ANALYSIS OF SOCIAL SERVICE AGENCIES Report

1. ANALYSIS OF SOCIAL SERVICE AGENCIES Report 2011 Social Services Convening

2. Research Partnership • Bermuda Civil Society Project (BCSP): Bermuda-based, independent research and data analysis initiative designed to clarify how nonprofit agencies and other stakeholders deliver programs and services to the community. Its purpose is to better inform plans for allocating resources and collaborative work. • BCSP commissioned Root Cause to develop a report to: • Summarize existing research on current status of Bermuda’s third sector specifically as it pertains to children and families • Analyse social service agencies in Bermuda to increase understanding of the gaps and overlaps in services being provided

3. Third Sector Trends • Government’s changing role: Government refocus on economy results in outsourcing social service delivery to agencies • Cross-sector collaboration: Increase in collaboration among business, government , and third sectors represents an opportunity to proliferate best practices and increase information sharing • A new type of donor: Increasingly donors seek results, proof of outcomes, and transparency from agencies • Sector Challenges: • Funding shortage is exacerbated by dramatic growth in number of agencies • Lack of standardized data inhibits agencies’ ability to track progress and identify greatest opportunity for impact • Unclear sector oversight and purpose • Lack of integration between advocacy and direct service agencies

4. Sector Landscape in Bermuda With the number of nonprofit agencies in Bermuda nearing 700, agencies face severe capital constraints, and most operate on miniscule budgets Revenue levels among nonprofit agencies

5. Sector Landscape in Bermuda Donor giving is difficult to predict; donors’ stated priorities and actual giving don’t always match… Donor stated priorities Actual giving by social issue area

6. Analysis of Social Service Agencies • In 2010 Root Cause conducted an analysis of social service agencies in Bermuda, focusing on the following activities: • 2010 Social Service Agencies Convening • Cause/effect analysis on convening data • Survey to identify gaps/overlaps in services and recommended reprioritization

7. 2010 Convening Takeaways • Widespread consensus around desire to identify and address causes of presenting problems to create systemic change • Social service agencies identified seven presenting problems and three underlying causes for each • Cause/effect relationships between presenting problems and underlying causes are fluid, weakening issue hierarchy • Possible solutions are difficult to identify due to broad and numerous presenting problems and underlying causes • Significant overlap between presenting problems and underlying causes is an opportunity to synthesize further

8. Categories Defined at the Convening Presenting Problems Underlying Causes Lack of healthy relationships - Unaddressed trauma over generations - Family and community disconnect - Lack of focus on well being as a country Lack of education and life skills - System is broad from the top down – doesn’t accommodate learning styles - Politics/lack of leadership in education - Lack of community / family involvement High cost of living - Goods - Food - Shelter Lack of protection for our vulnerable populations - Unaddressed trauma over generations - Lack of system(s) that work to address issues - Over / mis / convenient diagnosis of drugs Lack of parenting skills - Breakdown of extended family/community, lack of support - Generational pattern of unresolved trauma - Lack of clarity around what a good parent is - Data not disseminated - No central database - Not an independent body to ensure findings are ethical – lack of accountability Lack of data/research/ statistics Inadequate socialization - Poor understanding of cause / effect, resulting in loss of personal responsibility and accountability - Breakdown of family unit - Discouraged mixing between systems (races, classes etc)

9. Cause/Effect Analysis • Root Cause reclassified categories of presenting problems through a cause/effect analysis to: • Reduce overlaps in causes and effects between categories • Separate problems that require government intervention from those that can be addressed with 3rd sector services • Identify causes that link to high-leverage social issue area(s) on which Bermuda’s 3rd sector should focus

10. Reclassified Categories Causes Effects Unaddressed trauma over generations Lack of healthy relationships Family disconnect and lack of involvement Community disconnect and lack of involvement Lack of quality education Inadequate socialization Discouraged mixing between systems Lack of life skills Lack of parenting skills Lack of clarity around what a good parent is Lack of focus on well being as a country Lack of political infrastructure and systems to prioritize/address social issues Lack of protection for our vulnerable populations Requires government intervention Over / mis / convenient diagnosis of drugs High cost of living No independent body to ensure findings are ethical / lack of accountability Lack of data and central repository No central database Data not disseminated Causes on which to focus

11. Third Sector Opportunity • Three major causes present the greatest opportunities for agencies in Bermuda to have large-scale impact: • Unaddressed trauma over generations • Lack of quality education* • Lack of life skills • Collaboration with government to define a political infrastructure around the third sector remains important • Agencies will benefit from and should actively contribute to the establishment of a central repository of data *Although quality education will require government intervention, there are 3rd sector agencies that can provide beneficiaries with programs across service types

12. Analysis of Agency Survey Data 107 survey respondents work in 23 sectors…

13. Connecting Convening and Survey Data Lack of Life Skills Lack of Education Unaddressed Multigenerational Trauma Causes Identified in Analysis of Convening Data Mental Health and Crisis Intervention Human Services Education Corresponding Sector(s) in Survey* Youth Development *Revised NTEE structure used in survey to provide consistency

14. Lack of Life Skills Youth Development Human Services • Key Findings: • Majority of services are “push” services (advocacy, awareness/ education, prevention), aiming to prevent the negative consequences of social issues • Females receive fewer services than males in youth development but adult females receive more services than adult males in human services

15. Lack of Education • Key Findings: • Majority of services aim to prevent the negative consequences of social issues • Youth receive fewer services than adults • More agencies identified as being involved with adult education than with higher education, indicating a greater focus on life skills than academic achievement Education

16. Unaddressed Multigenerational Trauma • Key Findings: • Despite 3rd sector consensus that “unaddressed multigenerational trauma” is a key problem, few programs focus on this issue • Adults are offered more than twice as many services as youth • Lack of push services (advocacy, awareness, prevention) is concerning as mental health issues were prioritized by 2010 Convening attendees Mental Health and Crisis Intervention

17. Summary • Based on research and agency input, unaddressed multigenerational trauma is a key issue on which to focus • Although gaps in services exist, collaboration is critical to leverage minimal resources and gain funder attention • Developed a draft continuum of services to provide a framework to address this issue in a comprehensive and collaborative way

18. Questions

19. service continuum definition and examples 2011 Social Services Convening

20. The Service Continuum Approach • Definition: The service continuum defines the spectrum of services that exist to meet the needs of a given population, specifically related to the given issue. • Root Cause defines the service continuum in terms of service type • Begins with “push” services, which aim to prevent the negative outcomes of the issue (advocacy/awareness/education and prevention), • Ends with “pull” services, which address the negative outcomes (intervention, treatment, and aftercare)

21. The Service Continuum Approach • Why think of social issues in terms of a service continuum? • Assesses capacity and identifies gaps in services to tackle a given social issue • Provides a proactive versus reactive framework • Establishes common goals for agencies • Encourages coordination and linkages among agencies/services • Ensures stakeholder and community “buy-in” and access to mainstream resources

22. Draft Service Continuum: Unaddressed Multigenerational Trauma Supportive residency Offender reintegration Youth development/ coaching Victim reintegration Alternative education Crisis hotlines Cultural preservation and education Youth mentoring Recovery support groups Substance abuse problem assessment Drug and alcohol case management Alternative education Resource centres Case management Substance abuse screening • Counselling/private psychological services • Adult individual therapy • Family therapy • Couples therapy • Group therapy • Adolescent/youth therapy Educational workshops and/or skills programs Mental health screening

23. Adding Nuance to the Continuum • Tailoring the continuum for a specific subpopulation creates a more nuanced spectrum of services that more clearly shows opportunities for agency collaboration • Subpopulations may be defined by: • Age group • Gender • Common risk factor(s) • The following slides show two examples that leverage multiple services to achieve a common goal

24. Childhood Obesity Prevention: Shape Up Somerville Pilot • Structure: Multi-sector, community-based initiative to combat childhood obesity • Strategic Partners: • Government: Somerville Public Schools, Massachusetts Department of Health • Academic/Research: Tufts University, Institute for Community Health • Sample Service Providers: Somerville Youth Network, Cambridge Health Alliance, Groundwork Somerville, Active Living by Design • Target Beneficiary: Children in grades 1-3 • Early Results: • Effectively decreased BMI scores • 21 Shape Up approved restaurants • Named one of the 100 best communities for young people “It takes the leadership and support of an entire community to create an environment that supports children’s health from the time they leave their homes to go to school in the morning until the time they return home in the evening” - Joseph Curtatone, Mayor of Somerville; White House, 2010

25. Childhood Obesity Prevention:Holistic Strategy Walking/Biking to school Student Health Report Cards Healthier breakfasts Newsletters to parents “No TV Week” • Healthier lunch menu Farmers markets • After school cooking lessons Pediatrician training • Increased recess New bike/walking paths • Training for teachers and lunch servers “Shape Up Approved” restaurant certification • Nutrition in class time

26. Workforce Development:SkillWorks • Structure: Brings together philanthropy, government, community organizations, and employers to help low income individuals attain family supporting jobs and businesses find skilled workers • Strategic Partners: • Government/Funder: Boston Mayor’s Office of Jobs and Community, The Boston Foundation • Academic: Northeastern University, Cambridge College • Sample Service Providers: Jewish Vocational Services, Asian American Civic Association, Action for Boston Community Development • Target Beneficiary: Low-income adults; employee-seeking businesses • Early Results: • 3,000 workers trained, 500+ workers placed in jobs, 250+ workers promoted • Garnered more than $50M in new workforce funding in MA “We cannot tolerate the coexistence of high numbers of unemployed and underemployed workers looking for positions, and employers with jobs that need to be filled in our region.” - Paul Grogan, President of The Boston Foundation; 2003

27. Workforce Development:Holistic Strategy Industry-specific research Pilot projects in: green economy, hospitality, building services, automotive, health care Cross-sector collaboration/meetings Labor market studies Grantmaking Software and process trainings • Workforce competitiveness trust fund Online tools for providers • One-stop-career centers Roundtable discussions • Publish issue research and evaluation Curriculum design • Government candidate forums Career coaching

28. Questions

29. service continuum Discussion and next steps 2011 Social Services Convening

30. Why is a Continuum Important? • Provides a framework for which agencies can collaborate to make progress on a social issue: • Involves stakeholders across sectors and services to become part of the solution • Provides a way to analyze existing capacity of agencies providing services • Identifies gaps based on need and their relative priority • Enables measureable progress towards goal of increasing the effectiveness of the third sector

31. Exercise: Feedback on the Service Continuum • Further develop the service continuum • Under which service type(s) is your organization? • Or if you don’t provide a direct service under which types are you interested in collaborating? • What services/programs are missing?

32. Service Type Definitions • Advocacy/ Awareness / Education: • Efforts to organize groups and/or influence policy • Sessions, workshops, trainings, gatherings or other activities aimed at informing about a particular social issue • Prevention: • Services that direct those who are vulnerable away from a given issue before they are affected by it • Intervention: • Services that aim to stop an issue as it is taking place, either through direct/immediate action, or through longer term actions • Treatment: • Services that support or care for individuals/populations that have been affected by an issue and/or before they are fully removed from the direct impact of the issue; the goal of these programs is to stop the direct impact of the given issue • Aftercare: • Longer-term services that care for individuals/populations that have been affected by a given issue; these programs seek to stabilize their beneficiaries’ situation after they are no longer being directly affected by the issue, and to prevent a recurrence of the issue through support over a significant period of time

33. Exercise: Input on Criteria Effective collaboration in a continuum of services requires specific expectations of participating stakeholders: Program effectiveness Sector and field collaboration Organisational Capacity Social Issue experience/ expertise Other

34. Criteria Examples

35. Next Steps from this Convening • Aggregate and disseminate feedback • Refine the service continuum • Categorize convening attendees within service types to be used for collaboration • Highlight gaps and opportunities for collaboration • Document and determine a list of criteria for the continuum based upon input • Invite agencies to participate in next phase of work to further develop the continuum

36. Opportunities to Collaborate Conduct a self evaluation based on the criteria discussed to determine if you want to participate in a continuum of service • Review the continuum and provide feedback on key services that may be missing • Make contact with agencies identified as providing similar services to collaborate • Review data that you currently collect to determine what might be useful across fields • Participate in social service forums/ convenings to share and learn

37. Questions

38. Foundation for a Continuum of Service • Agreement on the specific social issue being addressed and for which population • Representation of all types of services that address the social issue • Agreed upon common goals and commitment to collect data to determine agency effectiveness • Database in which data can be stored and analyzed to provide transparency about overlap and gaps in service • Regular forum through which stakeholders can share and learn