A N D E R S O N . . . . . . . . . . B R U L É . . . . . . . A R C H I T E C T S . . . . . . . . . . . . . . SANTA CLARA COUNTY DEPARTMENT OF FAMILY & CHILDREN SERVICES RECEIVING & INTAKE CENTER STAFF WORKSHOP, 3.6 MEETING DATE: MEETING TIME: LOCATION: May 28, 2014 1:30 PM – 4:30 PM California Room REGARDING: REPORT DATE: ABA PROJECT #: ATTENDEES: Pamela Anderson"Brule, ABA Jackie Beigkvist, DFCS Tracy Bowers, DFCS Enrique Carbajal, DFCS/RAIC Priya Cherukuru, Facilities and Fleet Greg Connolly, SJPD Amy Crawford, ABA Isabell DeAnda, Information Systems Cynde Elkins, DFCS, RISC Coord. Veronica Escobar, DFCS Susannah Folcik, DFCS Leslie Griffith, DFCS Continuing Kuei"Ting Huang, DFCS Ruth Larsen, DFCS, ER Stanley Lee, Social Services Agency Elizabeth Lipira CONTEXT: The Santa Clara County Department of Family and Children’s Services has engaged the consultant services of ABA to assist in developing a feasibility study for a service model for placement. As part of this project, DFCS is in the process of developing a needs assessment and new service model for the receiving and intact center system through a highly collaborative and thorough engagement process. This meeting is meant to be an open and collaborative discussion with staff to assess vision and keys to success for the future facility PURPOSE: The purpose of this meeting is to: Review the process and needs assessment Engage in a discussion about the vision and potential service model INTENDED RESULTS: The intended results of this meeting are to: Shared understanding process Gather feedback on the Needs Assessment and Strategic Plan Shared understanding of problem definition Draft of key vision concepts Gather input towards potential service model Meeting Minutes June 11, 2014 13"1201"1 Maureen MacLeod, DFCS Mandano Mahdari, DFCS Christine Martinez, DFCS Mary Mbugua, DFCS, ER Herman Morris, SWS Krista Nelson, ABA Judi Oleari, DFCS Placement Anna Marie Perez, DFCS Victoria Rivera, DFCS RAIC Leslie Salmon, DFCS, AI Vivian Sanchez, RAIC Kathleen Stahr, DFCS Continuing Emily Tjhin, DFCS, ER SC Elba Valdiva, DFCS Daniel Vo, DFCS Page 1 of 11 Strategies, Architecture & Interiors Anderson Brulé Architects Inc. 325 South First Street, 4th Floor San Jose, California 95113 Tel: 408 298 1885 Fax: 408 298 1887 Anderson Brulé Architects SCC DFCS Receiving & Intake Center Meeting Minutes May 28, 2014 Page 2 of 11 MEETING MINUTES I. II. Agenda Review Process Overview A. Key Milestones and dates (process map) 1. Pam explained why an architectural firm is doing this work. ABA has a long history of working with cities and counties and has unique experience with meeting facilitation. King Library and Our House/City Year are good examples of work we have done. B. Roles and Responsibility III. Review Needs Assessment and Strategic Plan Overview by DFCS A. Needs Assessment 1. Stanley Lee reviewed the needs assessment and the following key information categories about children brought into the RAIC. a. Age distribution b. Sibling groups c. Number of sibling sets d. Ethnicity e. Primary language f. City of residence g. Placement types 1) Comments about placements A) The point was made that if children are placed with relatives from the outset it results in fewer re"placements. B) Stanley stated that there is capacity that is not being used when looking at options for placements. C) It was noted that not all foster parents want to be at capacity or they may have restrictions on what types of children they will take. D) Tracy commented about beds that are not being utilized. Some of the reasons numbers of available beds may be skewed are: i. A foster parents can have a license but currently not taking any placements ii. They could have problems with their facility iii. May not have taken their CPR exam iv. Numbers are not always as they appear E) Regarding number of kids as a total – Are the numbers counting kids that come back? Yes, the numbers are duplicated if they come back repeatedly. B. RAIC Strategic Plan Overview 1. Jennifer Hubbs reviewed the strategic plan overview IV. Problem Definition A. Pam reviewed the questions that were asked during key informant interviews and went over the summary of key findings from those interviews. B. Large Group Discussion Questions in response to that review 1. Was any of the RAIC staff involved in the key informant interviews? a. They are involved in the workshop starting today and will be throughout the process 2. Is going back to a shelter model an option? a. At this point it is clear that a shelter model is not one of the options moving forward. It is good however to gather information about all of the problems past and present in order to move forward. 3. A comment was made that there is no reference to the interaction that kids need with their families. a. We have heard that from a key informant and it will come up later in the keys to success exercise. Anderson Brulé Architects SCC DFCS Receiving & Intake Center Meeting Minutes May 28, 2014 Page 3 of 11 b. 4. 5. 6. 7. V. The old shelter and Clover House had adequate space for visitation but the current facility does not have anything. It seems like a golden opportunity to include visitation space in whatever the new facility ends up becoming. None of this will work without the support of foster homes. There needs to be more availability and licensing. Has research been done for different models? What are the pros and cons from other counties? a. Some benchmarking has been done but if anyone has suggestions to please let us know so we can read and share. Jennifer Hubbs will check in on San Bernadino County benchmarking. Initial stakeholders talked about having problems with runaways. Moving forward some resources need to be reallocated for high risk kids. a. Jennifer commented and said they are currently partnering with probation to work with high risk kids. A comment was made that there are no mental health or medical services at the RAIC on weekends. On"site health services every day would be good to have on"site. Vision A. Exercise #1 Pair and Share 1. Attendees partnered off and recorded each other’s visions for a future service model and facility and reported back to the group. B. Vision Key Points 1. Place a. Homelike setting with games, TV, and books for the kids b. Working kitchen with healthy home cooked meals – not packaged or frozen meals. c. Area for family visitation that can be monitored, not supervised d. Outdoor playground e. Interview Rooms f. Colorful and fun wayfinding / artwork leading to places to go g. Nicely decorated and with colorful walls and artwork h. Dining room/area i. Individual cottages with kitchen where families can cook together, play games or watch TV j. School on the grounds k. Sleeping areas in two wings. Dorm style and family style to accommodate sibling groups l. A commune"like setting m. A short term facility n. A family friendly conference room to accommodate case planning, relative assessments, etc. o. Like Kindred Souls Victorian house p. Safe and centralized location q. Separation of babies and young children from 602 kids r. Central location for the gathering of information for use by staff. Having a physical location for kids and for social worker research is needed. 2. Operations a. Updated and maintained system of available foster homes and professional parents to help with faster placement. Have foster parents help with gathering information. b. Medical and mental health staff on site c. Staff can respond to social worker for placement approval for relatives and do the clearance – DOJ d. Ability to provide transport to and from school e. Attention to specialized pop"ins f. 24/7 access to medical, dental, and mental health services and fingerprinting g. Specialized response to kids who run away h. Go mobile – use technology 3. Regulation a. Become a licensed facility b. Adjust restrictions on sibling groups sleeping in the same room when mixed ages and/or sexes. Anderson Brulé Architects SCC DFCS Receiving & Intake Center Meeting Minutes May 28, 2014 c. Lengthen the stay with professional parents for up to two years Service Model a. Expand time beyond 24 hours to allow enough time for assessment and placement. 48 hours would be good. b. Professional parent homes dedicated to taking sibling groups of any combination and are responsible for the child’s needs from medical and visitation to education c. Each child or sibling set is assigned to just one placement social worker d. A better database of information about the kids that social workers and partners can access easily. Include health information, relatives, special needs, etc. e. Keep on"site facility workers in the facility, not having to go out into the field f. More available resources g. After removal from the home and placement in facility/foster/professional parent or relative home, have the ability to go to their same school the next day h. Parental or family member participation in placement location 5. Support services a. Security officers on site 24/7to secure the safety of children and staff b. Law enforcement support after hours c. Police on site can run CLETS (California Law Enforcement Telecommunication System) d. A very good reserve of dedicated, at the ready foster homes and professional parent homes e. More placements available in South County so kids can stay in their same schools f. CAPP relative placements g. A specialized team to work with special needs and high risk kids h. Mentors for the kids from organizations such as CASA i. More foster parent engagement, what would that look like? j. Better communication from foster parents k. Higher quality and very capable foster homes 6. Large group discussion comments: a. A point was made that many participants loved the former shelter b. Currently they are making kids work around them, there needs to be a paradigm shift to work around the kids. c. Kids would rather wake up somewhere neutral rather than a new family’s home – because they think they will live there forever. Other’s thought that the neutral site would be scarier than a home. Keys to Success A. Introduction to Exercise #2 (Cross"Functional Group) B. Small Group Breakout 1. Part 1 a. Define if there are any Keys to Success Missing or that should be eliminated? b. For each Key to Success list what would have to happen to ensure success 2. Part 2 a. Review Needs Assessment & Strategic Plan b. How does the current Strategic Plan support the Keys to Success C. Keys to Success – Summary of Results 1. Keep siblings together a. Ability to assess relatives faster since often more willing to take siblings together b. Provide financial incentives for relatives and NREFM’s to take sibling groups of three or larger. c. Recruit more foster homes and professional parents that will take all age ranges and sibling groups. d. Identify foster families and professional parents that will take larger sibling groups. e. Have a center that can accommodate large sibling groups f. Change regulations to allow flexibility for sibling groups to share rooms regardless of sex, age or number of children per bedroom unless there are issues where they should not share a room. g. Increased time to allow for identification of placement that can take all the siblings. Licensed facility to allow for that increased time. 4. VI. Page 4 of 11 Anderson Brulé Architects SCC DFCS Receiving & Intake Center Meeting Minutes May 28, 2014 h. 2. 3. 4. Page 5 of 11 Assessment to confirm that it is safe for the sibling group to remain together. Services to address any trauma/violence issues between siblings. i. Resources for families taking sibling groups – daycare, transportation sibling groups to multiple places (e.g. day care, elementary school, and middle school), monetary, clothing, respite. j. Center large enough to hold 30 or more children with rooms big enough to hold 5 or more children at a time – family sleeping room. Same county / same school a. More in"county (especially South County) foster homes that will transport to school 1) Up front supplement to pay for transportation to school of origin b. Better utilization of laws for schools to do the transportation 1) Educating the foster families of any type regarding the law 2) Collaboration relationship with school districts c. Provide transportation when foster family cannot 1) School bus for foster homes to out of area school 2) Transportation services dedicated to taking kids to school – transportation officers/Social Worker I’s 3) Transportation hub in school districts to transport children to same school 4) Apartment transportation support d. Move parents out of the kids home e. Better/ more immediate support from Foster Youth Services. Robust Professional Parent and Foster Family Reserve a. Allow DFCS to be foster parents in our county b. Support – mandatory respite c. 100 dedicated homes via FFA’s County Homes Professional Parent Homes 1) Allow for longer stay in professional parent homes d. Recruitment 1) Better marketing and advertising 2) More licensing and recruitment staff 3) Streamline process so easier and faster to complete 4) Cross culture and cross language recruitment 5) More selective in who is accepted as a foster family – more quality caregiver, not just anyone who is willing 6) Recruitment of families where adoption is not the agenda 7) Finding families that will work with biological parents and support contact visits and phone calls 8) Targeted recruitment – teachers, faith based nurses and doctors e. Increased training and more opportunities for training f. Increased incentives 1) Up front 2) Streamline the financial support and resources g. A continuing social worker to pre"identify a “Plan B” secondary placement in case a placement fails Relatives and NREFM evaluations a. ER Staff (Emergency Response social worker) 1) Identify relatives and provide to AIC social worker 2) Gather information for AIC social worker so that they can run background check b. Streamline the process so easier to do approval process 1) Housing requirement need to change or ability to get directors exemptions more quickly (number/ages in same rooms) 2) Live scan machine 3) Services & staff related to relative/NREFM evaluations need to be available 24/7 A) Relative locator staff B) Placement staff available to conduct relative/NREFM home assessment at time of removal C) Fingerprinting/ California Law Enforcement Tracking System (CLETS) / DOJ clearances / background checks D) Ability to do relative/NREFM evaluations at intake Anderson Brulé Architects SCC DFCS Receiving & Intake Center Meeting Minutes May 28, 2014 c. 5. 6. Page 6 of 11 Staff needs to work together to evaluate relatives/NREFM for quicker assessment instead of being ready in one week 1) Potentially mobile on call unit to approve relative homes, conduct life scans and home evaluations, even when outside of county. 2) Assessiment and Intake Center (AIC) social worker willing to leave AIC and do home assessments and complete relative assessments or overtime social worker. Flexible AIC supervisor to allow this to occur. d. Increased staffing 1) At RAIC to do relative/NREFM assessments 2) Clerical support for background checks e. Slush fund for relatives f. Expanding rules of acceptance to include NREFM’s (same rules for parents) Training and Support for Relative/NREFM, Foster Families and Professional Parents a. Increased resources 1) Communicate what is available, then expand services 2) Training A) More comprehensive training of foster parents/relatives/NREFM so they will know what to expect B) Expand current foster parent training and language capability. C) Train on expectation to work directly with biological parents and to supervise visitations. D) Social workers that are experts on training E) Age"appropriate, normative sexual development F) Commercial Sexual Exploitation of Children (CSEC) training 3) Funds A) More funds/support for relative/NREFM placements so equivalent to other foster parents B) Funds for furniture and clothing 4) Support A) Relative/Foster parent support team B) Dedicated social worker to foster home, dedicated CASA type people, dedicated respite provider 5) Transportation 6) Increased time for support team to work with families – currently only 60 days b. Response to running away Access to high quality staff that provides screening, support, and resources in first 48 hours a. Staff 1) Increased staff 2) Hire 24 hour staff 3) Staff usage A) Use ER social worker for removal of children. Placement worker to provide relative/NREFM evaluation. Mental health"provide crisis intervention. Counselors provide transport and support of kids. B) Placement specialist to complete home approvals – social worker II, III C) More flexibility in residential staff roles – home assessments, supervising visits, doing what it takes. 4) Staff Training/Qualities A) Ensure training on trauma focus care for those interacting with kids B) Staff that want to work with kids plus talk to them C) Current staff at RAIC all have 10"25 years of experience working with these youth D) Making Community Based Organizations (CBO) experts in high"risk, pop" ins, such as CSEC, kids who run away. 5) Recruit staff from Bay Area colleges/universities to attract students to social welfare b. Services 1) One location for all services 2) 24/7 visitation including holidays Anderson Brulé Architects SCC DFCS Receiving & Intake Center Meeting Minutes May 28, 2014 Medical, dental, mental health A) Available 24/7 B) Available on site C) Central location 4) Service providers available in all languages and in all parts of the county 5) Allow use of services for relative and NREFM homes, even when outside the county 6) MediCal immediately upon entry. Eligibility Worker’s (EW) onsite to make it happen right away. 7) Partnerships with Department of Alcohol & Drug Services (DADS), Mental Helath (MH), San Andreas Regional Center (SARC), etc. 8) Better, more intense upfront services such as Receiving Center Stabilization Team (RCST) for entire family not just the child. c. Funding 1) Need foster care EW’s assigned to cases again so reimbursement questions can be answered. 2) Funds available up front – foster family to provide receipts to prove what was purchased d. Technology 1) Keep forms in Child Welfare System/Case Management System (CWS/CMS) in computer more easily accessible to staff 2) Mobile live scan machine on"site Reduction in Use of Group Homes for Emergency Placement a. Foster families 1) Make them aware of the need for homes 2) More foster homes trained to : A) Work with older kids B) Work with teens/preteens with mental health issues C) Take high risk behavior kids 3) Recruit to take older kids including incentives 4) Increased time to work with families – 60 days too limited 5) If certified to work to take teens, then they need to truly work with teens and their unique behaviors 6) Do not allow them to have a license without taking kids. The number of available foster homes is deceiving. b. Relative assessments for teens c. Stop labeling teens as difficult, focus on strengths. d. Require director approval for group home placements e. Professional parents 1) Homes dedicated to RAIC 2) Pay those willing to take group home placement with special increment rates f. Allow more time for relative/NREFM placement or to identify lower level, appropriate placements. g. Mobile team for psychiatric kids, shelter, stabilization team – give SW access to stabilization team – either bring it back or make the stabilization team accessible to ER workers 24 hrs, need to allow more time, it’s too time limited (60 days) Children with Special Needs Receive Appropriate Support Services a. Training 1) More foster homes trained to work with special needs kids. 2) More trained staff to work with foster parents whose placements have special needs. 3) Need more adequately trained service providers and different languages 4) Develop procedures for CSEC, runaways, etc. and train the staff about these special populations b. Foster Homes 1) Specialized foster homes with staff to care for needs. 2) Designated homes 3) 7. 8. Page 7 of 11 Anderson Brulé Architects SCC DFCS Receiving & Intake Center Meeting Minutes May 28, 2014 Recruitment of foster parents or service providers. More professional foster parents. 4) Specialized home for medically fragile babies. 24 hour specialized medical and mental health staff. c. Shadow/follow kids who run away d. Partnerships 1) Improve relationship with regional center (SARC) to provide support services and placement. Better access and improved communication with SARC. Easier enrollment for kids who are already clients. 2) Proper assessment and way more collaboration with mental health. 3) Partner with mental health, community organizations, and church organizations to provide services. e. Foster Family Agency (FFA) needs a nurse on staff to take medically fragile children. f. Kids Scope type assessment Services and Facilities that reduce Trauma for children in crisis. a. Service providers 1) More Spanish speaking 2) More in South County 3) More that will take all types of insurance 4) Mental Health A) 24/7 mental health services B) All children must see therapist upon admission to the center. Deal with crisis only! b. Visitation 1) Allow children to be able to see their extended family. 2) When appropriate, have “immediate” contact with family, visits, and phone calls. 3) Ability to talk to friends. c. Process 1) Revamp intake process and train AIC social workers in trauma. 2) Social workers and staff that work with the children, play games, take outside, and engage with them. 3) Designated service team that is mobile. 4) One social worker for entire removal process. 5) Crisis intervention team available 24/7. 6) Trauma informed – staff trained in trauma. Trauma counselors on"site. 7) Additional staff or reassignment of staff to facilitate model. 8) Transitional objects, photos, blankets, etc. Family members involved in transition (removal) process. (Take to plant) d. Assigned mentor/staff to each kid. e. Animal therapy. f. Foster homes that will take in families – Parents and children. Provide hands on coaching to parents. g. Involve University students – interns and others, physical education Space for Age Appropriate Services and Environments a. Keep siblings together"first 48 hours. b. Basketball courts/Gym c. Need this in South County d. Allow access to these facilities to relative caregivers and NREFM e. Separate spaces for separate age groups, developmental needs, etc. a. Space for family groups f. Need to have less “political” agenda when developed space would help reduce barrier! Space for Support (Eating, Play, and Rest) a. Food 1) Fully equipped, stocked real kitchen 2) Restaurant partners 3) Center where parents can prepare a snack or meal during their visit 4) Healthy food 3) 9. 10. 11. Page 8 of 11 Anderson Brulé Architects SCC DFCS Receiving & Intake Center Meeting Minutes May 28, 2014 Large kitchen table, lots of chairs, and homey. Let children be part of cooking meals. Kitchen to always have snacks available and at children’s reach. b. Have kids providing input/ ideas on what they would like. (eg. decoration, furniture, etc) c. Play spaces/area 1) Play area inside center and out. Both should have couch like benches available for rest. 2) Games 3) Outdoor spaces A) Need outdoor play space B) Safe area to have a playground C) Bikes and sports d. Designated age rooms An Internally and Externally Secure Facility g. Security staff 1) 24/7 security guards/sheriff on duty. 2) More officers on site. 3) Not mall security, real security. 4) Round the clock police monitoring (no security guards) 5) Security staff on site 6) Good relationship with beat cops wherever it is located 7) Good working relationship with police regarding specialized pop"ins such as CSEC and chronic runners. h. Location 1) Need a facility in South County so when kids are initially removed they can hang out somewhere until a placement is found 1) Location needs to be safer. Not east side. b. LACY does not allow locked facilities. c. Camera’s Facilities that reduce trauma for Children in Crisis a. Character 1) Provide a more family"like center. 2) Non"institutional facility. Inviting intake center for children (room) of all ages or have two rooms for younger and older. 3) Child friendly, art work. 4) Calm, warm environment, light colors, windows, and play space. b. We need to apply for exceptions to licensing rules that create barriers c. Facility should be for: 1) visits 2) medical requirements 3) assessments 4) meeting – family conference and social workers 5) not for children to be waiting for homes and family placements d. Look at SJSU research on design that reduces trauma e. Facility 1) Home like environment in a safe and easily accessible area (neighbors) 2) Onsite visitation center and bigger interview facilities. 3) Have access to personal belongings. 4) Supervised visitation space. f. Dedicated donations of blankets, toys, stuffed animals, bags g. Tangible items on"site" clothing, hygiene products, etc. Appropriate Space for Family Visitation a. Visitation rooms and supervised visitation. b. Room for families to play games, outside activities, and accommodate multiple families. c. Family friendly d. Barrier" Confidentiality would have to have different area where parents aren’t seeing other kids in the center. 5) 6) 7) 12. 13. 14. Page 9 of 11 Anderson Brulé Architects SCC DFCS Receiving & Intake Center Meeting Minutes May 28, 2014 e. D. Page 10 of 11 Have private rooms and have one large room with play stations, like they do for birthday parties. f. Multiple visitation rooms g. Bright colors h. Real world/real home environment 1) Home"like environment with cooking facilities where families can cook together, play area/environment, homework area. 2) Two"three apartments for transition at home visits. Family stay for 1"2 days before return home. Sharing meals, bath time, overnight visits. 3) Need to “mimic” the area where children were removed so can concentrate on the safety and behavior that led to the children being removed i. Building across the street on Bassett. j. Flexibility in RAIC’s staff’s roles to expand to include supervising visitation. k. More social worker I’s 15. Services located in a Safe, Home"Feel, & Comforting Location a. How about a home! Kids go to a house! That allows parents to visit if appropriate. b. Places for children’s artwork c. Ability for counselors to wash clothes d. More bathrooms and showers e. Need services where can mimic safety, behavior that led to children being removed f. Children should not need to walk through the work area g. Better storage of previous files at current facility so we have access when kids re"enter and look at previous payments. h. Location 1) Need services in South County that are the same as in San Jose for all families 1) Not on the East side due to gang activity. 2) San Jose location and satellite in Morgan Hill or Gilroy. i. Satellite facilities (small shelters) throughout the county 1) Fully staffed. Home"like. 2) Potentially a central service center to support the satellite facilities Large Group Discussion 1. Key Findings a. There is a major barrier with getting foster kids to their own school. Could there be a school bus, for foster kids, that takes them to their home schools? b. The entire system needs to change; work as a team with the help of the service partners, all focused on the benefit of the children c. Idea of decentralizing the shelters and having neighborhood mini shelters (48 hours) with one central services center that provides all of the support services. d. A lot of the stuff was already in the strategic plan. e. There are internal dynamics in plan that impact the ability to move forward. Staff doesn’t always work well together and can be territorial. What are the root causes and what are the operational things that can happen to address this? Everyone needs to work together as one agency and put differences aside. The entire system needs to change. f. The strategic plan is set up to deal with an ideal state but a high percentage of the kids do not fit the ideal state. There needs to be more focus on what does not fit the ideal state and a reallocation of effort towards addressing that percentage needs to happen. g. Align the service model and partner organizations to fit the hours needed rather than aligning the service model to work with the hours of the service and partner organizations h. Remove restrictions or improve exemption approval process for allowing sibling groups with mixed ages and sexes to sleep in the same room. 1) Some of these policies are driven by licensing 2) Specific facilities that accommodate unique situations of sibling groups could apply for exemptions. i. Being a relative does not automatically mean that they will transport them to their original school. j. Relatives do not get same amount of money as foster families. Can the disparity be remedied? k. Is there body of literature that architecturally addresses trauma informed spaces? Anderson Brulé Architects SCC DFCS Receiving & Intake Center Meeting Minutes May 28, 2014 l. m. n. o. p. q. r. VII. Page 11 of 11 Potential idea for a media campaign: Santa Clara County takes good care of its children. There should be a financial incentive to help caregivers be prepared up front. It takes too long to get reimbursed. Eligibility collocated with social workers so the foster parents are not going through ten levels for reimbursement only to be rejected. Staffing at the center to help with things in the middle of the night since there is limited time to get kids assessed and placed within 24 hours. Teaming to happen helping at the center or home base. They can push paperwork while the social worker is out. Updated technology, systems and processes would make it much faster and easier to get kids placed. If there was a database someone would need to keep it constantly updated and managed. When help is needed from IT it doesn’t seem to be a priority. New technology such as smart phones, ipads and special apps could be extremely useful. Strategic plan needs 1) Accountability 2) Dates of when it will be implemented 3) Need to build robust plan that is budgetable. 4) Good benchmark Next Steps / Conclusion A. Feedback 1. Overwhelmed with the amount of content in the activities. One page of keys to success would have been enough. 2. It would have been nice to receive the strategic plan ahead of time. How many people would have printed it out and read it ahead of time? Perhaps a bulleted list would have been easier to digest faster. 3. Each table could have worked on one page at a time. 4. It was too much to work on the strategic plan and would have been better at a separate time. 5. If they had been given five minutes to read the strategic plan they could have been more prepared. 6. There were not enough copies of the strategic plan. 7. PAB asked if people would be willing and/or able to do a half day workshop instead of three hours. Some could but most said they could not do more than three hours. 8. Would like to have had a chance to walk around the room and read the comments from other groups before the large group discussion. 9. Would be better to be in a different room where things could be hung on the walls. B. Next Steps The above minutes reflect ABA’s understanding of issues and assignments discussed at the meeting. Unless ABA is notified in writing of any discrepancies, the minutes will be considered an accurate record of the issues and assignments. Minutes produced from this meeting will be distributed for review and comment. If no written comments are received, the minutes will stand as the record of the conversations and directions given at the meeting.
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