Blcc findings

Brooklyn Linkage to Care Coalition

Brooklyn Linkage to Care Coalition

Organizational Assessment Presentation

October 20, 2011

Organizational Assessment Presentation

October 20, 2011

John Magisano, M.Div., CODPPrincipal, John Magisano Consulting

John Magisano Consulting 2011John Magisano Consulting 2011

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ContentsContents

1. Background2. Assessment Issues3. Respondent Pool4. Understanding of the mission5. Major Accomplishments6. Challenges7. Future of BLCC8. Activities and Priorities9. Structure10. Professional and Community Needs Met by BLCC11. Conclusions

1. Background2. Assessment Issues3. Respondent Pool4. Understanding of the mission5. Major Accomplishments6. Challenges7. Future of BLCC8. Activities and Priorities9. Structure10. Professional and Community Needs Met by BLCC11. Conclusions


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BackgroundBackground

Founded in June 2006 at conference sponsored by the New York City Department of Health and Mental Hygiene (DOHMH) and the Brooklyn AIDS Task Force (BATF) and its "Community Partners" from their NYC Council HIV Communities of Color funded Community/Computer Mapping project including the Brooklyn Borough President's Office. The conference brought together for the first time all those doing HIV testing in Brooklyn. BLCC's mission is:

To work collaboratively with community-based groups, academia, state and city agencies, policy makers, funders and health, educational and religious institutions to significantly reduce the impact of HIV/AIDS in the borough of Brooklyn.

Founded in June 2006 at conference sponsored by the New York City Department of Health and Mental Hygiene (DOHMH) and the Brooklyn AIDS Task Force (BATF) and its "Community Partners" from their NYC Council HIV Communities of Color funded Community/Computer Mapping project including the Brooklyn Borough President's Office. The conference brought together for the first time all those doing HIV testing in Brooklyn. BLCC's mission is:

To work collaboratively with community-based groups, academia, state and city agencies, policy makers, funders and health, educational and religious institutions to significantly reduce the impact of HIV/AIDS in the borough of Brooklyn.


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Background (cont.)Background (cont.)

BLCC is experiencing some normal leadership changes which will impact it’s operation in the future. In order to assess options for organizational structure and activities, this project was undertaken on a volunteer basis by John Magisano beginning in May 2011.

BLCC is experiencing some normal leadership changes which will impact it’s operation in the future. In order to assess options for organizational structure and activities, this project was undertaken on a volunteer basis by John Magisano beginning in May 2011.


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Assessment IssuesAssessment IssuesBLCC is a multi-stakeholder, loosely structured coalition, dependent on in-kind resources of staffing, administration, facilities, and participation of members. This project sought to assess:

1. Members’ understanding of the mission2. Perception of BLCC’s major accomplishments3. BLCC’s influence on participants’ own work and the

work of their organizations4. Members’ thoughts on the future of BLCC,

including: a) Whether it should continue as an active organizationb) What the focus of the future activities should bec) Options for possible mechanisms for organizing

future work, activities and structure.

BLCC is a multi-stakeholder, loosely structured coalition, dependent on in-kind resources of staffing, administration, facilities, and participation of members. This project sought to assess:

1. Members’ understanding of the mission2. Perception of BLCC’s major accomplishments3. BLCC’s influence on participants’ own work and the

work of their organizations4. Members’ thoughts on the future of BLCC,

including: a) Whether it should continue as an active organizationb) What the focus of the future activities should bec) Options for possible mechanisms for organizing

future work, activities and structure.


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Respondent PoolRespondent Pool

A total of 16 interviews, including:• 3 Clinical Directors• 3 Deputy Directors• 3 Program/Project Directors• 2 HIV Treatment Adherence Counselors• 2 Quantitative Researchers• 1 Executive Director• 1 Public Health Professor• 1 Anthropology Professor

A total of 16 interviews, including:• 3 Clinical Directors• 3 Deputy Directors• 3 Program/Project Directors• 2 HIV Treatment Adherence Counselors• 2 Quantitative Researchers• 1 Executive Director• 1 Public Health Professor• 1 Anthropology Professor


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Respondent PoolRespondent Pool

Among organizations represented were:• 3 Multi-service providers • 3 Colleges • 2 Hospital Centers• 2 Outreach/Prevention/Testing providers• 1 City Dept. of Health/Mental Health• 1 Health & Hospitals Corporation• 1 Perinatal Network

Among organizations represented were:• 3 Multi-service providers • 3 Colleges • 2 Hospital Centers• 2 Outreach/Prevention/Testing providers• 1 City Dept. of Health/Mental Health• 1 Health & Hospitals Corporation• 1 Perinatal Network


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Length of Participation in BLCC

Length of Participation in BLCC

0

1

2

3

4

5

6

Less than oneyear

1-2 years 2-3 years since founding


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Understanding of the Mission


Mission Statement:

To work collaboratively with community-based groups, academia, state and city agencies, policy makers, funders and

health, educational and religious institutions to significantly reduce the impact of HIV/AIDS in the borough of

Brooklyn.

Mission Statement:

To work collaboratively with community-based groups, academia, state and city agencies, policy makers, funders and

health, educational and religious institutions to significantly reduce the impact of HIV/AIDS in the borough of

Brooklyn.


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Participants’ perception of the mission encompasses a wide range of understandings, including:

Linkage to Care

Advocacy

Education

Participants’ perception of the mission encompasses a wide range of understandings, including:

Linkage to Care

Advocacy

Education


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Linkage to CareLinkage to Care

• “To develop a community-wide mobilization around getting newly infected people into care and reconnecting whose who have fallen away.”

• “Community collaboration to work through large scale problems that no one agency can solve alone, related to linkage to care.”

• “To keep providers together.”• “To coordinate linkage to care services.”• “To create an effective network of people &

organizations with difference capabilities, not just service providers, but researchers too.

• “To develop a community-wide mobilization around getting newly infected people into care and reconnecting whose who have fallen away.”

• “Community collaboration to work through large scale problems that no one agency can solve alone, related to linkage to care.”

• “To keep providers together.”• “To coordinate linkage to care services.”• “To create an effective network of people &

organizations with difference capabilities, not just service providers, but researchers too.


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AdvocacyAdvocacy

• “To ensure that there are enough resources that come into Brooklyn for HIV and chronic illnesses.”

• “To advocate for comprehensive services for people living with HIV/AIDS in Brooklyn and for funding to meet needs.”

• “To ensure that there are enough resources that come into Brooklyn for HIV and chronic illnesses.”

• “To advocate for comprehensive services for people living with HIV/AIDS in Brooklyn and for funding to meet needs.”


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EducationEducation

• “Testing, prevention and outreach start with education and end with linkage to care.”

• “To get the word out into the community and to agencies not doing HIV work.”

• “Testing, prevention and outreach start with education and end with linkage to care.”

• “To get the word out into the community and to agencies not doing HIV work.”


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Major AccomplishmentsMajor Accomplishments

Major “outputs”• Conferences with diverse stakeholders,

including CBOs, research entities, clinical providers, FQHC’s, and drug companies.

• Brooklyn HIV Strategic Plan• Respondent Driven Sampling Study• Mapping• Data collection and reports

Major “outputs”• Conferences with diverse stakeholders,

including CBOs, research entities, clinical providers, FQHC’s, and drug companies.

• Brooklyn HIV Strategic Plan• Respondent Driven Sampling Study• Mapping• Data collection and reports


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Major Accomplishments (cont.)Major Accomplishments (cont.)

• Creating a borough-wide platform • Information-sharing between participants• Networking opportunities• Team-building• Engaging stakeholders in the Community

Transformation Grant (CTG) process• “Getting non-traditional folks involved.”

• Creating a borough-wide platform • Information-sharing between participants• Networking opportunities• Team-building• Engaging stakeholders in the Community

Transformation Grant (CTG) process• “Getting non-traditional folks involved.”


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Major Accomplishments (cont.)Major Accomplishments (cont.)

• “It is Brooklyn doing something!”

• “Hashing out the mission over time as one body”

• “Creating an ‘organic’ coalition, not government-driven, but able to keep government at the table.”

• “It is Brooklyn doing something!”

• “Hashing out the mission over time as one body”

• “Creating an ‘organic’ coalition, not government-driven, but able to keep government at the table.”


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ChallengesChallenges

• No dedicated funding for BLCC, dependent on in-kind contributions of staff time and resources

• Diversity of the group in terms of institutional interests and agendas

• Getting people to get and stay involved• Over time fewer “decision-makers” come to

the meetings, more send their staff members• There is a lack of follow-up on past

recommendations. We need to ask, ‘did we accomplish what we set out to do?’”

• No dedicated funding for BLCC, dependent on in-kind contributions of staff time and resources

• Diversity of the group in terms of institutional interests and agendas

• Getting people to get and stay involved• Over time fewer “decision-makers” come to

the meetings, more send their staff members• There is a lack of follow-up on past

recommendations. We need to ask, ‘did we accomplish what we set out to do?’”


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Challenges (cont.)Challenges (cont.)

• Of the four committees that came out of the strategic planning process, only two are working: research and programming.

• “How we impact the clients is missing from the committee work.”

• “We spend a lot of time wondering who and what we are as a coalition.”

• The “open community” format of the steering committee sometimes leads to confusion and lack of clarity, and means that new people have to be continually oriented.

• Of the four committees that came out of the strategic planning process, only two are working: research and programming.

• “How we impact the clients is missing from the committee work.”

• “We spend a lot of time wondering who and what we are as a coalition.”

• The “open community” format of the steering committee sometimes leads to confusion and lack of clarity, and means that new people have to be continually oriented.


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Future of BLCCFuture of BLCC

Respondents were asked their thoughts on BLCC’s future. Responses included:

• “That’s the $20 million dollar question isn’t it? The work groups have just started to produce. If there is no BLCC, these groups may not continue.”

• “BLCC is very driven by Randi and Chris. Not sure who else would have the time, commitment and agency backing to continue.”

Respondents were asked their thoughts on BLCC’s future. Responses included:

• “That’s the $20 million dollar question isn’t it? The work groups have just started to produce. If there is no BLCC, these groups may not continue.”

• “BLCC is very driven by Randi and Chris. Not sure who else would have the time, commitment and agency backing to continue.”


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Future of BLCC (cont.)Future of BLCC (cont.)

• “Person power is lacking, not sure the new people are really bought in. We don’t have the same kind of ‘cadre’ we had before.”

• “BLCC should definitely continue. We need a clear direction for new people to take the reins.”

• “It should only continue if it is still useful.”

• “Person power is lacking, not sure the new people are really bought in. We don’t have the same kind of ‘cadre’ we had before.”

• “BLCC should definitely continue. We need a clear direction for new people to take the reins.”

• “It should only continue if it is still useful.”


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• “It works to the extent that it aligns with members needs, but I’m not sure why it should continue. A day-long intensive retreat is needed to revise the strategic plan and ask if BLCC is the right vehicle.”

• “The genius of the model is the individuals have been able to put commitment first. It’s very difficult to find individuals with that perspective. A more defined program might help.”

• “It works to the extent that it aligns with members needs, but I’m not sure why it should continue. A day-long intensive retreat is needed to revise the strategic plan and ask if BLCC is the right vehicle.”

• “The genius of the model is the individuals have been able to put commitment first. It’s very difficult to find individuals with that perspective. A more defined program might help.”


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• “The work should continue. It might fold into the CTG programs. The function, goals, purpose should continue. A succession plan needs to be developed to ensure the work.”

• “It should continue but it needs focus, direction, management, money to continue.”

• “The work should continue. It might fold into the CTG programs. The function, goals, purpose should continue. A succession plan needs to be developed to ensure the work.”

• “It should continue but it needs focus, direction, management, money to continue.”


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Future Priorities and Activities

Future Priorities and Activities

1. Linkage to care• Continue to prioritize getting newly identified HIV positive

people into care and reconnecting people who have fallen out of care.

• Create a linkage to care manual for non-governmental HIV agencies working under the new testing laws.

2. Research• Pursue “R01” and other funding opportunities from the NIH

for research

3. Community organizing and advocacy• Continue to advocate for funding for Brooklyn with a unified

voice• Coordinate efforts with other constituencies and health issues

like diabetes, tobacco control, reproductive health.• Coordinate with other HIV coalitions like BOW and BESAPPI• Push for an integrated public health approach.

1. Linkage to care• Continue to prioritize getting newly identified HIV positive

people into care and reconnecting people who have fallen out of care.

• Create a linkage to care manual for non-governmental HIV agencies working under the new testing laws.

2. Research• Pursue “R01” and other funding opportunities from the NIH

for research

3. Community organizing and advocacy• Continue to advocate for funding for Brooklyn with a unified

voice• Coordinate efforts with other constituencies and health issues

like diabetes, tobacco control, reproductive health.• Coordinate with other HIV coalitions like BOW and BESAPPI• Push for an integrated public health approach.


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StructureStructureRespondents were asked about possible structural options for BLCC with a range presented including:

• A common mission and set of principles• A linkage agreement with specific

commitments for member agencies• An incorporated nonprofit organization• Another option

Respondents were asked about possible structural options for BLCC with a range presented including:

• A common mission and set of principles• A linkage agreement with specific

commitments for member agencies• An incorporated nonprofit organization• Another option


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Structure (cont.)Structure (cont.)

4

3

0

2

9

0

1

2

3

4

5

6

7

8

9

10

Mission & Principals Linkage Agreement Incorporation Other Option No Answer


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Structure (cont.)Structure (cont.)

Two notes about the responses to the structure options question:

1. Three respondents chose both “A common mission and set of principles,” and “linkage agreement” options.

2. Two respondents answered, “Another Option” and specified their preferred options: “possibly a ‘round robin’ for the lead

agency role,” “leave it as it is; we are swimming in

MOUs”


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Professional and Community Needs met by BLCC

Professional and Community Needs met by BLCC

• “We need a forum for agencies to speak honestly about care coordination, not just medical case management, not just housing, etc.

• “BLCC helps us target our outreach, identify the needs of the staff and link people to care.”

• “The data has been helpful for fundraising and expanding our outreach borough-wide.”

• “BLCC has been able to shine a light on the data and work being done.”

• “We need a forum for agencies to speak honestly about care coordination, not just medical case management, not just housing, etc.

• “BLCC helps us target our outreach, identify the needs of the staff and link people to care.”

• “The data has been helpful for fundraising and expanding our outreach borough-wide.”

• “BLCC has been able to shine a light on the data and work being done.”


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Professional and Community Needs met by BLCC (cont.)


• “BLCC has helped heighten my work through the information dissemination and knowledge broader than just my discipline area.”

• “It’s helped me indirectly, giving me more understanding of public health work in Brooklyn, since Brooklyn has it’s own personality.”

• “BLCC is a ‘nonpartisan broker’ and is underutilized as such. No one organization ‘owns the room.’”

• “It gives me a sense of comparison by hearing the other voices in the room. I work at local neighborhood levels and this forum is helpful with that.”

• “BLCC has helped heighten my work through the information dissemination and knowledge broader than just my discipline area.”

• “It’s helped me indirectly, giving me more understanding of public health work in Brooklyn, since Brooklyn has it’s own personality.”

• “BLCC is a ‘nonpartisan broker’ and is underutilized as such. No one organization ‘owns the room.’”

• “It gives me a sense of comparison by hearing the other voices in the room. I work at local neighborhood levels and this forum is helpful with that.”


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• “BLCC was one the first relationships my organization built with other CBOs. The work on the strategic plan help us form relationships with our stakeholders.”

• “When they cut the program here at my hospital, I was able to use the resources at BLCC. We were decimated and I used the members of BLCC to refer our patients for services we no longer provided.”

• “BLCC helps me advocate for services here at the hospital with the data. I bring back all the information for the other staff.”

• “BLCC is a ‘one-stop shop’ for linkage to care.”

• “BLCC was one the first relationships my organization built with other CBOs. The work on the strategic plan help us form relationships with our stakeholders.”

• “When they cut the program here at my hospital, I was able to use the resources at BLCC. We were decimated and I used the members of BLCC to refer our patients for services we no longer provided.”

• “BLCC helps me advocate for services here at the hospital with the data. I bring back all the information for the other staff.”

• “BLCC is a ‘one-stop shop’ for linkage to care.”


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• “It’s a good set of people, very dedicated, a good networking forum, and can hopefully replace the Care Network.”

• “I hope for it to provide a service-learning opportunity for my students.”

• “It has helped me see trends and it directly helps us serve our clients who get a raw deal.”

• “It’s made us all part of a tight-knit group of agencies doing linkage to care and helped build relationships with DOHMH and the colleges for research projects.”

• “It’s a good set of people, very dedicated, a good networking forum, and can hopefully replace the Care Network.”

• “I hope for it to provide a service-learning opportunity for my students.”

• “It has helped me see trends and it directly helps us serve our clients who get a raw deal.”

• “It’s made us all part of a tight-knit group of agencies doing linkage to care and helped build relationships with DOHMH and the colleges for research projects.”


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ConclusionsConclusions

• BLCC faces challenges to it’s continuity due to its voluntary nature, leadership and membership changes and the uncertainty of future in-kind resource commitments necessary for functioning.

• BLCC has had major successes, including the Brooklyn HIV/AIDS Strategic Plan, several conferences, innovative community based participatory research projects and the creation of a critical networking space for providers of HIV/AIDS and linkage to care services.

• BLCC faces challenges to it’s continuity due to its voluntary nature, leadership and membership changes and the uncertainty of future in-kind resource commitments necessary for functioning.

• BLCC has had major successes, including the Brooklyn HIV/AIDS Strategic Plan, several conferences, innovative community based participatory research projects and the creation of a critical networking space for providers of HIV/AIDS and linkage to care services.


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• BLCC has had an impact beyond it’s mission by providing a venue for member agencies and individual staff people to not only build their referral networks for linkage to care purposes, but to build their own programs internally using data for program design, fundraising, internal and external advocacy, service learning and professional development.

• BLCC has had an impact beyond it’s mission by providing a venue for member agencies and individual staff people to not only build their referral networks for linkage to care purposes, but to build their own programs internally using data for program design, fundraising, internal and external advocacy, service learning and professional development.


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• BLCC could benefit from an intentional planning process to decide if it is worthwhile to continue in its current form or fold its functions into another coalition in a way that ensures the future of its mission.

• If BLCC members decide to continue its current form, some decisions need to be made around structure, staffing, resources, agency sponsors, priorities and activities.

• BLCC could benefit from an intentional planning process to decide if it is worthwhile to continue in its current form or fold its functions into another coalition in a way that ensures the future of its mission.

• If BLCC members decide to continue its current form, some decisions need to be made around structure, staffing, resources, agency sponsors, priorities and activities.


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Contact:Contact:

John Magisano, M.DIV.,CODPPrincipal

John Magisano Consultingwww.johnmagisanoconsulting.com

[email protected]

John Magisano, M.DIV.,CODPPrincipal

John Magisano Consultingwww.johnmagisanoconsulting.com

[email protected]

http://www.johnmagisanoconsulting.com/

mailto:[email protected]

http://www.johnmagisanoconsulting.com/

mailto:[email protected]

Blcc findings

Health & Medicine

brooklyn linkage

borough of brooklyn

hiv work

future work

mission mission statement

blccs mission

community partners

future activities