THE FUND FOR A HEALTHY NEVADA

Transcription

1 PROPOSAL TO THE FUND FOR A HEALTHY NEVADA Subcommittee Prioritization Process June 6, 2005 Social Entrepreneurs, Inc Lakeside Drive, Suite 160 Reno, Nevada Phone: (775) Fax: (775) Internet: EXHIBIT T Healthy NV Entire document provided. Document consists of 15 pages. Due to size limitations, pages provided. A copy of the complete document is available through the Research Library (775/ or library@lcb.state.nv.us). Meeting Date: June 10, 2005

2 Table of Contents 1. INTRODUCTION TO SEI PROJECT OVERVIEW PROJECT SCOPE AND OUTPUT TIMING AND RESPONSIBILITIES STAFFING BUDGET...8 APPENDIX A DETAILED WORK PLAN...10

3 We at Social Entrepreneurs, Inc. (SEI) appreciate the opportunity to be of service once again to the Fund for a Healthy Nevada, referred to throughout as the Fund. This proposal describes the scope of work, timeline, budget, and other relevant information to assist The Fund for A Healthy Nevada Task Force and Grants Management Advisory Board in developing priorities, strategies and recommendations for the categories addressed in the 2005 Needs Assessment update for the Fund for a Healthy Nevada. 1. INTRODUCTION TO SEI The mission of SEI is to improve the lives of people by helping organizations realize their potential. We fulfill our mission by providing services that merge the best management practices from the not-for-profit, public and for-profit sectors. These services include assessments of community assets and needs, strategic planning, organizational development, human resource management, financial planning and management, funding allocation and diversification methods, program and systems level evaluations, management information systems, and program development. Based in Reno, we work almost exclusively with health and human service organizations, serving state and county government agencies, local nonprofit organizations, foundations, and state associations throughout the Western United States. We work actively in all types of geographic areas across the range of urban, suburban, rural and frontier settings. SEI has considerable experience in this type of needs assessment prioritization process. We had the privilege of preparing the previous two needs assessment reports for the Fund in partnership with the Center for Health Improvement. The latest report, to be presented in July 2005 updated the July 2003 report titled Health and Wellness in Nevada. This report addresses the four categories and their corresponding issues to be prioritized by Subcommittees made up of Task Force and Grants Management Advisory Board Members. Other projects we have conducted that involve this type of prioritization of large-scale data are: Development of the annual report for the Nevada State Oral Health Program, involving assimilation and presentation of the best available recent data on oral health conditions in Nevada; Comprehensive county-wide assessment and prioritization of children s health issues in San Diego County, California, producing a report used by the San Diego County Children and Families Commission to guide allocation of over $10 million of annual funding; Page 1

4 Countywide assessments of children s health and family support needs for Children and Families Commissions in six counties in California in order to guide strategic planning and prioritize funding allocation efforts. We also offer substantial content knowledge about the areas of service targeted by this prioritization process. Members of our project team have provided direct technical assistance to a variety of health, social service and disability-related programs, including: substance abuse prevention, intervention and treatment programs; childcare and parenting programs; medical and oral health programs; food banks and nutrition programs; and developmental disability regional centers. In the final analysis, we believe our team would be an outstanding partner for the Fund because of the following reasons: Our experience. We offer extensive experience with community-based organizations, and particularly planning related to human services. We are also very experienced in facilitation, research, project management, and other skills that are important to the success of this project. Our team combines strong process skills with deep hands-on expertise in subject areas relevant to key issues to be addressed. Our commitment to producing results. Virtually without exception, our clients over the entire history of SEI say that we go the extra mile to ensure that our work produces tangible positive results for the organizations and communities that we serve. Our understanding of Nevada. We live and work in Nevada and have consulted with, worked for or collaborated with representatives from each of the key issues that must be addressed in this project. We are confident that our understanding of Nevada, both from our work and experience as a community resident will enhance the planning project. We would be pleased to provide any additional information desired about our qualifications, including references from past and current clients. 2. PROJECT OVERVIEW The Fund for A Healthy Nevada was created in accordance with NRS to utilize 50% of tobacco settlement monies received or recovered, by the State of Nevada. The life expectancy for the Fund is through the year The Task Force for the Fund for a Healthy Nevada was established to be the decision making body for these funds. The Task Force is comprised of members who are appointed by the majority leader of the senate, the speaker of the assembly, or by the governor, in accordance with NRS Membership includes two legislators and up to seven members of the public. Page 2

5 The Grants Management Unit (GMU) of the Department of Human Resources Director s Office administers grants funded by the Task Force as well as other funding sources. The GMU has established Subcommittees for four service categories funded by the GMU to coordinate funding from all of these sources. The project covered by this proposal uses the updated 2005 needs assessment of public health and wellness within the four service categories targeted by the GMU. The purpose of the needs assessment was to provide objective information for the four Subcommittees and the Task Force to use in setting priorities and making funding recommendations. The purpose of the project described in this proposal is to assist the Subcommittees in establishing priorities, identifying strategies and making recommendations regarding funding, program support, organizational development and systems change related to the four service categories. SEI proposes using a facilitated approach to work with subcommittees in developing their priorities, strategies and recommendations. 3. PROJECT SCOPE AND OUTPUT Project scope refers to the activities that SEI proposes to perform for the Fund. SEI will use the 2005 version of the Health and Wellness in Nevada report as the foundation of information for the prioritization process. The Needs Assessment and corresponding Subcommittees will be organized into one of four categories: Category 1 Independent Living Category 2 Health for all Populations Category 3 Substance Abuse Category 4 Child Abuse Prevention and Family Support Each category has a number of subcategories of issues. Each Subcommittee will set priorities, identify goals and make recommendations for the Category. They will do this by reviewing the Demographics, Conditions and Needs, Community Impact, Gaps in Services and Data Issues sections of the Needs Assessment for their Category. Research on best practices will also be presented to assist Subcommittees in selecting strategies. The process we would use to work with the Subcommittees consists of three phases: Identify Strategies, Solicit Stakeholder Input and Set Priorities and Recommendations. These phases will result in establishing priorities, identifying strategies and making recommendations regarding funding, program support, organizational development and systems change. SEI will meet with the Task Force and Grants Management Advisory Board in July to present the needs assessment results. SEI will allocate additional resources for the July meeting to Page 3

6 help facilitate break out sessions. SEI staff will then meet with individual Subcommittees twice between September and December. Between the first and second meeting with each Subcommittee, SEI proposes to conduct a focus group for each category to solicit stakeholder input. Subcommittees will have their second meeting following the focus groups. The second meeting will result in a summary statement of the priorities, strategies and recommendations for that Category. SEI will prepare all meeting materials, facilitate all meetings and document the results. In addition, SEI will coordinate and communicate regularly with Fund staff throughout the project. Each phase is described in more depth below. PHASE 1: IDENTIFY STRATEGIES Phase 1 activities will begin with a project kickoff meeting with the Fund s staff to discuss Subcommittees and logistics of the July and future meetings. Prior to the meeting in July, SEI will conduct targeted research on best practices related to the potential strategies for each Category. SEI will prepare meeting materials and the agenda for the breakout sessions that will take place during the July meeting. This will include a review of the potential focus group participants by Category, and a summary of potential best practice strategies. Following the presentation of the needs assessment results, SEI will facilitate the breakout sessions at the July meeting in both Carson City and Las Vegas. The breakout sessions will include discussing potential strategies, establishing a meeting calendar, and soliciting feedback on participants for the focus groups. Following the meeting, SEI will document the meeting results by Category, including the calendar, focus group list, and draft strategies, and will send them to the Subcommittees for review and feedback. SEI will collect and incorporate feedback into the draft strategies by Category and prepare the agenda and meeting materials for Meeting: 1 of the Subcommittees. Based on the agreed upon calendars, SEI will facilitate the first Subcommittee meeting for each Category to identify strategies. Phase 1 will conclude with the documentation of each Category s meeting 1 results into a summary. PHASE 2: SOLICIT STAKEHOLDER INPUT To begin Phase 2, SEI proposes to meet with Fund staff to present meeting 1 results and to finalize locations and the participants list for the focus groups. Focus Groups will be scheduled in both Northern and Southern Nevada for each of the four categories. SEI will develop the invitation and agenda for the focus groups by Category and issue the focus group invitations 30 days in advance of the focus group. Once the agenda is finalized, we will develop meeting materials for the focus groups. Materials are likely to include a prioritization survey and feedback form, as well as some proposed strategies regarding funding, program support, organizational development and systems change related to the four service categories. This will give participants tangible documents for which to provide feedback. SEI will conduct two Category focus groups per day over two days, in both Northern and Southern Nevada. The purpose of the focus group is to solicit feedback on priorities, Page 4

7 strategies, and recommendations regarding funding, program support, organizational development and systems change related to the service category. Following the focus groups, SEI will document the results for each Category and forward them to the Subcommittees for review. To conclude Phase 2, SEI will meet with the Fund s staff to communicate results and solicit their feedback on the focus group results. PHASE 3: SET PRIORITIES AND RECOMMENDATIONS The third Phase of the project is to facilitate the Subcommittees final recommendations, strategies and priorities after considering the needs assessment data, best practice strategies, and stakeholder feedback. The second meeting of the Subcommittees will assist members in synthesizing the data and results and make decisions regarding the priorities, strategies and recommendations. Following the second meeting, SEI will document all meeting results into final Category summary statements. The project will conclude once SEI has prepared a computer CD-ROM with electronic versions of all documents produced or gathered during the project and delivered them to Fund Staff for final sign off. PROJECT MANAGEMENT In addition to the three phases, some project time will be used to report status and for ongoing communications with the Fund s staff throughout the project. The primary deliverables or tangible outputs to be produced by SEI during the project are: Summary statements that outline priorities, strategies and recommendations of each Subcommittee for their Category. The computer CD-ROM with electronic versions of all tools and documents produced during the project. 4. TIMING AND RESPONSIBILITIES The table below gives a summary of the time estimates required to complete all aspects of the project scope. Appendix A contains a detailed work plan showing all of the individual tasks and task-level time estimates. The target dates are based on being able to meet with the Subcommittees in July and conduct the prioritization activities between September and December Phase Start Date End Date SEI Phase 1: Identify Strategies 7/11/05 11/30/05 99 Phase 2: Solicit Stakeholder Input 9/5/05 11/30/05 51 Page 5

8 Phase Start Date End Date SEI Phase 3: Set Priorities And Recommendations 11/30/05 12/31/05 41 Project Management Ongoing throughout 9 the project Total 200 SEI will make all reasonable efforts to ensure that work is completed within the timeframes outlined above. However, no guarantees can be provided regarding the timeframes since timing of Subcommittee meetings can be affected by numerous factors beyond our control. SEI will schedule meetings to accommodate the majority of Subcommittee members and will be flexible in the timing of meetings to best meet Subcommittee members needs. This project is an important undertaking that depends on excellent working relationships between the Fund for a Healthy Nevada and SEI. It is therefore important to clarify the roles and responsibilities of each organization. SEI s responsibilities for the project include: Develop all tools and materials necessary to conduct all aspects of the project scope. Research best practices by Category. Conduct all facilitation activities described in the Project Scope section. Arrange and conduct focus groups. Document focus groups and present to Subcommittees. Assist Subcommittees in setting priorities, strategies and recommendations. Package and deliver all materials to the Fund for a Healthy Nevada at project close. Plan and manage all aspects of the project, including regular communications with the Fund for a Healthy Nevada. The Grants Management Unit s staff responsibilities for the project include: Assist SEI with determining focus group participants list. Arrange for meeting space and video conferencing for Subcommittee meetings and focus groups. Review the draft materials and provide feedback during each phase of the project. Provide copies of materials to be distributed and other such logistical matters. Provide funding parameters and current funding for each Category. Provide an on-going commitment to support the needs assessment process or, if such commitment cannot be sustained, to promptly notify SEI. 5. STAFFING Page 6

9 The Project Director will be Kelly Marschall, a Client Services Manager and Principal at SEI. Kelly would serve as the lead consultant as well as be responsible for overall management of the project. Kelly will be actively assisted by Sarah Boxx, and Kellie Bates from SEI. Our team approach is structured to ensure that highly qualified professionals are assigned to every aspect of the project and that the Fund for a Healthy Nevada will benefit from the combined experience of the entire SEI team. Kelly Marschall, Client Services Manager and a Principal at SEI, has led a number of complex assessment and data collection projects for organizations including the San Diego County Children and Families Commission, Glenn County Children and Families Commission, California Association of Nonprofits, California Dental Association, Reno Area Alliance for the Homeless, Food Bank of Northern Nevada and Nevada Head Start State Collaboration Office. Prior to joining SEI, she had 12 years of experience in the substance abuse and behavioral health field that included serving as the Lead Accreditor for the Nevada Bureau of Alcohol and Drug Abuse. Sarah Boxx, Client Services Manager and a Principal at SEI, has also led various complex assessment and data collection projects for organizations such as The Parasol Foundation (a comprehensive assessment of community needs for the North Lake Tahoe area), Calaveras County Children and Families Commission, California Association of Nonprofits, and Child Care Planning Councils in five California counties. Prior to joining SEI, she had ten years of experience as the Executive Director of children and family service organizations that included support and coordination of a statewide network of 23 Family Resource Centers in Nevada, statewide child care quality improvement and subsidy programs in Nevada, child assault prevention efforts and many other forms of family support. Kellie Bates, Client Services Associate at SEI, has fifteen years of professional experience in the fields of early care and education and social work that includes serving as the Director for the Head Start State Collaboration Project and providing leadership to the Child and Family Research Center at the University of Nevada, Reno. Her experience relevant to this project includes conducting an Early Head Start community assessment for the University of Nevada, Reno, a needs assessment for a Cooperative Extension Homeless Outreach Grant, and a program analysis for the Santa Clara County Public Health Department. The consulting team may use SEI s strategic partners to conduct research during the project and SEI s Project Support staff to help with telephone calls, organization of materials and administrative support throughout the project. Page 7

10 6. BUDGET The cost for completion of all activities described in this proposal is $23,361, consisting of $19,440 in professional fees and $3,921 in direct expenses to conduct the project. The professional fees are based on the hours shown in the detailed work plan in Appendix A and our rate of $125 per hour for Consulting Manager professional time, $75 per hour for Consulting Associate professional time, and $30 per hour for Project Support time. Normal and reasonable expenses incurred by SEI for this project are charged in addition to the professional fees. Expenses may include mileage, airfare, meals, lodging, long distance phone calls, postage, printing, and other such items that are specifically related to the project. It is assumed that costs for copying of materials and for meeting costs to present the results to the Task Force will be handled by the Fund, so these costs are not included in our expense estimate. Professional Fees: Expense Quantity Standard Hourly Rate Total Professional - Manager 123 $125 $15,375 Professional - Associate 39 $75 $2,925 Professional - Admin 38 $30 $1,140 Total Professional Fees: $19,440 Expenses: Expense Quantity Fees Total Airfare --12 flights Reno to 12 $220 $2,640 Vegas Lodging 6 nights Las Vegas 6 $80 $480 Meals 10 days for 2 SEI staff $43 $430 Rental Car 7 days rental $29 $203 Mileage--Reno to Carson miles.375 $67.5 trips Meeting supplies 4 $25 $100 Travel hours Built into hourly estimates for each task based on ½ of total travel time Total Expenses: $ 3,921 Invoices are issued monthly for work performed during the month, up to the total cost limit for the project. Expenses incurred during each month would be added to the professional fees. Payments are due within 30 days of invoice date unless otherwise agreed to by SEI. Page 8

11 The fees are based on the scope of the project, as defined in section 3 and Appendix A of this proposal, and on the division of responsibilities outlined in section 4. To reduce the cost of the project, the Fund s staff may suggest reductions to the scope of the project by eliminating tasks in the workplan. For example, staff could request that focus groups take place in one location rather than in both Northern and Southern Nevada. SEI would be happy to revise the scope of work detailed in this proposal based on feedback from the Fund s staff. Changes to the project scope, such as the addition of other deliverables to be produced, may result in additional fees. We will notify you if we believe that the scope has changed; additional fees cannot be charged unless agreed to by you. We would be honored to serve The Fund for a Healthy Nevada and can assure you that you will receive responsive, high quality professional services. Page 9

12 APPENDIX A DETAILED WORK PLAN The individual tasks that SEI would perform to fulfill the project scope are listed below along with the hours estimated for each task. Timing is suggested but may be considerably different for each Subcommittee, once their meetings and the focus groups have been scheduled. Regardless, all project activities will conclude by December 31, Task Timeframe Manager Associate Support PHASE 1: IDENTIFY STRATEGIES 1. Conduct project kickoff meeting with the Fund s staff to discuss Subcommittees and logistics 7/11/05 7/25/ Conduct research on potential strategies by Category 3. Prepare meeting materials and agenda for breakout sessions during July meeting to include potential focus group participant list by category, and summary of potential strategies 4. Facilitate July meeting in Las Vegas (present needs assessment results, breakout session to discuss potential strategies, establish calendar, and solicit feedback on participants for focus groups) 5. Facilitate July meeting in Carson City (present needs assessment results, breakout session to discuss potential strategies, establish calendar, and solicit feedback on participants for focus groups) 6. Document results by Category and send to Subcommittees for review 7. Collect and incorporate feedback into draft strategies by Category 8. Prepare agenda and meeting materials for Meeting 1 of Subcommittees 9. Facilitate Category 1, meeting 1 to identify 7/11/05 7/29/05 7/13/05 7/21/05 TBD 7/ TBD 7/05 3 1/31/05 2/18/05 8/1/05 8/15/05 8/1/05 8/15/05 TBD 9/05 to 11/ Page 10

13 Task 10. Facilitate Category 2, meeting 1 to identify 11. Facilitate Category 3, meeting 1 to identify 12. Facilitate Category 4, meeting 1 to identify 13. Document Meeting 1 results for each Category into draft summary PHASE 2: SOLICIT STAKEHOLDER INPUT 14. Meet with Fund staff to present meeting 1 results and finalize locations and participants for focus groups Timeframe TBD 9/05 to 11/05 TBD 9/05 to 11/05 TBD 9/05 to 11/05 TBD 9/05 to 11/05 TBD 9/05 to 11/05 Manager Associate Support Develop invitation and agenda for Focus groups by Category 9/12/05 9/30/ Issue focus group invitation 10/3/05 10/28/ Collect and manage focus group RSVP 10/10/05 11/7/ Develop meeting materials for Focus Groups (Prioritization tool, feedback form and proposed strategies regarding funding, program support, organizational development and systems change related to the four service categories) 19. Conduct Focus Group Category 1 to identify priorities, feedback and suggestions about strategies, recommendations regarding funding, program support, organizational development and systems change related to the service category 20. Conduct Focus Group Category 2 to identify priorities, feedback and suggestions about strategies, recommendations regarding funding, program support, organizational development and systems change related to the service category 10/10/05 11/7/05 10/17/05 11/21/05 10/17/05 11/21/ Page 11

14 Task 21. Conduct Focus Group Category 3 to identify priorities, feedback and suggestions about strategies, recommendations regarding funding, program support, organizational development and systems change related to the service category 22. Conduct Focus Group Category 4 to identify priorities, feedback and suggestions about strategies, recommendations regarding funding, program support, organizational development and systems change related to the service category 23. Document Focus Group results for each Category and forward to Subcommittees for review. 24. Obtain feedback from the Fund s staff on the focus group results PHASE 3: SET PRIORITIES AND RECOMMENDATIONS Timeframe 10/17/05 11/21/05 10/17/05 11/21/05 11/21/05 11/28/05 11/28/05 11/30/05 Manager Associate Support Prepare agenda and issue draft strategies, focus group analysis and draft recommendations for Subcommittee Meeting 11/ Facilitate Category 1, meeting 2 to identify 27. Facilitate Category 2, meeting 2 to identify 28. Facilitate Category 3, meeting 2 to identify 29. Facilitate Category 4, meeting 2 to identify 11/05 12/05 11/05 12/05 11/05 12/05 11/05 12/ Document all meeting results into final Category summary statements 31. Prepare a computer CD-ROM with electronic versions of all documents produced or gathered during the project and deliver to Fund Staff for final sign off 12/ /05 1 PROJECT MANAGEMENT Page 12

15 Task 32. Status reporting and ongoing communications with the Fund s staff throughout the project Timeframe Ongoing throughout the project Manager Associate Support TOTAL Page 13