HD50 - Evaluation of the Comprehensive Services Act


Executive Summary:
This report is submitted in response to House Joint Resolution No. 56 of the 1994 Virginia legislative session. The Resolution requires the Secretaries of Health and Human Resources, Public Safety, and Education "to study and evaluate the effectiveness and efficiency of and the adequacy of state funding for the Comprehensive Services Act." The conclusions and recommendations contained herein are based on the experiences of Virginia's counties and cities during the first year of implementation (July 1, 1993 - June 30, 1994) of the Comprehensive Services Act (CSA).

This study addresses three major objectives. Each is presented here, along with a summation of related conclusions and recommendations.

Objective 1. To provide preliminary data on local administrative costs of implementing the CSA during fiscal year 1994.

Many local agency staff persons experience a significant increase in their workload due to the interagency collaborative style introduced through the CSA.

Recommendations:

1. Continue funding of CSA administrative costs at least two years beyond the current biennium, for a total of the first five years of CSA operation.

2. Conduct a special audit of a sample of rural and urban areas to ascertain the actual costs (in both dollars and human resources) of implementing the CSA.

3. Provide technical assistance to localities which express an interest in joint ventures with neighboring localities to aid with CSA administration.

4. Conduct workshops for localities on alternative strategies for addressing CSA administrative needs without using additional state or local funds.

Many local staff testify that CSA administrative funds are inadequate to cover actual costs.

Recommendations:

5. Investigate the feasibility of providing a minimum CSA administration allocation which is greater than the current minimum of $5,000, and/or reducing the local administrative burden.

6. Distribute the funds which some localities do not request to those localities which demonstrate a need for supplemental administrative resources.

7. Establish an "initiative fund" to which localities could apply for innovative, cost-efficient approaches to services administration.

Regardless of implementation issues, the "bottom line" for many involved with the CSA is whether the Act is creating a better system to serve at-risk children and their families.

Recommendation:

8. Focus future evaluation efforts on quality of services, client outcomes, customer satisfaction and cost efficiencies.

Objective 2. To provide preliminary data on the adequacy of CSA pooled service funds for fiscal year 1994.

A major concern expressed at all levels and across the state is that "non-mandated" youth do not receive the services they need.

Recommendations:

9. Explore alternative methods to assure equal access to services by all youth eligible for CSA inclusion, and project attendant costs to the state and localities.

10. Reassess the state funding formula for the CSA in light of one year's experience.

11. Establish a group of experts in the area of "creative funding" to provide technical assistance to others.

12. As recommended by the "CSA Forecasting Task Force," the Department of Planning and Budget should proceed to establish a technical forecasting work group to project the future demand for CSA services and their associated costs.

There are concerns voiced that charges for services by private providers have significantly increased since de-regulation. There is little "hard" evidence to deny or substantiate this claim.

Recommendation:

13. Request the Department of Planning and Budget to repeat its study of private provider fees, now that the CSA has been operational for over one year.

Objective 3. To examine the interrelatedness of various planning processes (i.e., IFSP, IEP, FCSP) for services to mandated children.

There is a loud and clear message from across the Commonwealth that the greatest accomplishment to date of the CSA has been the initiation in some cases, and the enhancement in most cases, of interagency collaboration.

Recommendations:

14. Recognize local CSA participants for the herculean efforts they exerted to make the CSA a reality during the past year.

15. At the appropriate time, publicize the CSA nationwide.

It appears from the findings of this study that only a small minority of FAPTs continue to experience conflict among the IFSP, IEP and FCSP planning processes.

Recommendations:

16. Determine which FAPTs may be experiencing difficulties in handling the various child-planning processes. Arrange for technical assistance from other FAPTs when requested.

17. Encourage FAPTs to cross train their members in the various types of child service plans.

18. Repeat the IEP/IFSP article which appeared in the March 1994 issue of "Comprehensive Services for Youth and Families NEWS."

There is a wide variation in the degree to which localities have successfully implemented the CSA. Certain jurisdictions may adhere to the philosophy and intentions underlying the Act, but are frustrated by difficulties in developing procedures and practices to assure its smooth operation.

Recommendation:

19. Enhance technical assistance and increase its availability to localities.

CSA and the Governor's Commission on Government Reform

There are a number of principles delineated by the Health and Human Resources Committee of the Governor's Blue Ribbon Strike Force which are consistent with those of the CSA.

"Consolidating similar or duplicative programs and services."

A major aim of the CSA's interagency approach to services is to eliminate duplication of application and planning processes for at-risk youth and families, and to consolidate overlapping services.

"Encouraging 'one-stop shopping' to improve services to the public."

The creation of FAPTs under the CSA has provided a single, multi-agency point of contact for parents of at-risk youth.

"Co-locating offices, cross-training staff, and establishing a vehicle to require interagency cooperation."

The establishment of CPMTs and FAPTs under the CSA has decidedly enhanced interagency collaboration. Cross-training of staff has been a "bonus" outcome.

"Requiring agencies to find innovative approaches to service delivery to promote efficiency and reduce costs."

One of the principal goals of the CSA is to promote the development of new community-based services for at-risk youth and their families.

"Reducing reliance on general fund support by establishing public/private partnerships."

The establishment of public/private partnerships is an expressed goal of the CSA.

"Using computer technology to simplify paperwork, improve intra- and interagency communications, reduce COSIS and reduce time required for agencies to respond to the needs of clients."

There is an intention for the CSA to be supported by a statewide, interagency MIS. The CSA MIS has been delayed due to its cost, but the idea has not been abandoned.