Relationship between the Planning Council (PC) and the Recipient: What the PC, - PowerPoint Presentation

1. Relationship between the Planning Council (PC) and the Recipient: What the PC, PCS Staff, and Recipient All Need to KnowPrepared by Emily Gantz McKay and Hila BerlEGM Consulting, LLCNote: This training is designed for planning councils as described in the Ryan White legislation, rather than other types of planning bodies. Planning councils have legislative responsibilities and are independent entities that work closely with but are not responsible to the recipient. Jurisdictions with planning bodies that lack such legislative guidance may have a very different relationship, though much of this training module is likely to be relevant if the planning body plays roles similar to those of a planning council.This model training unit is based on training provided for several EMAs and TGAs by Mosaica and EGM Consulting, LLC, and was revised for the PCS Compendium by EGM Consulting through Task Order TA003111, funded through MSCG/Ryan White Technical Assistance Contract.From: Compendium of Materials for Planning Council Support Staff. EGM Consulting, LLC. 2018.
 Available at: www.targetHIV.org/planning-chatt/pcs-compendium 1

2. Goals of the TrainingTo support a productive partnership between the Ryan White HIV Health Services Planning Council (PC) and the Ryan White HIV/AIDS Program (RWHAP) Part A recipientTo provide information and skills for participants to use in preventing and resolving tensions and/or conflict between the PC and the recipientTo ensure that PC members, PCS staff, and recipient staff all can explain and differentiate the roles of the recipient and the PC in a RWHAP Part A program2

3. Training ObjectivesAt the end of the session, participants will be able:To identify and differentiate the roles and responsibilities of the PC, the recipient, and the Chief Elected Official (CEO) – including which roles are shared and which are carried out by only one entityTo identify typical pressure points between the PC and recipient, and describe ways to prevent, minimize, or resolve themTo describe the main components of a Memorandum of Understanding (MOU) between the PC and recipient, and the role of an MOU in contributing to a positive relationship between the PC and recipient3

4. Roles and Responsibilities of the PC and Recipient4

5. 5Planning Council, Recipient, and CEO Roles & Responsibilities TaskCEORecipientPlanning CouncilDetermine Planning BodyX  Establish Planning BodyX  Carry Out Needs Assessment XXDo Comprehensive Planning XXSet Priorities* XAllocate Resources*  XManage Procurement XMonitor Contracts X Evaluate Effectiveness of Planning Activities XXEvaluate Effectiveness of Care Strategies XXDo Quality Management X [Care Standards & Committee Involvement]Assess the Efficiency of the Administrative Mechanism*X* Sole responsibility of RWHAP Part A Planning Councils

6. 6Roles of Planning Council Support (PCS) StaffAssist the Planning Council to carry out its legislative responsibilities and to operate effectively as an independent planning bodyStaff committees and Planning Council meetingsProvide expert advice on Ryan White legislative requirements and HRSA/HAB regulations and expectationsOversee a training program for membersEncourage member involvement and retention, with special focus on consumersServe as liaison with the recipientHelp the PC manage its budgetBe involved only with supporting RWHAP Part A-related activities

7. 7Discussion: PC Support Staff Roles Discuss in small groups: Are the following appropriate Planning Council staff roles? Why or why not? Are there situations under which they would be appropriate?Preparing letters to go from the Planning Council to the City Council or State legislature, urging specific legislative action such as an increase in the HIV/AIDS budget?Helping the recipient by staffing a regular monthly meeting with RWHAP Part A providers?Helping to prepare the annual RWHAP Part A competitive application?

8. 8Recipient Staff Roles with the Planning CouncilAttend and make a recipient report at PC meetingsRegularly provide agreed-upon reports (e.g., cost and service utilization data) Provide advice on areas of expertise without unduly influencing discussions or decisionsAssign staff to attend committees except where recipient participation is not requestedCollaborate on shared rolesCarry out joint efforts such as task forces and special analyses consistent with roles and resourcesNote: Roles with planning bodies that are not PCs can be quite varied, depending on planning body structure & level of activity

9. 9HRSA/HAB Expectations for PCS StaffingPCS function can be contracted or provided through municipal staffPC staff are hired and supervised according to local personnel policies and procedures, but work for the Planning CouncilRWHAP Part A Manual says the PC “works in partnership with the grantee but not under its direction” (p 108) PC Executive Committee participates along with supervisor in evaluation of PCS DirectorBoundaries between the two entities are maintained by both parties

10. Relationships and Pressure Points10

11. 11Relationships: Not Limited to Recipient-PCWithin the PC:MembershipPC Support staffBetween the PC and: RecipientMayor’s/Board of Supervisors’ OfficeAdministrative Agency (if one exists)PLWH communityProviders of RWHAP Part A servicesOther HIV/AIDS providersHRSA/HAB/DMHAPBetween the Recipient and:Planning CouncilAdministrative Agency (if one exists)Mayor’s/Board of Supervisors’ OfficePLWH Community Providers of RWHAP Part A servicesOther HIV/AIDS providersHRSA/HAB/DMHAP

12. Pressure Points between the PC and Recipient“Pressure points” are situations that can cause tension or conflict between the PC and recipientSome pressure points are natural and should be expectedPressure points should be predicted where possible, so they can be minimized or resolved before becoming significant points of conflictFor example: because both recipient and PC support funding come from the up to 10% of funds allocated for administration, there is normally some tension in terms of how much funding should be made available to the PC12

13. 13Causes of Relationship ProblemsDifferent views of what is right or desirableDetermination to get a specific result, regardless of the views of the other groupPassion for making changeDesire to control resourcesInsufficient knowledge of Ryan White HIV/AIDS Program and its rules – including the roles of both entitiesReal or perceived lack of mutual respectPersonality clashesBelief that the other group has not observed boundaries

14. 14Work with 1-2 other peopleIdentify and describe what you see as 2-3 key current pressure points between the PC and recipientBe prepared to share your list Small-Group Discussion: Identifying “Pressure Points” between PC and Recipient

15. 15 Local standards & behavior, including:Code of conductEthical behaviorLeadership: roles and behavior Federal guidance:Ryan White and other federal legislationHRSA guidance – in policies, letters, application guidance, manuals and guides, National Monitoring StandardsSound practice Policies and procedures such as:BylawsMemorandum of Understanding (MOU)Conflict of interest policiesGrievance proceduresAlternative dispute resolution methodsTools for Addressing Pressure Points

16. 16Using Leadership & Communication to Address Pressure PointsCreate a safe environmentEnsure training and provide reminders of roles and boundariesShare information widelyEncourage open discussion – and listeningModel respectful behaviorEstablish and enforce behavioral groundrulesSeparate the issue from the individualRemind group of its purposeTake responsibility and assert leadership influenceEnsure that decisions are based on defined procedures and criteria

17. 17Clarifies roles & expectations of recipient and Planning CouncilDescribes expected communications and interactionSpecifies information sharing/reporting, with due datesProvides time frames and deadlinesSpecifies a means of resolving conflictsCalls for regular review and updating of documentBest Practice: Develop an MOU to prevent conflict, rather than waiting until conflict occurs and using it to help resolve tensionsUsing an MOU between the PC and Recipient

18. 18Actions for Working Together Effectively Understand that “pressure points” always exist but can be managedUnderstand each other’s roles – which may require joint training Recognize and observe boundariesRecognize the benefits of a collaborative and respectful working relationshipsClearly define mutual expectationsAcknowledge time and resource limitations of both entitiesUse an MOU to specify mutual expectations Review and revise Bylaws and policies

19. Action StepsDiscuss and agree on the following:What if any policies or procedures need to be changed to help ensure that boundaries are respected and the relationship is mutually beneficial?What if any new policies or processes need to be developed?What other action is needed to encourage a positive relationship?Who will be responsible for implementation and monitoring?19

20. 20External Sources of AssistanceDMHAP Project OfficerPeers from other EMAs and TGAs (PCS staff, recipient staff, PC leadership) Consultants arranged through DMHAP

21. Sum Up21

22. 22Task CEORecipientPlanning CouncilDetermine Planning BodyEstablish Planning BodyCarry Out Needs AssessmentDo Comprehensive PlanningSet PrioritiesAllocate ResourcesManage ProcurementMonitor ContractsEvaluate Effectiveness of Planning ActivitiesEvaluate Effectiveness of Care StrategiesDo Quality ManagementAssess the Efficiency of the Administrative MechanismPlanning Council, Recipient, and CEO Roles & Responsibilities:Checking Knowledge: Fill in the chart to identify roles and responsibilities of each entity

23. 23 Questions and Discussion