated report with recommendations to eradicate/minimize fragmentation
and duplication. The report also highlighted the need to create a more
synergistic approach to addressing the County’s lack of attainable housing
through the maintenance of existing and the development of new operational
structures. Homeless services remain under the purview of the Human Services
Department.
Driven by a solid commitment to client-centered, outcomes-based, accountable
service delivery in an atmosphere of increased community participation and
provider collaboration, the Department developed and implemented a pilot of a
community-based best practice social service model to increase its effectiveness
in serving clients in-crisis and at-risk. The University of Iowa, National Resource
Center for Family-Centered Practice evaluated the pilot, and determined that it
was effective in assisting clients deemed to be deficient in a number of functional
areas to achieve stability. The evaluation also found that fragmented service
delivery has diminished, based on the Department’s more proactive and
comprehensive approach in providing services. Conscientious efforts to develop
service integration, provider collocation and one-stop service centers within a
wider cross-section of the community has also been successful, and continued
expansion is planned. Department staff continues to train providers to ensure
consistency in the Department’s service delivery system, and has communicated
established standards to its contracted providers.
Service Excellence, Community Focus, Responsive Leadership 7
The four goals that represent the framework of the Business Plan offer a feasible
approach to responding to the community’s needs. These goals incorporate,
operationalize and are consistent with the Commission’s goals. The projects and
activities, that support the achievement of these goals, reflect the approach the
Department has taken in assisting families attain economic self-reliance, access
quality integrated primary and behavioral (mental health and substance abuse)
health care, obtain services that foster age-appropriate childhood development,
and assist the elderly and disabled maintain their independence. Staff continues
to be guided by established benchmarks, to maintain best practice standards, to
adopt cost-effective measures, to track outcomes, and to evaluate and modify
programs, as appropriate, to achieve maximum sustained effectiveness and
efficiency.
The overriding objective of the Plan is to establish and maintain an effective
continuum that comprehensively and holistically assists those in need to achieve
and maintain their well-being. One of the key initiatives focuses on developing
and implementing an integrated primary and behavioral health care system, to
effectively treat clients with co-occurring disorders. Another major initiative
entails a more cohesive, client-friendly approach to providing services across
divisions, which promotes a “no wrong door” philosophy. The successfully
piloted Family Development model has been fully implemented in the
Department’s north, south and central Family Success Centers. Clients have
access to an array of services proven to be effective in addressing their
presenting needs. This approach to providing services is encapsulated in a
comprehensive and holistic model of individual and family well-being, which
includes intake, assessment, planning, tracking and reporting components.
Clients are assessed in a number of functional areas that include shelter,
nutrition, primary health care, substance abuse, mental health, employment,
income, transportation, energy, adult education, children’s education, parenting,
and family relations. Each area has five levels of functioning — in crisis, at-risk,
stable, safe/self-sufficient, and thriving. This makes the service delivery process
more efficient, and minimizes the likelihood of clients either getting lost in the
system, and/or having their needs addressed in a fragmented manner.
The Department’s continued success in implementing its Business Plan hinges
on having the necessary resources and infrastructure. Hence, the generation of
additional revenue continues to be an integral aspect of the Plan. Incorporated in
the Plan are goals that address the need to generate additional revenue and
improve staff competence. Also important is the technological infrastructure to
supply the automation and information management needs of a 21st century
human service delivery system. There are several projects, nearing completion,
that are designed to fill identified gaps, and provide the support to ensure the
successful implementation of the Plan. These include a much needed client
services management system (CSMS), and the Broward Information Network
(BIN). The Department has also developed a Performance Measurement
Service Excellence, Community Focus, Responsive Leadership 8
Standards manual to standardize human service outcomes, and ensure
consistency in evaluating contracts compliance.
Service Excellence, Community Focus, Responsive Leadership 9
FY 2004 HUMAN SERVICES DEPARTMENT ACCOMPLISHMENTS
Progress Toward Commission Challenge Goal
The Family Success Administration Division has renewed agreements
with Hispanic Unity and Urban League for continued service expansion to
western Broward County. The South Region Family Success Center
joined the city of Miramar in opening a Community Outreach Services
Office, where Hispanic Unity provides emergency assistance to clients. In
addition, a new affiliate Family Success Center in the Town of Davie was
established earlier this year, and a rotation of staff deployed to the site
located at Potter’s Park. Over 200 clients have been served this year at
the site.
The Human Services Department has taken a lead role in underwriting the
efforts countywide to integrate treatment for co-occurring disorders. A
workgroup comprised of 30 different agencies, providing mental health
and substance abuse treatment, meets regularly to develop the system.
Substance Abuse and Health Care Services Division and Elderly and
Veterans Services Division provided Crisis Intervention Team (CIT)
training, in conjunction with other treatment providers, to Broward Sheriff's
Office, Wilton Manors Police Department and the Fort Lauderdale Police
Department to reduce problems on the streets when police officers
encounter individuals with serious mental health and substance abuse
problems.
The Mental Health and Substance Abuse grant writer submitted, and or
significantly supported the development of 14 applications, for a total
application request of $7,437,370. Funding of $225,000 was received
from those submissions, with over $1.2 million awaiting outcome
notification from the funders.
Broward County Children’s Services funded an innovative substance
abuse program of wraparound services for youth with primary substance
abuse problems that have not been responsive to interventions in the
traditional substance abuse service system. Wraparound is a process
used to support children and their families with complex needs through
individualized care plans. The plan is individualized based on the
strengths and culture of the family rather than service driven.
One Community Partnership (SAMHSA grant for Children’s Mental Health)
has successfully implemented a Governance Board involving all
community stakeholders consisting of the School Board of Broward
County, Department of Juvenile Justice, child protective services
(CHILDNET), Primary Health Care, Broward County, Children’s Services
Service Excellence, Community Focus, Responsive Leadership 10
Board, Children’s Services Council, Department of Children and Families,
Judiciary, community representatives, parents and youth.
One Community Partnership (SAMHSA grant for Children’s Mental Health)
has implemented a wraparound service planning initiative that has trained
200 case managers, field supervisors, administrators and parents as
facilitators to develop individualized plans based on the strengths and
culture of the family.
The Office of Housing Finance received over $62.8 million in tax exempt
bonds for 2004. $43.6 million will be allocated towards two projects - the
first will create 148 multifamily rental units and the second will rehabilitate
814 rental units.
Community Development Division was recently awarded $523,000
through the American Dream Initiative program to assist 40 first time
homebuyers for FY 2005.
Substance Abuse and Health Care Services Division has taken the lead
role in ensuring that the Integrated Services Workgroup continues with co-
occurring disorders treatment including completion of the Co-Fit tool. The
Division also coordinated a meeting with the Human Services Department
and a member of the County Commission, along with several key
stakeholders in the community including both Hospital Districts, DCF and
the Sheriff’s office to begin the integration of primary and behavioral health
care.
Substance Abuse and Health Care Services Division initiated best
practices intervention at the BARC Detox unit to reduce AMA rates,
through the use of Buprenex protocol to treat opiate patients in detox.
Substance Abuse and Health Care Services Division took the lead in
helping county and state funded service providers in the community to
develop cultural competency work plans. Further work includes system-
wide and ongoing cultural competency training.
Other Accomplishments
The Department has increased revenue by $6.5 million thus far:
o $4.4 million was awarded for Broward County’s Chronic Homeless
Initiative, HHOPE, a national pilot project to provide permanent
affordable housing and multiagency intensive treatment services to
chronically homeless individuals. Broward County was one of only
eleven (11) communities nationwide to receive this award from
multiple funding sources over a 3 to 5 year period. The FY 2004-
Service Excellence, Community Focus, Responsive Leadership 11
2005 renewal application was submitted in March, and produced an
unexpected increase of $104,000 in the second-year award.
o Broward County was awarded $774,540 for one new permanent
housing project for homeless clients with disabilities. This will add
25 new beds with treatment services in the community.
o Broward County was awarded in the top tier of the State Challenge
Grants for the first time, receiving $137,000 for housing and
homelessness–related projects (including move-in costs,
restorative dental care).
o The State of Florida increased its award of Low Income Housing
Energy Assistance Program (LIHEAP) funds by $755,550 to
expand emergency energy assistance in Broward County to
residents with children under 5, and residents at least 60 years of
age or disabled, with income at or below 150% of the federal
poverty level.
o The grant for elderly clients received an increase of $324,000 from
DCF for mental health and substance abuse services. The Elderly
Services Division also received $25,500 from the Florida Council on
Compulsive Gambling to address this problem among the elderly.
The Division also received $50,000 from DCF to implement an
intergenerational substance abuse treatment program with older
adults and adolescents.
o Broward County received an increase of $51,000 in the Ryan White
Title I grant - one of only 11 Eligible Metropolitan Areas (EMA)
nationally which received an increase in funding out of 50 total
EMAs.
The Family Success Administration Division was surveyed by the Joint
Commission on Accreditation of Healthcare Organizations (JCAHO) in
October 2003 and received Accreditation with Commendation (score of 96
percent) for excellence in its case management and clinical services.
Broward County was selected as a recipient of the Rapid Assessment
Response and Evaluation Project through the U.S. Department of Health
and Human Services. This project provides technical assistance to
identify areas of need in the racial and ethnic minority communities to
prevent the spread HIV/AIDS. Nationally, the County is the 52nd site to be
selected.
The Broward Older Adult Workgroup, facilitated by the Elderly and
Veterans Services Division, received a National Community Reintegration
Award from Eli Lilly.
The Florida Department of Elder Affairs selected and highlighted the
Elderly and Veterans Services Division Older Adult Substance Abuse
Program as a Best Practice intervention.
Service Excellence, Community Focus, Responsive Leadership 12
Implemented Across Ages, an intergenerational substance abuse
prevention program for older adults and children ages 9 – 13. This is a
collaborative project with The Starting Place.
The Elderly and Veterans Services Division co-hosted a Statewide Older
Adult Compulsive Gambling conference in Broward County with the
Florida Council on Compulsive Gambling, to raise awareness of this
problem among the elderly. The conference received extensive media
coverage - 102.7 radio show, The Herald article, Sun-Sentinel article, and
Channel 10 news broadcast.
The Sexual Assault Treatment Center conducted a progressive social
marketing campaign that utilized broadcast media and the internet to
provide education and information to the community on “Cyber-safety:
Children and the Internet.” The campaign reached over 2 million people
and increased awareness of Cyber-safety for children.
Childcare Licensing and Enforcement developed a new childcare
ordinance that the Board of County Commissioners approved. This new
ordinance covers family childcare homes and childcare centers and
substantially expands the “safety net” for children.
Childcare Licensing and Enforcement implemented a new background
digital screening process that significantly reduces errors and waiting time.
Results are now available within 24 hours as opposed to 2-3 months.
• The HUD Homeless Continuum of Care award was again the second
largest award to a community in the State of Florida and exceeded
Broward's “pro-rata need share.” Broward County’s Homeless Continuum
of Care is a “Blue Ribbon Best Practice” program and has consistently
ranked among the top continua in the nation.
Last year, over 5,000 persons were served through all County funded
homeless programs. Sixty percent (60%) of the homeless served in an
emergency shelter graduated to transitional or permanent housing.
Program Development Research and Evaluation Division (PDRED) has
provided assistance to external agencies with nine (9) grants for BSO, 17th
Judicial Circuit, ChildNet, Women In Distress, Taskforce For Ending
Homelessness, Inc., Older Adult Workgroup, and the Broward County
School Board.
• The Training Academy has conducted 34 trainings open to the public for
FY 2004. There are currently over 300 faith-based and community-based
organizations on the distribution list.
Service Excellence, Community Focus, Responsive Leadership 13
• Program Development Research and Evaluation Division held training
courses, free of charge, for the community that offered Continuing
Education credits (CEUs).
• The Program Development Research and Evaluation Division’s Contract
Evaluation Team received a 2004 National Association of Counties
Achievement Award for program innovation in recognition of the policies,
procedures and instruments developed to monitor and evaluate the
service delivery and contractual compliance of agencies contracting with
Broward County.
• Over $3.68 million in SHIP funds, which includes the city of Coral Springs
and the Town of Davie, has assisted 264 clients in housing services such
as home repair, new construction, development, water/sewer connections,
purchase assistance, barrier free, and foreclosure prevention. Of the 264
clients, 119 were assisted by the SHIP Purchase Assistance funds
through the Lender’s Program. Other awards include $50,000 for the
Dorsey Riverbend – Front Porch Community to retrofit 5 homes.
• Dr. Joshua Perper, Medical Examiner, and Judge Joel T. Lazarus
developed a program on Driving Under the Influence (DUI) for convicted
DUI drivers in Broward County and has continued with the presentation of
this program during the past year.
• The Building Owners and Managers Association of South Florida
presented the County with the 2004 Medical Office Building of the Year
award, for the design and construction of the County’s new Medical
Examiner’s facility.
Service Excellence, Community Focus, Responsive Leadership 14
CRITICAL ISSUES
The County’s Human Services Department is the major, and in some cases, sole
source of a number of services that assist individuals and families achieve and
maintain their well-being. Funding has not kept pace with the growing demand
for these services, and continues to be an indomitable challenge. The expanded
focus on seeking grant funding was extremely successful and generated $10
million in additional social service revenue for the Department and community
providers. This includes $5.7 million from the HUD Continuum of Care award;
$500,000 for a collaborative application, Assets for Independence IDA grant
award (FSAD/Urban League); the $225,000 for Mental Health and Substance
Abuse services mentioned earlier; and the remainder from older adults, family,
juvenile justice, domestic violence and other housing-related (Challenge Grants
and HHAG) awards. Collaboration and standardization have also been key
aspects of the Department’s thrust to maximize resources, and increase both
effectiveness and efficiency.
A number of critical issues at the forefront of the community, and vying for the
Department’s limited resources, have been revisited and updated in the revised
Plan. The focus continues to be on economic stability, health care (primary
and behavioral), and homelessness and housing, as they impact the lives of
the County’s residents. The former category, internal operations, has been
renamed operational systems development, and a new category, service
quality enhancements, has been added. A previous category, affordable
housing has been blended into homelessness and housing.
Although the issues to be addressed have been encapsulated in those five
categories, they are sufficiently broad to cover all aspects of human services
pertinent to individual and family well-being, as well as the spectrum of clients
served, including children and the elderly. A key initiative of the Department this
year is the integration of primary and behavioral health care to better address the
comprehensive needs of clients experiencing a number of issues. The
Department has also been cognizant of and responsive to the lack of services in
the western sections of the County to meet the needs of the significantly
increased population there. Affiliate sites have been established in Davie,
Lauderhill and Coral Springs, and discussions to develop sites in other
jurisdictions are continuing.
Economic Stability
The key economic stability issues facing the County are:
• In economic parlance, Broward County, at 3.8%, is experiencing full
employment, which technically is an unemployment rate between 4% and
6%. 1 This reflects a 17.4% decline from the May 2004 rate of 4.6%.
However, the unemployment rate does not take into account people
Service Excellence, Community Focus, Responsive Leadership 15
discouraged by their labor market prospects, who have ceased their job
search.
• Of the 20 jobs that the U.S. Department of Labor expects to have the
biggest growth between 2002 and 2012, 17 are deemed low wage jobs. 2
• Initial unemployment claims for 2004 averaged 4,853, 4.6% more than the
4,640 in 2003. 3 For the first five months of 2005, claims have averaged
4,204, which is 15.5% less than the same period in 2004.
• An estimated 177,496 (10.3%) 4 of the 1.73 million Broward County
residents in 2004 live below the poverty level, which is an income of
$9,645 for an individual, and $15,219 for a family of three 5 (typically a
single mother with two children).
• Nearly a third (31.7%) of single female households with children under 5
years old lives in poverty, and represents the county’s most impoverished
group. The poverty rate for similar households with children under 18 is
24.1%. 6
• The number of people receiving food stamps in Broward County has
grown 92% in the four years ending December 31, 2004, with 102,238
recipients. 7
• Poverty is concentrated in the central area of the County, particularly
along the I-95 corridor.
• Of Broward County’s 687,129 households in 2004, 14.1% have incomes
less than $15,000 annually, (less than the poverty level for a family of
three). This is equivalent to $7.21 per hour and just above the $6.15
minimum wage, while the County’s median household income is $44,799
annually or $21.54 per hour. 8
• In 2004, an estimated 13.5% or 58,048 children (under 18 years old) live
in poverty. 9
• The poverty rate in 2004 for elderly residents 65 and older is 11.5% or
27,761 persons. 10
• The 85 and older population grew 72% between the 1990 and 2000
census, increasing from 25,021 to 43,051 11 and, based on the Department
of Elder Affairs 2004 data, another 7% to 46,116 since then, or 84% since
1990.
• There were 8,312 domestic violence incidents in 2004, which represent a
2.4% increase over the 2003 figure of 8,000. 12
• There is inadequate access to proactive family planning, and this situation
is worsened by Medicaid’s eligibility requirements for reproductive
services, which often exclude the working poor, adolescents, and women
without children.
Impact of Economic Stability Issues
The unemployment rate and initial applications for unemployment compensation
appear to be showing signs of improved economic activity following the
protracted slowdown that occurred post 9/11 in Broward County and elsewhere.
However, the failure of the labor force to keep pace with structural economic
Service Excellence, Community Focus, Responsive Leadership 16
shifts has had negative consequences, and is evident in the inability of skilled
workers to find employment commensurate with their skills and qualifications.
The information technology and telecommunications sectors have been
particularly impacted, thereby creating underemployment, as job seekers accept
part-time positions and/or settle for positions incongruous with their qualifications.
Economic hardship has extended its reach, more frequently in recent times,
beyond low income residents to impact the lives of educated, highly qualified
middle income workers, who have lost jobs that typically included benefits, such
as health insurance. The migration of white collar jobs to low wage countries has
only magnified the problem. People discouraged in their employment search
sometimes settle for lower paying jobs, which place them in a precarious
financial situation, unable or barely able to meet their basic living expenses.
Jobs in retail and the food service industries are more common, but typically pay
about 15% less than manufacturing or information technology jobs. 13 A recent
report indicated that customer service, financial services and health care jobs are
the hottest sectors. 14 However, of the three, the health care jobs are typically the
ones with wages that support a decent living standard. Florida is ranked 39th
nationally, with nearly a third (30%) of jobs paying below the poverty threshold. 15
The working poor, typically those earning less than $10 an hour, are unable to
cover their basic living needs, but often make too much to qualify for public
assistance. In addition, the measures used to estimate poverty significantly
underestimate those in need. The federal poverty threshold for a family of four is
$19,307 or $9.28 an hour, but the Economic Policy Institute considers this a
gross underestimation. It believes that an income of at least $30,000 or $14.42
an hour is required in practically any city throughout the country to make ends
meet. 16 If this tenet is accepted, it has far-reaching implications for the extent to
which social services are funded, and the allocation of resources to programs
with the most impact.
Tax cuts and job training programs have been instituted in response to the labor
market situation, but these measures will not be sufficient to deal with the
multifaceted issues facing low wage workers. Housing costs, which have
increased 151% in Broward County between April 2000 and April 2005, have
priced them out of the market. 17 This, however, pales in comparison to the 33%
increase in existing median home prices Broward County experienced between
August 2004 and 2005, when the price reached $387,000. 18 The upward surge
in prices shows no signs of abating in the near future. Medical expenses in
South Florida rose 15.4% in 2004, and the cost of medication went up by 18%. 19
Social service groups and the public sector will be relied on increasingly to fill the
gaps.
Although job loss and adverse situations create a hardship for both low and
middle income residents, low income residents typically have no reserves to
cope with their misfortunes, and rely on public assistance to provide a social
Service Excellence, Community Focus, Responsive Leadership 17
safety net. During 2004, First Call for Help (FCFH), a social service help line,
received 74,633 calls from Broward County residents seeking assistance with
93,260 problems/issues. This reflects a decline of 7.9% and 4%, respectively,
over 2003 activity. There were 42,773 (46%) basic needs requests, 2,963 (3%)
requests for jobs/training/education assistance; 2,004 (2%) pertaining to family
problems, such as child care; and 1,016 (1%) for teen/youth issues. The table
below reflects the type of calls FCFH received. The pervasive and
nondiscriminatory nature of these problems, triggered by structural economic
changes, have made it necessary to expand social service availability throughout
the County, to provide ready access to residents close to their home
environment.
First Call for Help Assistance Calls in 2004
Basic Needs: 42,773
Utilities 10,972
Rent/Mortgage 10,194
Food 7,392
Shelter 4,114
Housing 2,500
Clothing/Furniture 2,268
Transportation 1,361
Food Stamps 1,345
Jobs/Training/Educational Assistance 2,963
Family Problems 2,004
Teen/Youth Issues 1,016
Source: First Call for Help Statistics, 2004
The County’s elderly residents also face a number of issues associated with their
lack of economic stability. Increasing longevity has caught many seniors
unprepared to adequately finance their golden years. Hence, a significant
number of elderly, 65 and older, residents are impacted, because increased
dependency associated with advanced age means assistance is often needed to
carry out basic functions. The Florida Department of Elder Affairs reported that
in Broward County 56,855 (20.4%) of the over-65 population have two or more
disabilities. The agency also indicated that a quarter of the over 60 population in
the County lives alone.
Service Excellence, Community Focus, Responsive Leadership 18
Health Care
The key issues in primary health care are:
• Florida is ranked 6th nationally with regards to the percent of its population
without health insurance coverage, which was estimated at 21% of the
nonelderly 18-64 year old residents. 20
• Broward County has 9% of the State’s uninsured population, 21 which is
equivalent to 183,735 (17.9%) of its nonelderly adults lacking health
insurance.
• Of the nonelderly adults in Florida whose income is 100% or less of the
federal poverty level, 50% were uninsured, and 31% of children had no
coverage. 22
• The lack of access to health insurance is largely attributed to the
predominance of small businesses in Broward County. Increasing health
care costs has exacerbated the situation, in that some companies now
consider it cost prohibitive to offer their employees health insurance, and a
significant number of workers do not earn enough to afford to purchase it
on their own. A new study also revealed that a growing number of
employees at large companies (500 or more employees) are uninsured. 23
• Based on AAA’s survey, health care services is the greatest need among
older adults in Broward County, where those experiencing major frailty is
estimated to have increased from 56,443 to 63,618 between 1990 and
2000.
• Among the over 65 population in the County, 45,551 (16.4%) have
Alzheimer’s disease.
• In 2003, there were 6,654 new HIV cases reported in Florida. Broward,
with 12,118 HIV infected residents, joined Palm Beach and Miami-Dade
counties as the leaders in HIV infection within the State. 24
• People 50 years and older had the largest percentage increase in AIDS in
2004. 25 The National Institute on Aging reported that Broward has 1,956
seniors with AIDS. 26
• Broward County experienced an almost 50% increase with 1,010 new
AIDS cases in 2004, after almost a decade of decline. 27 This reversal has
been attributed to a more aggressive testing program. Florida ranks 3rd
nationally in HIV/AIDS cases, and the tri-county area has the nation’s
highest rate of AIDS cases per 100,000 people. 28
Impact of Primary Care Issues
The growing number of the uninsured is a major cause for concern at national,
state and local levels, with no imminent resolution. Protracted double-digit
increases in premiums over the last four years, that have far outpaced growth in
wages and inflation, are being blamed for the 5 million jobs between 2001 and
2004 that no longer provide health insurance coverage. In that same period, the
percent of employers offering health benefits declined from 68% to 63%. This
Service Excellence, Community Focus, Responsive Leadership 19
was attributed primarily to small businesses with 3-199 employees ceasing to
offer coverage. The Kaiser Family Foundation survey of 3,017 employers
indicated that family premiums in employer-sponsored health plans had
increased 11.2% in 2004 to $9,950 annually. The 2003 increase was 13.9%.
Businesses with 3-24 workers, which are common in Broward County,
experienced the biggest surge of 13.6% in the average family premium.
Nationally, employee contributions have risen 57% for single coverage and 49%
for family coverage, since 2001. 29
The aging population, increased drug prices, and higher expenses for new
medical devices and more advanced treatments have all put an upward pressure
on health care costs. Although some companies continue to pay 72% of
insurance premiums for families and 84% for single workers, this is likely to
change in 2005, as 80% of companies indicated that they were “very likely” or
“somewhat likely” to require workers to pay more of their health insurance
premiums. Additionally, more than half of the companies were considering
having workers make higher copays for prescription drugs and medical office
visits, plus increased out-of-pocket deductibles before coverage is activated. 30
Escalating insurance costs, therefore, will continue to result in the discontinuation
or reduction of employer-based health coverage by companies that previously
offered this benefit to their employees. There were 7,624 or 8% health related
needs in the problems/issues First Call for Help received in 2004 from county
residents seeking assistance. The lack of or inadequate health insurance,
particularly among low income residents, results in inappropriate use of costly
emergency room services for illnesses that could have been treated in a primary
care facility. Nonexistent or limited health care access also increases the
likelihood of those in this situation having no preventive medical examinations,
and contributes to the development of chronic diseases, which could have been
averted with timely treatment.
Ignorance, language, cultural differences and stigma also impose a burden on
the health care system, when there is a failure to effectively communicate with
those most at risk of contracting diseases. In Florida, HIV/AIDS is the leading
cause of death for black men and women between the ages of 25 and 44. In
2002, blacks accounted for 64% of HIV/AIDS deaths in the state, even though
they represent 15% of the state's population. South Florida had the highest AIDS
rates per capita in 2004 with Broward County surpassing Miami-Dade, and
leading the way. Broward had 58.4 cases per 100,000 people, Miami-Dade 56.7,
and Palm Beach 37.6. This compares to the statewide rate of 33.5. 31 Its high
AIDS incidence rate (47.8 per 100,000) places it third in the nation among
metropolitan areas with a population of 500,000 or more. The first documented
case of AIDS in Broward County was reported in 1982. Since then, Broward
County has accounted for 16% of the AIDS cases reported in Florida. The
incidence of AIDS among Broward’s minority population resulted in this disease
being the 4th leading cause of death among nonwhite residents. Heterosexual
Service Excellence, Community Focus, Responsive Leadership 20
women over 60 are considered to be one of the fastest growing HIV risk groups,
despite the perception that this population is not sexually active. There is an
encouraging sign, however, in that new HIV cases fell 9% in Broward County.
Statewide the decline was 3%, while Palm Beach dropped 15% and Miami-Dade
had no change. 32
The failure of funding to keep pace with treatment needs has spawned
discussions of eliminating secondary services, such as donated food, bus
vouchers and prevention. This situation could also extend the current wait of
weeks or months for doctor’s appointments. There was a reduction of 1%
nationwide in federal HIV/AIDS funding, which translated to no increase for
Broward County. 33 Funds continued to dwindle in 2005, as South Florida
received $49 million, or 6% less than 2003, in federal Ryan White grants to serve
the uninsured among the 41,541 HIV/AIDS patients. It is also equivalent to the
2001 funding allocated to serve 30,000 patients. In 2005, Broward had 12,898
people with HIV/AIDS, while Palm Beach and Miami-Dade counties had 6,961
and 21,682, respectively. 34
The key issues pertaining to mental health are:
• In Broward County, there are about 104,000 persons or 6.1% of the
county’s population with a severe mental illness. 35
• It is estimated that Broward County has 10,000 indigent mentally ill
residents. 36
• Florida is the 4th largest and 3rd wealthiest state in the nation, but ranks
48th in mental health funding. 37
• There are an estimated 319,968 adult Floridians with a severe and
persistent mental illness, and less than half (48%) are being treated. 38
• Untreated mental illness has an estimated national cost of $70 billion in
lost productivity, and creates a public health crisis that impacts law
enforcement, education, health care and business. 39 In a NAMI survey,
35% of businesses indicated that the lack of treatment and services for the
mentally ill was a “major problem,” and 52% opined that increased cost to
businesses whose employees or their families had undiagnosed or
improperly treated mental illnesses was a “fairly major” to a “very major”
problem. 40
• In the public health sector, 57% believe that treatment programs and
services in their communities for the mentally ill are overburdened; 54% of
them indicated that it is a “major problem”; and 77% said it was a “fairly
major” to “very major” problem on the public health system, particularly
emergency rooms treating large numbers of people with mental
disorders. 41
• Among educators responding to the survey, 55% stated that additional
stress on the educational system overburdened by undiagnosed or
improperly treated mental illnesses was a “fairly major” to a “very major”
problem. 42
Service Excellence, Community Focus, Responsive Leadership 21
• The gap is smaller for children’s mental health services, with two-thirds
(67.5%) of the 126,776 statewide with severe emotional disturbance,
having access to treatment. 43
• Based on a recent study of 300,000 insured children under age 19, drugs
for behavior disorders represented the number 1 children’s drug costs. 44
• A Duke University national study found that long-term outpatient care for
the mentally ill reduces the risk of arrest or hospitalization by 74% and
these patients are half as likely to commit violent acts. 45
• Broward County spends about $65 million annually dealing with the
mentally ill in the criminal justice system, with no reduction in the problem
or improvement in the condition of the mentally ill. 46
Impact of Mental Health Issues
In a report which could be characterized as an indictment of the mental health
service system, it was stated that “the system is fragmented and in disarray, not
from lack of commitment and skill of those who deliver care, but from underlying
structural, financing, and organizational problems. Many of the problems are due
to the "layering on" of multiple, well-intentioned programs without overall
direction, coordination, or consistency. The system's failings lead to unnecessary
and costly disability, homelessness, school failure, and incarceration.”
(President’s New Freedom Commission on Mental Health) The late 20th early 21st
century vision for treating the mentally ill, with the shift from institutionalization
towards an emphasis on an array of community-based services, has turned into
a virtual nightmare for Florida's mental health service delivery system and those
most dependent on its effectiveness.
Since a 1994 Broward County grand jury investigation found the county’s mental
health system deficient in a number of areas, such as funding, leadership, and
service integration, there have been some improvements. However, many of the
deficiencies persist today. The Broward County Jail is considered the largest
“mental institution” in the county, as individuals whose primary “crime” is mental
illness are cycled repeatedly through the system. Nothing less than a fully
funded comprehensive, integrated service continuum that is held accountable for
effectively addressing the multifaceted primary and behavioral health care needs
of those requiring such assistance will have the desired impact.
Despite the requirements stipulated in the Florida statutes pertaining to treatment
standards for the mentally ill, the underfunded system operates on a triage basis,
which focuses limited resources on less impaired patients, and leaves the most
seriously ill to fend for themselves on the streets, or in a criminal justice system
not designed or equipped to handle their mental illness. The situation is,
however, becoming more acute, as mentally ill jail inmates have increased five
times faster than the jail’s general inmate population. 47 In 2003, 984 (21%) of
Service Excellence, Community Focus, Responsive Leadership 22
the 4,731 total inmates in the Broward County Jail were on psychotropic drugs.
Psychiatric inmates also languish in jail eight times longer than other inmates,
while they wait for court-ordered evaluations, medications to render them
competent for their trial, and beds in treatment facilities.
It has been estimated that for every $1 invested in mental health treatment, there
is a $3-$8 saving from reductions in criminal activity and hospitalizations. 48
Studies indicate that people with severe and persistent mental illness, who
receive appropriate treatment, are no more violent or dangerous than those who
are not mentally ill. Mental illness is chronic and requires continuity of care to
avoid negative and/or dangerous consequences, such as suicide, homelessness,
criminal activity (often petty), and substance abuse, which tend to occur when
there is a lack of treatment compliance. Additionally, inmates diagnosed with a
mental illness cost nearly twice as much, $115 versus $62, per day to incarcerate
and remain jailed more than twice as long, 62 days versus 29 days.
Due to the dysfunctional mental health system, the Florida National Association
of Mental Illness (NAMI) report estimated that 60% of all persons discharged
from the State’s mental institutions or Crisis Stabilization Units return within 12
months. The integration of medical and social services, as a consistent
treatment protocol, is necessary for sustained treatment outcomes. Medication
without appropriate rehabilitative services diminishes the likelihood of successful
interventions. The mentally ill who receive comprehensive treatment are more
likely to return to some modicum of normalcy with the ability to remain in the
community and be self-supporting. Several states have passed legislation
authorizing court-ordered outpatient treatment for the mentally ill, and this has
been successful. In New York, for example, there were 83% fewer arrests, 85%
fewer incarcerations, an 85% reduction in homelessness, and a 77% reduction in
hospitalizations of the mentally ill. 49
Requests to First Call for Help for assistance pertaining to chronic mental illness
continued to decline in 2004, with 41% fewer calls, thereby decreasing from
3,204 in 2003 to 1,890. Calls over the same period for emotional/mental health
problems also declined, but to a substantially less extent, reflecting a 2%
decrease from 10,125 to 9,936. Suicidal callers did, however, increase slightly
(2%) from 457 in 2003 to 464 in 2004.
The Surgeon General’s report indicated that mental illness is the second leading
cause of disability and premature death. The report also indicated that mental
disorders collectively are responsible for more than 15% of the overall burden of
disease from all causes. The Center for Disease Control (CDC) revealed that
90% of all suicide victims had a mental illness. The Medical Examiner’s Office
Service Excellence, Community Focus, Responsive Leadership 23
recorded 234 suicides in Broward County in 2004, versus 226 in 2003, with
decedents ranging in age from 12 to 99 years old.
There is a 22% mental illness prevalence rate among older adults, 50 with
insufficient resources to address their needs. Disability due to mental illness
among the 65 and older population is expected to become a major public health
problem in the near future, specifically related to dementia, depression, and
schizophrenia, among other conditions. 51
According to the NAMI report, serious mental illness typically occurs between the
ages of 15 and 23, which underlines the need to address mental health issues
during the transition from adolescence to adulthood. The lack of a more
proactive treatment system for young adults, that includes protocols for co-
occurring disorders, diminishes the chances of recovery and contributes to the
associated problems of crime and homelessness.
The primary substance abuse issues are:
• There were 283 drug related deaths in Broward County in 2004, based on
data from the Medical Examiner’s Office.
• Despite a decline of 14 (29%), Broward County had the largest number
(35) of heroin-induced deaths in Florida in 2004. (CSA)
• The number of methadone deaths in Broward County rose 43% between
2003 and 2004.
• Broward County had 279 (36%) of the 765 South Florida Opioid related
deaths in 2004, while Miami-Dade County had 140 (18%) and Palm Beach
County had 346 (45%). (CSA)
• Lethal doses of the prescription drugs Xanax and Valium were responsible
for the deaths of more than 200 Broward County residents in 2004.
Narcotic analgesics (opioids) such as oxycodone (71), hydrocodone (38)
and methadone (73) were also cited in drug-related deaths.
Polysubstance abuse, where one or more substance was being abused
accounted for the majority of drug-related deaths.
• DCF reported that only 13% of the estimated 871,052 Floridians statewide
who need substance abuse services have access to treatment. 52
• Based on the Florida Commission on Mental Health and Substance Abuse
(FCMHSA) 2001 report, between 2% and 10% of elders abuse alcohol, an
additional 1.7% use illicit drugs, and another 17% misuse medication.
• The FCMHSA report also indicated that 80-85% of children treated for
mental health disorders also have a substance abuse problem.
• The substance abuse treatment gap for children is also severe, with only
22% of those needing assistance being able to access services. 53 .
Service Excellence, Community Focus, Responsive Leadership 24
• 44% (almost half) of all high school students in the County report use of
alcohol, marijuana or cocaine. 54
• 5% of all children and adolescents in the State are considered to have
extreme functional impairment that disrupts their ability to function. 55
Impact of Substance Abuse Issues
Substance abuse, and its consequences, is one of the most devastating
afflictions experienced by society. Nationally, an estimated 20,000 preventable
deaths occur each year because of drug abuse, while more than 100,000 people
succumb from the misuse of alcohol. Last year, First Call for Help received
3,078 calls related to substance addiction. Illicit drug use has been blamed for
suicides, homicides, motor vehicle casualties, HIV and other sexually transmitted
diseases, pneumonia, hepatitis, tuberculosis, and endocarditis. The National
Institute of Health indicated that drug abuse is presently the fastest growing
medium for the spread of AIDS in the U.S.
Beyond the harmful physical consequences, however, substance abuse also
adversely impacts crime rates, homelessness and business productivity, and
causes family and community disintegration. The Office of Drug Control reported
that 60-80% of all crime is related to drug abuse. Access to effective treatment is
needed to mitigate the negative impacts associated with substance abuse. It is
estimated that for every $1 invested in substance abuse treatment, there is a
saving of between $4 and $7 in crime and other societal costs. 56 The
effectiveness of treatment is also evident. When transitional substance free
housing is available with substance abuse treatment, the Broward Alcohol
Recovery Center (BARC) shows that successful treatment outcomes of people
staying in treatment and remaining substance free increase from the national
average of 40 to 45% to an average of 75%.
Homelessness
The main issues relating to homelessness are:
• Broward County has an estimated homeless population of 3,114 men,
women and children in 2005, with 83.7% single, and families accounting
for the remainder.
• There were 10,174 evictions from residences in 2004, which is 5% more
than the 9,689 in 2003.
• The National Alliance to End Homelessness study revealed that the
fastest growing group of homeless people consists of families with
children.
Service Excellence, Community Focus, Responsive Leadership 25
• The U.S. Department of Housing and Urban Development indicated that
worst-case housing needs, where low income occupants spend 50% or
more on housing, are at an all-time high.
• Chronic substance abusers account for 11.9%, and the mentally ill 20.4%
of the homeless population, with some experiencing both. 57
Impact of Homelessness Issues
Multidimensional, systemic and personal problems are often at the root of
homelessness, but a significant factor is the widening gap between housing costs
and income. The lack, especially, of transitional and affordable permanent
housing with supportive services congests emergency shelters, resulting in
occupants exceeding the intended duration of their stay, and a lack of vacancies
for the unsheltered waiting to receive services. The Housing First model
provides a holistic and effective response in assisting homeless individuals and
families rebuild their lives and regain their independence. Although Broward
County has adopted this approach in serving the homeless, adequate resource
allocation to the program is necessary to have a significant impact. The Business
Plan, in alignment with existing resources, specifies an increase from 30 to 130
homeless families receiving Housing First assistance, but, based on a service
gaps analysis, 447 families need access to this program. With 1,208 or 39% of
the homeless population unsheltered, there remains a need for 64 emergency
shelter beds, 64 transitional housing slots, and 1,080 permanent supportive
housing units, 625 of which are for the chronic homeless.
A federal government report indicated that 60 percent of the single homeless and
76 percent living with families were able to successfully transition from shelters to
permanent housing, after their needs for housing subsidies, health care,
substance abuse treatment, education and job training had been met.
Homelessness, of even a short duration, can result in depression, mental illness
and child neglect. However, individuals and families often remain homeless for
months and sometimes years. Children in homeless families experience
negative impacts from the lack of stability, the inability to have their basic needs
addressed, and the stigma associated with homelessness.
Housing
The main issues relating to housing are:
• Broward County is ranked 59th among Florida’s 67 counties in terms of
housing affordability, with neighboring counties Miami-Dade and Palm
Beach ranked 60th and 52nd respectively. 58
• Broward County ranked 11th for rent and 23rd for mortgage in counties
around the nation in 2004, where residents spend 30% or more of their
Service Excellence, Community Focus, Responsive Leadership 26
income for housing. 59 (Miami-Dade County was 1st for rent, and 2nd for
mortgage).
• Broward’s median income of $44,799 in 2004 ranked 146th out of 236
large counties. 60
• In Broward County in 2004, the Fair Market rent for a two-bedroom unit
was $998. 61
• Supplemental Security Income (SSI) individuals received monthly federal
benefits of $564 in 2004, 62 which for many is their sole source of income,
and makes it difficult for them to find decent, affordable housing.
• In Florida, South Florida is particularly impacted by the frenetic pace of the
housing market, where compared to the State’s median existing home
price, which rose 31% from a year ago June to $248,700, the price in
Broward County jumped 29% to $378,000; 30% in Palm Beach County to
$406,800; and 27% in Miami to $363,100. 63
• The median price of a new single family house in Broward County rose
28% from $301,900 in July in 2004 to $385,600 in July 2005. 64
• Land shortage and prohibitive land costs have curtailed new home
construction in the County, and for the twelve month period ending March
31, 2004, building permits fell 22%. 65
Impact of Housing Issues
The lack of suitable, attainable housing is cited as one of the major causes of
homelessness. Despite the lowest mortgage rates in decades, a mid-priced
house was still beyond the reach of many middle income buyers, such as
teachers, nurses, and police officers. Driven by soaring land and building costs,
developers decided to stop building single-family houses under $200,000. This
left a limited number of existing houses with a huge demand from middle class
house hunters, which caused prices to skyrocket. This frenzied state has
become more intense with the gradual increase of mortgage rates that began
recently, and caused a scramble to purchase housing before rates increase
further.
The number of houses in Broward County that sold for less than $150,000 has
dropped by a half in the five years prior to 2003, 66 and as of June 2005, the
median existing house price was, based on established affordability criteria,
$212,265 more than the average family earning the Area Median Income of
$57,700 could afford. Although borrowers can qualify for up to 50% of their
income on housing costs, they are then left with less money for other living
expenses and other debt payments, and have no reserves for emergency
medical or other situations. The affordability problem is no less dire for rental
property. A single mother with two children, which is typical in Broward County’s
low-income communities, would need full-time earnings of $19.19 hourly, or 312
Service Excellence, Community Focus, Responsive Leadership 27
percent of the $6.15 hourly minimum wage, to afford the 2004 Fair Market Rent
(FMR) of $998 monthly, for a 2 bedroom unit. A worker earning the Minimum
Wage ($6.15 per hour) must work 125 hours per week in order to afford the FMR
on a two-bedroom unit. An extremely low income household (earning 30% of the
AMI of $57,700 or $8.32 an hour) can afford monthly rent of no more than $433,
which is substantially below the $998 FMR for a 2 bedroom unit. 67
Developers are opting for more multifamily projects – townhouses, apartments,
condos – in response to the near built out condition of Broward County and the
associated prohibitive costs, more stringent building codes and impact fees.
They also believe that less expensive housing would require government
subsidies. There is no profit in building affordable housing, given the current
prohibitive costs. The County has responded by increasing the eligibility limit for
housing assistance to $230,000 for new houses and $152,000 for existing
structures.
The lack of affordable housing for the elderly was ranked, with health care and
transportation, among the top three unmet needs, with extensive waiting lists
among the top three services cited. Decreasing turnover in senior subsidized
housing, due to increasing longevity among this population, has made the
problem worse. A household on Social Security Income (SSI), which in Broward
amounts to a 2004 maximum of $564 per month, can afford no more than $169
monthly for housing. The FMR for a one bedroom unit in 2004 was $830, and an
efficiency apartment was $743. 68 SSI benefits are designed to assist the aged,
blind or otherwise disabled person with little or no income, and many rely on this
income to cover basic living expenses such as food, clothing and shelter. The
lack of affordable housing also makes it necessary for the disabled to live at
home with aging parents, in crowded homeless shelters, in institutions or nursing
homes, or compelled to choose between grossly substandard housing or paying
most of their monthly income for rent.
Operational Systems Development Issues
This new category seeks to address several Department-wide issues, and
develop projects and activities to enhance operational effectiveness and
efficiency.
• It has become increasingly necessary to stretch existing resources to keep
pace with the increasing demand for social services.
• The evaluation of new programs designed to enhance the effectiveness of
client services is necessary to facilitate appropriate modification and
expansion to meet Department-wide objectives.
• Internal and external communication remains a critical issue, with the
increased need for collaboration and service integration to maximize
Service Excellence, Community Focus, Responsive Leadership 28
resources, while effectively targeting and addressing the most urgent
human service needs of the community.
• The implementation of a comprehensive information management system
is integral to operational effectiveness within the Department.
• The timely training of staff on developments in the field, and the
incorporation of new skills and/or knowledge in services provided is
essential to a quality service orientation.
• Alternative funding sources have to be aggressively pursued to counteract
the shortfall from traditional funding sources, and increase the
Department’s ability to effectively address the growing and complex
demands of a larger and more diverse population.
Impact of Operational Systems Development Issues
A framework is needed to strengthen resource utilization and further the
Department’s mission. The lack of a universal, comprehensive information
management system has impeded the Department’s ability to enhance the
service delivery process, generate revenue from services provided, improve
operational efficiencies, track performance, adequately share and track client
information, and generate reports. This system would also improve the
Department’s ability to manage the data emanating from its vast array of diverse
programs.
Operational systems development also entails the development of a better
process to determine effective resource allocation to meet the community’s
service needs. This process will undertake a countywide approach in
determining available funding for services, conduct a thorough needs
assessment, scrutinize performance outcomes and service data, and perform a
comparative service cost analysis among providers. The importance of acquiring
additional funding through grants and other sources cannot be overemphasized,
as the Department attempts to fill the gap in resources needed to meet service
needs.
Service Quality Enhancements
The Department continues to strive for excellence in its operations to maximize
the effectiveness of services provided. Emphasis will be placed on maintaining
existing accreditation and extending these standards to other service areas. The
Department plans to undertake the process to have its Child Care Licensing and
Enforcement services accredited. It will also be important to keep abreast of
innovative and best practice protocols that offer proven practices to enhance the
County’s service system.
In an effort to enhance the competence and build the organizational capacity of
community providers, the Department’s Training Academy continues to provide
training and technical assistance. The program has been in existence in the
Service Excellence, Community Focus, Responsive Leadership 29
Human Services Department since 1997. The program was established to
recognize and acknowledge provider agencies demonstrating a commitment to
excellence. Certification is a comprehensive, cost effective and efficient method
developed to determine the competency level of community-based human
service agencies. Evaluation criteria used is representative of national best
practice standards and performance expectations determined to be essential in
evaluating organizational competency.
Becoming a certified agency under this program is a structured process in which
the applicant organization is reviewed for organizational and administrative
competence, program/service delivery, fiscal management, quality assurance/
quality improvement, and internal policies and procedures. Many community
funders ask whether an agency is certified under this program as part of their
application for funding and, the Broward County Human Services Department will
require agencies to be certified to be eligible for funding consideration beginning
January 2006. There is also an ongoing collaboration with BEACON, which
provides access to retired professionals, for more intensive assistance. The
Academy also offers year-round seminars on a number of topics relevant to
professional and organizational development.
The Request for Proposal (RFP) process has undergone considerable
transformation in an effort to increase contract accountability and strengthen the
linkage between resources, programs and effective service outcomes. The
Department developed a Performance Measurement Standards manual that
represents a compendium of services classified by taxonomy, and linked to
associated outcomes, performance indicators, and method of verification. This
also makes it easier for the Department’s contract evaluators to monitor and
determine contract compliance. The Department’s move toward the adoption of
more evidence-based practices in its service delivery system is consistent with its
reformation of the RFP process.
The Appendix outlines the Department’s work plan for FY 2004 and 2005, and
details the goals, objectives and key projects/activities, which are designed to
begin addressing the issues presented.
Service Excellence, Community Focus, Responsive Leadership 30
1
Florida Agency for Workforce Innovation, Labor Market Statistics, Local Area
Unemployment Statistics Program, in cooperation with the U.S. Department of
Labor, Bureau of Labor Statistics,
http://www.labormarketinfo.com/library/uiclaims.htm
2
The Herald, Low-paying jobs keep poor mired in poverty, June 27, 2004.
3
Florida Agency for Workforce Innovation, op. cit.
4
U.S. Census Bureau, American Community Survey, 2004.
5
U.S. Census Bureau, Housing and Household Economic Statistics Division,
Poverty Thresholds 2004.
6
U.S. Census Bureau, American Community Survey, 2004.
7
Knight Ridder Tribune News Services, More Floridians than ever rely on food
stamps, February 14, 2005.
8
U.S. Census Bureau, op.cit.
9
Ibid.
10
Ibid
11
U.S. Census Bureau, Census of Population, 2000.
12
Florida Department of Law Enforcement,
http://www.fdle.state.fl.us/FSAC/CrimeTrends/domesticviolence/2004dvbycounty.
htm
NAMI, The State of Mental Health Issues and Services in Florida, 2000.
13
The Herald, op.cit.
14
Sun-Sentinel, Hiring in South Florida rises as unemployment hits 3-year lows,
January 22, 2005.
15
Waldron, Tom, Roberts, Brandon, and Reamer, Andrew. Working Hard,
Falling Short, Working Poor Families Project, Annie E. Casey, Ford and
Rockefeller Foundations, October 2004
16
The Herald, op.cit.
17
The Herald, How housing prices have climbed, May 27, 2005.
18
Sun-Sentinel, Analysts predict a cooler market, October 20, 2005.
19
The Herald, Low-paying jobs keep poor mired in poverty, June 27, 2004.
20
Florida Agency for Health Care Administration, “The Uninsured Issue,” August
11, 2003.
21
Ibid.
22
Ibid.
23
The Herald, “More workers uninsured,” October 22, 2003.
24
Sun-Sentinel, June 25, 2004.
25
The Herald, op.cit.
26
Sun-Sentinel, “Program helps seniors learn, cope with HIV,” June 4, 2004.
Service Excellence, Community Focus, Responsive Leadership 31
27
The Herald, op.cit.
28
Sun-Sentinel, June 25, 2004.Ibid.
29
Sun-Sentinel, “Rising costs mean fewer employers are offering health
insurance,” September 10, 2004.
30
The Herald, “Premiums for health care rise over 11%,” September 10, 2004.
31
The Herald, “AIDS cases increase in Dade and Broward, February 18, 2005.
32
Ibid.
33
Sun-Sentinel, “Feds cut funding for South Florida HIV/AIDS patients for second
straight year,” March 8, 2004.
34
Sun-Sentinel, CDC says that 1 million people in U.S. have HIV/AIDS, June 14,
2005.
35
The Miami Herald, “Jailing a mental health patient can be expensive,” May 23,
2004.
36
Sun-Sentinel, “Solutions at work: Where there’s the will…,” February 17, 2004.
37
Sun-Sentinel, “Dream of dignity collides with reality,” February 15, 2004.
38
Florida Department of Children & Families, reported in the Florida Substance
Abuse & Mental Health Corporation Annual Report, December 31, 2004
39
NAMI, The State of Mental Health Services in Florida, March 2004.
40
NAMI report, Winter 2003.
41
Ibid.
42
Ibid.
43
Florida Department of Children & Families, op.cit.
44
The Miami Herald, “Behavior disorders No.1 in children’s drug costs,” May 17,
2004.
45
Sun-Sentinel, 4/24/04, 18A.
46
Ibid.
47
Sun-Sentinel, February 15, 2004.
48
Florida Commission on Mental Health and Substance Abuse, Final Report,
January 2001.
49
Sun-Sentinel, Reform of law badly needed, April 24, 2004.
50
U.S. Center for Disease Control and Prevention, Surveillance Report, 1999.
51
Florida Alcohol and Drug Abuse Association, retrieved from the Internet at
http://www.floridapartnersincrisis.org/bulletin_board.html.
52
Florida Department of Children & Families, op.cit.
53
Florida Department of Children & Families, ibid..
54
Broward County Commission on Substance Abuse, January-June 2001report.
55
Ibid.
56
U.S. Department of Health and Human Services, Centers for Disease Control,
Policy Issues and Challenges in Substance Abuse Treatment, 2002.
Service Excellence, Community Focus, Responsive Leadership 32
57
Broward County Homeless Initiative Partnership, January 25, 2005 report.
58
Measuring Housing Affordability in Florida, Volume XIV, Number 2, February
2004.
59
The Miami Herald, Housing costs strain budgets, August 31, 2005
60
Ibid.
61
National Low Income Housing Coalition, Out of Reach 2004.
62
Ibid.
63
The Miami Herald, South Florida home prices soar but not sales, July 26, 2005
64
The Miami Herald, As prices go up, sellers back out, September 8, 2005.
65
The Miami Herald, April 27, 2004.
66
Sun-Sentinel, $226,000: It’s the new norm for homes in Broward County,
November 23, 2003.
67
National Low Income Housing Coalition, op.cit.
68
Ibid.
Service Excellence, Community Focus, Responsive Leadership 33
APPENDIX
HUMAN SERVICES DEPARTMENT BUSINESS PLAN
FY 2004 and 2005
ECONOMIC STABILITY
Time Resources Responsible
Project/Activity Frame Required Performance Outcomes Agency Status
Goal 1: Develop innovative human services strategies for assisting children, elderly and low-income families, and promote
individual and family well-being.
Objective 1: Develop an integrated and seamless service system.
Integrate services within Jan-05 No additional Increased efficiency and FSAD Completed, integration of services
Family Success Administration resources sharing of resources for has been incorporated at all Family
Division to incorporate required improved client service Success Centers. CAA and the
Community Action Agency delivery. Office of Refugee Services have
(CAA), Refugee and Center placed case managers at the
services. Northwest Coral Springs Family
Success Center. $100,000 in
direct service dollars have been
allocated from CAA to the new
Northwest Coral Springs site.
Integrate services within the Jun-05 $30,000 Provides a single door of FSAD/EVSD The Northwest Coral Springs
N.W. Family Success Center allocated in the entry for clients to access Family Success Center officially
(Coral Springs) to include FY 2005 capital human services. opened on June 29, 2005. Elderly
CAA, refugee, elderly, budget for and Veteran Services, Children
children, substance furnishing and Services, Substance Abuse and
abuse/mental health, as reconfiguration Health Care Services Divisions
appropriate. along with Family Success are
currently operating out of the new
center.
Objective 2: Continue to build a comprehensive array of services that are accessible, responsive, meet or exceed best practice standards
and are results-oriented.
Promote a more comprehensive approach to addressing client needs:
Continue to implement the Family Ongoing No additional Increase in the number of FSAD The Family Development Model
Development Model which uses resources clients achieving stability has been fully implemented in the
11 areas of assessment and required in service domains in South Family Success Center
case management to which they are assessed since FY 2003-2004. All staff in
comprehensively serve clients, to be in crisis or at risk. the Division have been trained.
by training staff and expanding The model has been partially
the program to CAA and affiliate implemented in Mills and
sites. Pompano. Full implementation for
Mills is expected by Sept. 2005
while Pompano and Coral Springs
is expected in FY 2006. Per
contract, the Urban League and
Hispanic Unity have also fully
implemented the model.
Service Excellence, Community Focus, Responsive Leadership 34
Time Resources Responsible
Project/Activity Frame Required Performance Outcomes Agency Status
Expand Family Development Sep-05 $111,910 At least 300 clients FSAD Family Success Administration
Model to the Central Family approved in the achieve stability in Division has partially implemented
Success Center - Mills. FY 2005 Budget service domains in which the Family Development Model
(Challenge Goal) they are assessed to be and Community Based Case
in crisis or at risk. Management System in October
2004 with existing staff.
Recruitment to new positions has
been slower than expected
because of new HR protocols; and
community-based model
performance goals and objectives
have been negatively affected by
delays in recruitment of staff. At
the end of Third Quarter FY05,
185 clients had been enrolled at
Central and 99 of those had
achieved goals to date.
Provide continuous training to Ongoing No additional Staff has competence to FSAD Training and implementation of the
staff on Family Development resources implement the model as Family Development Model is
Model. required designed. completed for all Family Success
Affiliates and CAA. Human
Services Department staff have
implemented procedures to
provide ongoing technical and
training assistance to the non-
profit organizations.
Continue to work with existing Ongoing No additional Provide a one stop center FSAD Family Success Administration
partners and build new resources for clients to access Division (FSAD) has successfully
partnerships to co-locate and required services. opened the Northwest Coral
expand services. Springs Family Success Center,
which officially occurred on June
29, 2005. In addition to other
Human Services Divisions, FSAD
also partnered with Hispanic Unity
to provide services at the new
Center. FSAD also is working with
other divisions to integrate
homeless services in Lauderhill by
September 2005.
Evaluate the Family Developmen Sep-04 $13,000 Effective pilot ready for FSAD Report completed and approved
model. full implementation. by Department Director.
Implement recommendations Oct-05 No additional Improved service FSAD Completed. Recommendations
from the above evaluation. resources effectiveness which have been incorporated
required included more streamlined
assessment tools, and an
increased cognizance of
community needs.
Service Excellence, Community Focus, Responsive Leadership 35
Time Resources Responsible
Project/Activity Frame Required Performance Outcomes Agency Status
Develop plan for municipal Oct-05 No additional Increased access and FSAD,EVSD, Elderly & Veterans Services has
access to health/social resources improved service delivery SAHCS, HIP, increased access to its seniors
services. (Challenge Goal) required effectiveness for clients CSAD and veterans services through its
collaboration with the cities of
Deerfield Beach, Miramar,
Lauderhill, and Tamarac through
its Senior Wellness Program. In
addition, EVS, CSAD and FSAD
have increased access to services
to Northwest Broward through the
opening of the Northwest Coral
Springs Family Success Center.
The Northwest Coral Springs
Family Success Center will
provide services to the cities of
Parkland, Coral Springs, Margate,
North Lauderdale and Tamarac.
All agencies continue to identify
opportunities to increase access
through collaboration with cities as
an ongoing process. See Project
and Application Listing (PAL) for
more collaborations.
Develop collaborative strategies Oct-05 No additional Increased access to FSAD Through contract, Family Success
and a funding plan in cooperation resources services for clients has worked with Hispanic Unity to
with local communities/cities to required provide services in Miramar,
increase access in areas such as effective October 2004. In
Miramar, Deerfield Beach and addition, the division continues to
Coral Springs. develop services with the city of
Miramar, the hospital districts and
other social service agencies in
the creation of a social service
campus. This project is expected
to be completed by Sept 2008.
Objective 3: Support the development of research-based, non-traditional solutions.
Research the possibility of funding supported employment and business opportunities for disabled adults.
Use community groups to help Ongoing $50,000 Increased employment/ FSAD Researching the potential of
research and develop program. allocated for AFI business support developing Assets for
for FY2006 Independence (AFI) for physically
disabled clients. The next grant
cycle is November 2005. FSAD,
PDRED and the community
partners have agreed to submit
another application for AFI funds.
Grant award notification is
expected in March 2006.
Service Excellence, Community Focus, Responsive Leadership 36
Time Resources Responsible
Project/Activity Frame Required Performance Outcomes Agency Status
Goal 3: Maximize resources
Objective 1: Increase resources to clients.
Participate with partners in the Jul-04 Received Twelve clients for FY FSAD The AFI Program is a Community
community to leverage federal $26,000 to fund 2005. Lottery is Partnership Program whereby the
funding available for Individual a part time scheduled for September programmatic functions are
Development Accounts (IDA) position for 3 7, 2005, to select 30 administered by the Urban League
which would assist families in years and applicants. and fiscal and financial functions
becoming first time $54,000 to fund are administered by FSAD.
homebuyers. position for Twelve clients have been enrolled
Urban League in the program to date. Orientation
for 1 year (2005) sessions were completed in July,
2005. Applications have been
distributed throughout the County.
The BOCC approved the Shell
Agreement in August 2005.
Increase access to educational Oct-05 No additional Clients have access to FSAD Four hundred thirteen (413) clients
opportunities for clients. funds required educational opportunities were enrolled in educational
to increase their earning programs in FSAD. Educational
potential. program enrollments have been
limited until September 30, 2005,
to clients with income at or below
125% poverty level.
Continue Capacity Building Ongoing No additional 1. Ex-offender grant PDRED/ FSAD PDRED is working with FSAD to
assistance to providers. funds required 2. Employment Training develop a capacity building
grant for refugees assistance grant for the
3. Knight Foundation underserved population in
grant Broward. Application was
submitted in July 2005. PDRED is
currently working with Nova
University to develop other
research and evaluation
opportunities for the Department
particularly in Health & Human
Services. Efforts to identify and
develop grant opportunities are
ongoing for capacity building of
providers.
Service Excellence, Community Focus, Responsive Leadership 37
HUMAN SERVICES DEPARTMENT BUSINESS PLAN
FY 2004 and 2005
HOMELESS
Time Resources Performance Responsible
Project/Activity Frame Required Outcomes Agency Status
Goal 1: Develop innovative human services strategies for assisting children, elderly and low-income families, and promote
individual and family well-being.
Objective 2: Continue to build a comprehensive array of services that are accessible, responsive, meet or exceed best practice standards a
are results-oriented.
Promote more effective client Nov-04 CSMS/HMIS Improved individualized HIP In progress, core system and
assessment, service tracks. care based on assessed modules have been developed and
need implemented to include providers.
Waiting for additional modules and
reports to be designed and
implemented.
Increase access to Sep-05 CSMS/HMIS Increased income as HIP In progress - (including peer-to-
mainstream services. Systematic measured on HUD APR peer training at CoC Committee).
Access Strategy Waiting for additional modules and
reports to be designed and
implemented.
Establish the Homeless Management Information System (HMIS) component of CSMS:
Implement the Homeless Nov-04 IT Staff Improved planning data HIP Implemented as of November
Management Information System and care coordination 2004. Enhancements, policies,
(HMIS). expanded coverage - ongoing
Work with homeless providers to Jun-06 New IT position Most complete CoC HIP In progress, working on plan to
ensure they all use HMIS. (HUD funded) coverage possible include non-County funded
homeless providers.
Develop standard protocol for Sep-05 CSMS/HMIS Improved consumer care HIP In progress
use of HMIS such as determining User Group w/
who performs assessments or HSD
case management.
Use data to determine gaps and Sep-05 HMIS & Street Inform policy makers of HIP Ongoing, Annual Review
analyze services and needs. Survey needs and interventions
Integrate homeless services and resources:
Find a central location to Jun-05 Real Property Improved consumer care HIP/FSAD/ BOCC approved lease for NW
integrate homeless resources. and HSD Staff CSAD 16th Street in Lauderhill.
Work with Real Property and Oct-05 Space/Rental Improved consumer care HIP/FSAD In progress, working now on
other agencies to ensure funds certificate of occupancy.
successful relocation for HIP,
FSAD and CSAD units.
Continually evaluate Ongoing CSMS/HMIS Improve consumer care. HIP HSD Outcomes Committee review
performance of the homeless and design of Reduce number of in progress
Continuum of Care by outcomes unsheltered homeless
automating administrative module
data collection (including
outcomes)
Service Excellence, Community Focus, Responsive Leadership 38
Time Resources Performance Responsible
Project/Activity Frame Required Outcomes Agency Status
Increase services to homeless children and families (Challenge Goal):
Conduct needs assessment to Feb-05 Community Reduce number of CSAD/HIP Completed and incorporated in
determine gaps in services for Stakeholders unsheltered families March 2005 RFP. Results
homeless children and families and Facilitators included the continuation of
through focus groups, gaps housing transitional supports and
analysis, surveys and data adding support services for school
analysis and identify resources to age children such as specialized
meet needs as determined by the after school services for homeless
assessment. children and specialized mental
health counseling services for
adolescent homeless with gender
identity issues.
Identify research based best Completed N/A Improve consumer care CSAD/HIP Completed Feb. 2005 w/ HIP
practice for homeless children Admin. Identified local needs and
based on needs assessments. services supported by national
research.
Develop RFP based on identified Mar-05 Existing Staff Improve consumer care CSAD/HIP Completed March 05. RFP issued
best practice research. and resulted in FY06 funding of
best practice services supported
by national research.
Continue to expand the Housing Oct-05 $200,000 from Assist 131 clients to CSAD/HIP/ In progress, received an additional
First program which assists CSAD; move from emergency to FSAD $360,000 in March 2005 from
homeless families to move from $360,000 from permanent housing in an Commission.
emergency to permanent FSAD; effort to reduce
$279,442 CDD
housing. (Challenge Goal homelessness
$200,000 City of
Deliverable) Ft. Lauderdale
Develop a case management Sep-05 New staff Improved consumer CSAD/HIP/ In progress - New Housing First
system that transitions and positions and care. 70% housing FSAD program started Mar. 05 by FSAD
supports families with children rent assistance retention 6 months past Homeless Section. Also working
from shelters to self-sufficiency. approved by placement on receiving input from Ten Year
Commission in Plan.
March 2005 with
funding of
$360,000
Expand and sustain services Sep-05 Contingent on House all chronic HIP In progress - Sustainability
to chronically homeless replacement homeless Workgroup established to develop
through identification of from any and all a strategy to sustain grant
alternative funding for the $3.2 funding sources activities.
million Housing and Health
Options Provide
Empowerment (HHOPE) grant
after fed. funds. (SAMHSA,
HUD, VA, HRSA) terminate.
Develop plan to help decrease Nov-05 No additional Eliminate/reduce HIP and In progress - including applications
jail and hospital discharges to resources Institutional discharges Community for jail diversion grants
homelessness. required to homelessness Partners
Develop a new Ten Year Plan Sep-05 Approval by No unsheltered HIP and all Plan in progress. Drafts under
to End Homelessness ("TYP"), BOCC and Homeless in Broward Stakeholders review (Note: plan includes
including chronic sufficient County by 2015 complete list of goals and
homelessness. Resource objectives)
Allocation
Service Excellence, Community Focus, Responsive Leadership 39
Time Resources Performance Responsible
Project/Activity Frame Required Outcomes Agency Status
Goal 3: Generate revenue.
Objective 1: Increase Department revenue.
Determine cost effectiveness Implement No additional Increase number of HIP/SAHCS/ In progress, Implemented through
of establishing and ed by funds required - housing units available FSAD standards of care (PDRED to
implementing a sliding scale transitional will generate monitor) and by BARC/HART
fee for recipients of housing resources.
transitional housing providers
department-wide. through
standards
of care
Renew Gas Tax Option Completed N/A N/A HIP Approved by Commission on June
8, 2004 through Dec 31, 2029
Apply to modify selected HUD Jun-05 Staff and Project 80% retention of HIP and In progress for SAHCS family
projects for scattered site Sponsors permanent housing Project project
housing for some mental Sponsors
health and co-occurring
clients.
Apply to modify HUD funds for FY 2006 Staff and Project Increase number of HIP In progress. Letter sent to project
elder specialized transitional Sponsor homeless elders in sponsor on 8/31/05 for sponsors
housing (behavioral health) to permanent housing to apply to modify HUD funds.
allocate to permanent housing
for elders (Housing First
Model)
Service Excellence, Community Focus, Responsive Leadership 40
HUMAN SERVICES DEPARTMENT BUSINESS PLAN
FY 2004 and 2005
HEALTH CARE
Time Resources Responsible
Project/Activity Frame Required Performance Outcomes Agency Status
Goal 1: Develop innovative human services strategies for assisting children, elderly and low-income families, and promote
individual and family well-being.
Objective 2: Continue to build a comprehensive array of services that are accessible, responsive, meet or exceed best practice standards and
are results-oriented.
Coordinate substance abuse Improved access to SAHCS/EVS/ CSAD: RFP in FY05 resulted in
and mental health services to residential services for HIP/CSAD funding for specialized services for
improve treatment outcomes clients with specialized children with co-occurring
for clients with co-occurring needs. disorders. One Community
disorders: Partnership, through its virtual one
Improved access to all door access approach is improving
Develop and increase specialized levels of services for the access to and coordination of
services for co-occurring children experiencing a these services.
disorders through: co-occurring disorder.
1. Performing an analysis of
need and current capacity Jan-05 No additional Results from pre and SAHCS/EVS/ Completed. Incorporated Compass
including Homeless Assistance resources post Compass Tool HIP Tool into the divisions and
Centers. required. assessment community organizations to
assess policies and procedures
related to treating those with co-
occurring disorders.
2. Complete process for Jun-05 No additional Improved collaboration SAHCS/EVS Completed
execution of communitywide resources among agencies to better
Memorandum of Understanding required. serve clients with co-
for all Substance Abuse and occurring disorders.
Mental Health providers and
funders.
3. Continue to modify (as Ongoing No additional Improved coordination SAHCS/EVS/ In progress. Strategic plans now
necessary) and implement a resources among community HIP include Primary Care, HIV/AIDS
strategic plan developed by the required. providers based on and Domestic Violence services.
provider community for an specific criteria
integrated system of care for established in the
behavioral health co-occurring strategic plan
disorders for adults, elders and
children.
Apply for grants that assist Ongoing No additional Increase funding for SAHCS/ Award granted via a Kids In
communities in integration of resources services by 5%. PDRED Distress Grant for $252,411.
services. required.
Develop and implement a model that integrates primary care and behavioral health services for children, adults and elders:
Identify a model which integrates Jan-06 TBD Increased ability to SAHCS/ EVS Currently in consensus building
primary health with behavioral identify and treat clients stage. Met with individual key
health and obtain consensus. needing behavioral health players (NBHD, MHS, DCF, BSO)
(Challenge Goal) and primary health care to gather information about each
services agency's strategic direction. BSO
taking a strong lead, and future
meetings with them are planned to
explore collaborations in the
system. Still determining strategic
direction among agencies and this
is in the consensus building stage.
Service Excellence, Community Focus, Responsive Leadership 41
Time Resources Responsible
Project/Activity Frame Required Performance Outcomes Agency Status
Develop a plan with providers Jun-06 TBD Increased ability to SAHCS, EVS Cannot proceed until consensus
consistent with the agreed upon identify and treat clients is reached on a selected model.
model to begin to provide best needing behavioral health
practices programming in and primary health care
coordination with primary health services
care. (Challenge Goal)
Implement the Model as standard Sep-06 TBD Increased ability to SAHCS/ EVS Cannot proceed until consensus
practice for adults and elders. identify and treat clients is reached on a selected model.
(Challenge Goal) needing behavioral health
and primary health care
services
Implement the wraparound mode Sep-05 No additional Children with behavioral CSAD Over 600 families currently
for children (SAMHSA). resources health disorders receive receiving Wraparound services
required. services as needed with 50 "certified" staff.
Realign resources to reinforce TBD Clients referred from SAHCS/EVS/ Completed and ongoing CSU
use of community crisis Baker Act receiving HIP admitting into screening unit for
stabilization unit (CSU) and facilities to the diversion of clients. Reallocated
less inpatient hospital care. Community CSU will be resources to new community
provided early providers. Met with DCF, Ft.
Partner with the State to develop interventions, effective Lauderdale Hospital, NBHD and
a North and South Crisis discharge planning, SBHD on 6/5 to discuss the
Intervention System to incentivize rehabilitation, self-help Districts' 10 Crisis Acute Care
diversion from jail to CSU and and choice. System design for fiscal year '05-
Community Inpatient to Respite. 06. DCF is currently
redesignating Fort Lauderdale
Hospital as a public receiving
facility with 10 beds effective 7/1.
DCF will no longer be contracting
for inpatient beds with the North
and South Broward Hospital
Districts.
Reinforce the expansion of crisis intervention team (CIT):
Create an access point for CIT. Jan-05 No additional Behavioral health clients SAHCS/EVS Completed - Crisis Stabilization
resources are diverted from the Unit developed other resources
required. criminal justice system with DCF.
into alternate care
Provide resources to police Ongoing No additional Training police officers SAHCS Adult Mental Health Council, along
officers in the CIT program to resources who come into contact with the Mental Health Court
help families. required. with people with severe continue to train law enforcement
mental illnesses in the agencies. CIT training team, along
community to recognize with Honorable Judge Mark
the signs and symptoms Speiser, presented nationally to a
of these illnesses and to conference of 800 attendees in
respond effectively and Ohio where they reinforced the
appropriately to people goal of the de-crimilization of the
who are experiencing mentally ill.
psychiatric crises.
Service Excellence, Community Focus, Responsive Leadership 42
Time Resources Responsible
Project/Activity Frame Required Performance Outcomes Agency Status
Implement a system of care plan for special needs children:
Collaborate with the Children's Mar. 05 No additional A completed system of CSAD Three collaboration meetings with
Services Council (CSC) in resources are care model for special CSC ( Board and staff) & Children
determining the development of a needed needs children and their Services Board (CSB) & CSAD
system of care through their families with identified conducted to identify system.
consultant's evaluation. funding priorities, a
division of responsibilities
and associated costs
Identify and re-focus existing To be A completed system of CSAD CSC needs assessment report
resources to meet the needs and Sept 2005 determined by care model for special was issued on May 20, 2005.
gaps as determined by the the consultant's needs children and their
consultant's report. report families with identified
(Challenge Goal) funding priorities, a
division of responsibilities
and associated costs
Determine funding priorities and Ongoing No additional Unduplicated contractual CSAD Completed for FY 2005.
target populations in collaboration resources are services Collaboration has resulted in
with the Children's Services required unduplicated contractual services.
Council. Develop division of
funding responsibilities.
Develop Request for Funding Mar-05 No additional Increased ability to fund CSAD FY05 RFP Completed. FY06 RFP
(RFP) based on needs, gaps and resources are identified community will incorporate collaborative
best practices. required needs funding plan recommendations
which was approved by the Board
in June 2005.
Negotiate contracts and Jul-05 No additional 100% of contracts are CSAD Negotiation meetings completed in
performance measurements with resources are executed July 2005.
provider organizations. required
Develop a Quality Improvement Sep-05 No additional A QI system-wide CSAD Outcomes will be developed out of
process to review Children's resources are process is developed the negotiation meeting using
Special Needs Service System required with performance standard Department outcome
including system wide measures measures.
performance measures.
Implement One Community Partnership (OCP):
Develop and Implement year 4 Sep-05 No additional 90% of strategic plan CSAD 97% of OCP strategic plan
objectives according to the OCP resources are objectives are met on objectives due by Sept-05 will be
strategic plan. needed both the overall and sub - met.
committees strategic
plans
Continue implementation of an Sep-05 Federal funds Increase participation in CSAD As of July 2005, 83% - 10
integrated information through the the MIS system by 12 children's mental health providers
management system for all SAMHSA grant providers have signed BIN MOUs. 100%
SAMHSA grant partner now using CSMS.
organizations using the BIN and
CSMS.
Continue utilizing scientific Sep-05 No additional Increase access to CSAD Ongoing evaluation activities unde
evaluation studies to document resources are services within the OCP are tracking these outcomes.
effectiveness of system-wide required system. Increase As of 09-05 a 12 month baseline
changes and best practices integration of systems of study on the performance
treatment strategies implemented care (DJJ, School measures was completed.
through SAMHSA. (Year 3 system, foster care,
strategies) mental health, primary
care). Increase family
involvement
Goal 2: Generate revenue.
Service Excellence, Community Focus, Responsive Leadership 43
Time Resources Responsible
Project/Activity Frame Required Performance Outcomes Agency Status
Objective 1: Increase Department revenue by 5%.
The Department's Mental Ongoing No additional Increased funding to PDRED Strategic Prevention Framework
Health/Substance Abuse grant funds required. improve the adequacy of SAMHSA grant to address
writer will conduct joint services provided. substance abuse, HIV, and
planning and submission of hepatitis in re-entry populations
applications with other and minority communities $1.3
funders. million over 5 years; Support grant
for Public Health Conference
focusing on aging and disability
resource centers $20,000.
Increase revenues brought in by the SAHCS Division:
Increase TANF funding where Ongoing None Additional revenues to SAHCS Achieved. The division brought in
possible. facilitate an increase in an additional $259,000 in FY 2004
the quantity and quality of and $302,000 in FY 2005. (Please
services. note that TANF funding is solely at
discretion of DCF).
Increase third party billing. 12/1/2005 No additional Additional revenues to SAHCS Third party billing is done when
resources facilitate an increase in available under fee for services
required. the quantity and quality of plan. New client information
services. system (ECHO) has been
developed to track all client
services and provides information
for 3rd party billing.
Increase Medicaid billing. 6/1/2005 No additional Additional revenues to SAHCS Testing of eligibility (270/271)
funds required. facilitate an increase in through ECHO and testing of
the quantity and quality of electronic submission (835/837)
services. nearly complete. Once fully
accepted, Medicaid billings will
occur weekly. Institute of Mental
Disease (IMD) issues limit billing
for residential services. Primary
3rd party billing is TANF in the
residential program.
Increased revenue in FY 2005 by
$5,000.
Generate revenues through 1/1/2005 No additional Additional revenues to SAHCS The Division collected $18,605 in
additional billing such as self pay. funds required. facilitate an increase in clients fees for FY 2004 and
the quantity and quality of $42,757 for FY 2005.
services.
Service Excellence, Community Focus, Responsive Leadership 44
Time Resources Responsible
Project/Activity Frame Required Performance Outcomes Agency Status
Goal 3: Maximize resources
Objective 1: Continue to build an efficient service delivery system.
Continue to research Jun-05 No additional Control increasing SAHCS RFP completed, new contract
alternatives for purchasing resources pharmacy costs. signed for 1 year
pharmaceuticals for BARC. required.
Objective 3: Develop an environment that supports continuous community participation to influence human services policy.
Continue participation in Ongoing No additional Increased partnership on SAHCS, EVS, 1. SAHCS presented at Florida
organizations relating to resources local and state level to HIP, CSAD Alcohol and Drug Abuse
substance abuse and mental required. advance mental health Association (FADAA), 2. BARC
health. and substance abuse Advisory Board President serves
issues. on the Governor appointed
Substance Abuse and Mental
Health Corporation.
3. EVS presented at the Florida
Coalition for Optimal Mental Health
and Aging, California Older Adult
Mental Health Symposium.
4. EVS presented to the Florida
Substance Abuse and Mental
Health Corporation.
Continue leadership role in Ongoing No additional Increase collaboration HSD The Coalition continues monthly
local coalition for substance resources among behavioral health meetings to further advocacy and
abuse and mental health. required. stakeholders system improvement related to
behavioral health.
Service Excellence, Community Focus, Responsive Leadership 45
HUMAN SERVICES DEPARTMENT BUSINESS PLAN
FY 2004 and 2005
SERVICE QUALITY ENHANCEMENT
Time Resources Responsible
Project/Activity Frame Required Performance Outcomes Agency Status
Goal 1: Develop innovative human services strategies for assisting children, elderly and low-income families, and promote
individual and family well-being.
Objective 2: Continue to build a comprehensive array of services that are accessible, responsive, meet or exceed best practice standards and
are results-oriented.
Achieve accreditation of Child Care Licensing and Enforcement services as a child care regulator:
Survey several accreditation Dec-04 $30,000 Affirmed organizational CSAD Completed. Selected
organizations to determine most budgeted competence Council On Accreditation (COA).
appropriate body for CCLE.
Enroll CCLE supervisory staff in No additional All supervisory staff are CSAD Working with COA consultant to
accreditation orientation training. Sept 05 resources prepared for the COA provide training.
required accreditation process
Train staff on accreditation No additional All CCLE staff have been CSAD COA consultant will provide
standards. Sept 05 resources trained on COA training.
required governance standards
Hire consultant to develop self- No additional Organizational CSAD Completed
study. Aug-05 resources Assessment Plan for
required agency accreditation
Submit application for FY 2007 Required documents CSAD Self assessment will begin Oct.
accreditation review. Oct-06 Supplement for submitted for 05. This often takes one year prior
$15,000 assessment process to applying for accreditation. Note
that new COA governance
standards have just been release
in draft form.
Complete the process for a Feb. 07 See above Accreditation achieved. CSAD
formal review. (Challenge Goal
Deliverable)
In collaboration with the Broward County Early Learning Coalition (BCELC), develop and Implement a "Quality Rating" process to
assist families in choosing quality childcare:
Obtain grant funding through the Jun-05 No additional Families are better able CSAD June 05 BCELC contract was
BCELC. resources to select quality child executed. New contract in place
required care. as of July 1, 2005 for $514,000.
Implement Quality Rating Jul-05 BCELC Funds Compendium of quality CSAD QRS supervisor, Quality Rater &
System. for Quality rated childcare centers. Systems Network Analyst and
Rating program Secretary hired. Should be fully
staffed by Sept. 2005.
Standardize case management service delivery across the Department (Challenge Goal):
Develop a standardized case Jul-05 No additional Department-wide EVS/FSAD In process
management practice manual. resources standardized case Lead with
required management practice. SAHCS, HIP,
CSAD
Train staff on case management Sep-05 No additional 100% of Department EVS/FSAD Pending manual completion
standardized protocols. resources case management staff Lead with
required trained; 85% of whom SAHCS, HIP,
demonstrate an 80% or and CSAD
higher competency level
Service Excellence, Community Focus, Responsive Leadership 46
Time Resources Responsible
Project/Activity Frame Required Performance Outcomes Agency Status
Implement standard case No additional 100% of Department EVS/FSAD Pending manual and training
management approach Oct-05 resources case management staff Lead with completion.
department-wide. required practice within the SAHCS, HIP,
protocols, i.e., single, CSAD
standard case
management approach
Reallocate emergency 0ct-05 No additional More efficient service EVS/FSAD Pending completion of case
assistance funds to a department resources delivery process Lead with management standardization
wide fund. required consistent with a "no SAHCS, HIP,
wrong door" approach. CSAD
Re-analyze contingency fund 0ct-05 No additional More efficient service EVS/FSAD Pending completion of case
utilization for internal staff and resources delivery process Lead with management standardization
external providers. required consistent with a "no SAHCS, HIP,
wrong door" approach. CSAD
Expand the Family Development Oct-05 No additional 100% of Central Family EVS/FSAD Pending
model to the Central Family resources Success Center case Lead with
Success Center and implement required managers utilize the SAHCS, HIP,
standard case management Family Development CSAD
procedures department-wide. model in conjunction with
(Challenge Goal Deliverable) Department-wide
standard case
management procedures
to improve service
delivery and
effectiveness.
Evaluate the success of the Oct-05 Evaluator Improved project EVS Evaluation draft completed
Consumer Directed Care standardization and 06/30/05
Model to include an analysis of consumer effectiveness
costs and total leveraged
dollars.
Integrate elderly wellness and veterans support services with city senior centers:
Meet with city senior and Ongoing No additional N/A EVS Initial stages completed 09/30/04;
community center coordinators to resources Ongoing project.
discuss pertinent issues. required
Reach consensus on services Ongoing No additional N/A EVS Initial stages completed 09/30/04;
and resources to integrate resources Ongoing project.
services. required
Develop collaborative Ongoing No additional N/A EVS Initial stages completed 09/30/04;
memorandum of understanding. resources Executed MOU. Ongoing project.
required
Implement projects. Ongoing No additional N/A EVS Initial stages completed 10/01/04;
resources Ongoing project.
required
Integrate elderly wellness and Ongoing No additional Increased number of EVS Initial stages completed thru
support services with city senior resources cities with whom 06/30/05; Ongoing project.
center. required collaborative projects are
established
Service Excellence, Community Focus, Responsive Leadership 47
HUMAN SERVICES DEPARTMENT BUSINESS PLAN
FY 2004 and 2005
INFORMATION SYSTEMS
Goal 1: Develop innovative human services strategies for assisting children, elderly and low-income families, and promote
individual and family well-being.
Objective 2: Continue to build a comprehensive array of services that are accessible, responsive, meet or exceed best practice
standards and are results oriented.
Time Resources Responsible
Project/Activity Frame Required Performance Outcomes Agency Status
Update all websites (internal and On-going None Dissemination of timely, HSD In progress
external) for HSD. readily available
information to keep the
public and staff abreast
of HSD services,
activities and events.
Implement B.R.I.T.E. project for Jun-05 1. Tablet PC's. Automate B.R.I.T.E. HSD/EVS In progress
elders. 2. ETIPS (State project.
application) (in
EVS budget).
Enhance Integrated background Sep-05 Staff time and Increase efficiency and HSD/CSAD In process
screening with monitoring existing accuracy by eliminating
process for CCLE. consultant. retyping.
Continue to develop and enhance Jan-06 1. ISA III JAVA 1. Ease of public access HSD In progress
the Broward Information Network programmer. to BIN/HSD information
(BIN) with Public and Private 2. Server - 2850 and eligibility.
components. Increase access to Dell. 2. Informs public about
and use of BIN. 3. ISA III services and service
Database eligibility.
operator.
Replace existing Medex system. Sep-06 1. Additional I. Integration of all data ME/HSD Regular analysis completed by
$185,000 function for Medical OIT. Selection of off-the-shelf
requested in FY Examiner. system is pending.
2006 budget. 2. Enhanced reporting
2. $116,865 requirements.
already 3. Ability to share data
budgeted in FY with other ME offices
05 budget. with similar system.
3. Need to
request
additional
$50,000 in FY
2007 budget for
recurring
maintenance
costs.
Develop a standard on-line form Sep-06 1. Server and Increased efficiency and HSD New project
set for all internal direct service Adobe software. accuracy of information.
agencies (ECHO, CSMS, CCLE, 2. Database
HSD, PDRED, CSAD, FSAD, Operator.
SAHCS, EVS). 3. SQL license
Enhance ECHO system: Sep-06 1. Data base 1. Increase efficiency of HSD/SAHCS/ 1. In process for test server.
Integrate ECHO with toxicology administrator. urine analysis. ME 2. Integration and database
database at Medical Examiner's 2. Programming 2. More timely delivery of administration in planning.
Office. consultant. service.
3. Test server
3. Test application before
(2850).
going into production.
Service Excellence, Community Focus, Responsive Leadership 48
Time Resources Responsible
Project/Activity Frame Required Performance Outcomes Agency Status
Look at alternatives in-house and Sep-06 Actual private Ensure privacy of 1.HSD/ In progress
externally for network network funding HIV/AIDS client data. SAHCS
infrastructure for PCIS TBD. 2. HIV/AIDS
Planning
Council
Enhancement of CCLE service Sep-06 1. Tablet PC's. 1. Efficient data HSD/CSAD New project
delivery. 2. Cabling. transmission.
2. Upgraded service
delivery capacity to better
serve clients.
Update results notification of Sep-06 1. Funding for 1. Automatic notification HSD/CSAD New project
background screening for CCLE consultant. of background screening
providers. 2. Oracle status to CCLE
software and providers.
licenses. 2. Assist providers per
3. Server 2850 County ordinance to
screen staff within 24
hours of employment.
Tier system for CCLE. Sep-06 1. Purchase of 1. Improve quality of child HSD/CSAD In progress
ERS data care services.
systems 2. Comply with State
2. 4 tablet PCs requirements.
Implement records management Sep-06 1. Consultant 1. Efficiency in document HSD/PDRED In progress
and workflow. services and retrieval.
requested 2. Minimize document
$35,000 in FY duplication.
2006 for Phase 3. Performance
II of project. accountability of records.
2. Received FY
2005 funding for
$50,000 for
Phase I of
project.
Upgrade and replace Help Desk Sep-06 1. Software 1. Improve response time HSD New project
system. 2. SNA II to Help Desk calls.
2. Increase
accountability.
Design, develop and deploy a Dec-06 1. Server - 2850 Improve decision making HSD In preliminary planning.
data warehouse/collect and Dell with 4 process.
aggregate data to improve processors and
decision making regarding Oracle licenses
service delivery. for 4.
2. Consultant in
Oracle Data
Warehouse (part
of approved
FY05
support for
$289,000).
3. GIS software
Replace current Provider System Sep-07 1. Consultant Update system through HSD/SAHCS In process
(PCIS). ($60,000). replacement. (CSMS
2. Funding TBD may be an alternative).
Centralize back-up of all systems Sep-07 1. Storage area 1. Ensure integrity of HSD New project
(ECHO, CSMS, CCLE, PCIS). network/Network data.
Attached 2. Ensure ability to
Storage recover data.
2. Veritas
software.
Service Excellence, Community Focus, Responsive Leadership 49
Time Resources Responsible
Project/Activity Frame Required Performance Outcomes Agency Status
Goal 1: Develop innovative human services strategies for assisting children, elderly and low-income families, and promote
individual and family well-being.
Objective 3: Establish a process that supports the development of research based non-traditional solutions.
Continue SAMSHA development Through 1. Server - 2850 1. Access to services for CSAD In progress
and community participation. 2008 Dell Severely Emotionally
(grant 2. Possibly a Disturbed (SED) children
funded consultant through a virtual front
through door.
about 2. Evaluation of service
2008) outcomes for SED
children to facilitate
improved services.
GOAL 3. Maximize resources.
Objective 2: Continue to build an efficient and effective service delivery system.
Increase access to and use of On-going As previously 1. Client tracking across HSD In progress
BIN. stated providers.
2. Informs public about
services and service
eligibility.
Enhance CSMS to meet the On-going 1. Staff as 1. Reduction in the HSD In planning.
needs of all providers and the previously number of applications
Department. indicated. currently supported.
2. Funding for 2. Standardized data
consultant. collection.
3. Upgrade 3. Generate more useful
servers. information.
4. Improved reporting
capabilities.
Integrate business automation of Dec-06 1. ISA II 1.More efficient billing. HSD Research and development phase
major business applications Technical Writer 2. Enhanced revenue
(ECHO/CSMS/BIN/PCIS/ 2. Accounts tracking.
WINASAP/Billing) Receivable/Medi 3. Reduce rekeying of
caid Insurance information.
Billing Module for
CSMS
3. Enhance
CSMS
Service Excellence, Community Focus, Responsive Leadership 50
HUMAN SERVICES DEPARTMENT BUSINESS PLAN
FY 2004 and 2005
OPERATIONAL SYSTEMS DEVELOPMENT
Time Resources Responsible
Project/Activity Frame Required Performance Outcomes Agency Status
Goal 1: Develop innovative human services strategies for assisting children, elderly and low-income families, and promote
individual and family well-being.
Objective 5: Promote the use of evidence based human services practice countywide.
Require use of evidence based Jun-05 Use of existing Increase effectiveness of CSAD Incorporated into RFP as of June
protocols in children services NPO funding behavioral health 2005. Implementation is effective
behavioral health contracts. services for children October 1st 2005, outcomes
report, October 2006.
Goal 2: Generate revenue
Objective 1: Increase Department revenue by 5%
Continue to fully utilize the Ongoing No additional Increased funding to PDRED Staff submitted 21 grants totaling
Department's grant writing resources improve the adequacy of $12.2 million to fund a number of
resources and expertise. required services provided. services, of which $267,491 have
been received to date.
Increased revenues to
facilitate an increase in
the quantity and quality of
services.
Goal 3: Maximize resources
Objective 1: Continue to build an efficient service delivery system.
Develop standard policies and Ongoing No additional More efficient resource HSD Policies are currently being
continually evaluate resources utilization and increased standardized according to the
procedures across divisions required. efficiency in JCAHO format. Additional policies
for standardization and other Department's operations. are to be drafted with the
improvements. implementation of the Client
Services Management System.
Standardize RFP/RLI Ongoing No additional Consistency in HSD Completed, RFP process has
application process and unit resources contractual requirements been standardized. Standardized
costs for similar services required. and service costs among policies and procedures are being
purchased. providers. developed.
Standardize service outcomes Ongoing No additional Consistency in the quality HSD Standard outcomes have been
for all contracts. resources of services among developed but need review as
required. providers. Department moves to evidence
based RFP and contracting.
Objective 3: Develop an environment that supports continuous community participation to influence human services policy.
Establish mechanisms (e.g., Ongoing No additional Resources are better All Divisions In preparation for its 2006 RFP,
satisfaction surveys, focus resources targeted to provide Children Services conducted
groups and needs required, appropriate services surveys, best practice research,
assessments) to facilitate reallocation of based on community focus groups and gaps analysis to
input from various sources resources need. determine how best to allocate
and, where warranted, resources.
incorporation into the
Department's activities. All divisions send out a satisfaction
survey to receive input from clients
on services.
Service Excellence, Community Focus, Responsive Leadership 51
Time Resources Responsible
Project/Activity Frame Required Performance Outcomes Agency Status
Encourage and support staff Ongoing No additional Ongoing awareness of All Divisions Family Success has staff
participation in various resources developments impacting participating in the Victims
organizations, pertinent work the human services Witness Programs along with the
groups and committees community, and the State Attorney's Office, police
opportunity to play a role departments and the Court
in achieving meaningful System to improve access to
change. services for domestic violence
victims.
Staff also participates on the
South Broward Coordinating
Council with the hospital districts,
cities and homeowners
associations to coordinate services
and research grant opportunities
and provide employment for
residents.
Goal 4: Lead the community in sharing human service expertise.
Objective 2: Provide human services education, mentorship and advocacy.
Provide technical assistance Ongoing No additional Improve providers' All Divisions Staff provided technical assistance
to providers. resources organizational to contracted agencies in the
required. competency and service areas of documentation, invoicing,
delivery capabilities. employee screening, outcomes,
and residential facility
maintenance. Providers also
received certification assistance.
Staff also conducted 20
workshops on various pertinent
topics for more than 60 agencies,
and participated in a number of
community groups, coalitions and
committees.
Continue community training Ongoing No additional Increased community PDRED Fifty-nine (59) training events for
through PDRED. resources capacity the community in FY 05 through
required building/technical the Training Academy
assistance expertise
Service Excellence, Community Focus, Responsive Leadership 52
Acronyms
AFI Assets for Independence
AMA Alliance of Methadone Advocates
AP Accounts Payable
APR Annual Progress Report
B.R.I.T.E. Brief Referral, Intervention, and Treatment for Elders
BARC Broward Alcohol Receiving Center
BCELC Broward County Early Learning Coalition
BIN Broward Information Network
BOCC Board of County Commissioners
BSO Broward Sheriff's Office
CAA Community Action Agency
CCLE Child Care Licensing Enforcement
CIT Crisis Intervention Team
COA Council on Accreditation
CoC Continuum of Care
CSA Commission on Substance Abuse
CSAD Children's Services Administration Division
CSC Community Services Council
CSMS Client Services Management System
CSU Crisis Stabilization Unit
DCF Department of Children and Families
DJJ Department of Juvenile Justice
ECHO Echo Group
ERS Environment Rating Scale
ETIPS Elder Treatment, Intervention and Programming Screening
EVSD Elderly & Veterans Services Division
FADAA Florida Alcohol & Drug Abuse Association
FSAD Family Success Administration Division
HIP Homeless Initiative Partnership
HMIS Homeless Management Information System
HR Human Resources
HSD Human Services Department
HUD Housing and Urban Development
Service Excellence, Community Focus, Responsive Leadership 53
IDA Individual Development Account
IMD Institute of Mental Disease
JCAHO Joint Commission on Accreditation of Healthcare Organizations
MHS Memorial Health System
NBHD North Broward Hospital District
NPO Non-Profit Organization
OCP One Community Partnership
OIT Office of Information Technology
PAL Project Application Listing
PCIS Plan of Care Information System
QI Quality Improvement
QRS Quality Rating System
RFP Request For Proposal
RLI Request for Letter of Interest
SAHCS Substance Abuse & Health Care Services
SAMHSA Substance Abuse & Mental Health Services Administration
SBHD South Broward Hospital District
SED Severely Emotionally Disturbed
SQL Sequential Query Language
TANF Temporary Assistance for Needy Families
TBD To be determined
Service Excellence, Community Focus, Responsive Leadership 54
