Human Services Agency Survey: A Focus on Four Regional Agencies By Brian Faulds
Macon State College Career Services 2009 Ms. Diaz Advisor 100 College Station Drive Macon, GA 31206 478 471-2714 1. History The Macon State College (MSC) Career Services was formerly part of the MSC Counseling and Career Center. This department of the college emerged with the founding in 1968. However, in 2008 the Career Services launched as a detached unit that retains the old location of the MSC Counseling and Career Center in the Student Life building; all the while, being affiliated with the MSC Counseling Center as it emerged in a different location. In 1968 the Student body at MSC was very small with only 1100 students enrolled; however since 2008 the enrollment has seen a student body of 6300 or more. As a result, a division of the MSC Counseling and Career Center was demanded by this increase, and the Career Services separated out. The majority of clients that have been served historically are students, particularly seniors. However, the Career Services also caters to Alumni. With their expanded facility, which contains a library, information technology, counseling offices and an intake area the Career Services seems to be well suited to serve a diverse student population and a returning alumni with â€œsolution focused services for student success.â€? 2. Purpose The MSC Career Service seeks to satisfy a particular student service, which is to facilitate the movement through graduation to employment. This gateway process takes a longitudinal window of time starting with the studentâ€™s availability to begin post graduation targeting of employment. So, this forms up as pre-entry level employment search for a job in an institution established in their field, or possibly an internship in their field. The MSC Career Service provides services to facilitate this employment introduction; as well as, services that guide the graduating student into entry level employment post graduation. The MSC Career Service takes into account fluctuating social and economic trends; and as a result, seeks to satisfy the needs of alumni who find themselves in need of the same services in a post graduation job search environment. The mission of the MSC Career Services is contained in their identification of goals which include: 1) advising and assisting, 2) building and linking, 3) planning and discovery, and 4) developing and facilitating career solutions for students of all levels.
3. Philosophy Although there is no theoretical model directly evident, the MSC Career Services seems to function with a pragmatic realism that reasons how to transform the ideals and dreams of students as prospective employees into the concrete reality of entry level employment. This is done through a logical progression of introduction to its services, assessment, identification, facilitation, and networking. Professional development is the framework that defines this movement, and Career Services is structured to assist in supplying information in a broad array of careers. Therefore, the Career Services philosophy is to provide motivation and solutions specifically radiated to students to enable them with empowerment over their environment, and advancement towards success. 4. Overview of Services The MSC Career Service (MSCCS) receptionist provides intake into the MSCCS with the start of career assessment. This begins with providing access to the materials library. This library has a total of six sections and includes material on health, education, information technology, and business. Additionally, a client is also presented to the information technology bank, which links the client up with the Georgia Career Information Center. The Georgia Career Information Center is a research and public outreach center that administers information and services to students, and professionals. So, with access to this gateway tool clientele are led to various information websites such as the Georgia Career Network Services and an educational site called the Smart Choices Career Guidance Series. Also, clients receive access to the Occupational Supply Demand System which conducts analysis and provides the client with a window with which to view their occupational availability; as well as, a college school sort that uses schools and their programs of study coupled up with the stateâ€™s demographic data that allows students to determine their "best-fit" options. Thus, clients are supplied with information and begin to build their career portfolio which is their foundation for advancement to further services within the MSCCS. The client is encouraged to become self aware and collect information of career interest and value. This starts the build that enables the client to advantage the services that supply decision making and action planning skills, resume development, interview skills, and job search strategies. So, it becomes evident that the services offered by the MSCCS are based on a build, and the proper assessment of the client places them in the appropriate phase of that build of services. Towards the end of this protocol of services is the assistance provided to place seniors in an internship program and the development of relationships with employers and graduate schools. The culmination that is hoped for by this plentitude of services is a reasonable assurance of â€œStudent Career Success.â€? The client is self paced in their navigation and progress through the MSCCS. Also, through the advisor other avenues may be open to the client such as vocational guidance at the counseling center or guidance on how to use the information technology available and navigate the internet.
5. Staff The intake at the MSCCS is broad and serves a good sized student body; however, since a very large part of the services concern processes that are self administered the staff of the MSCCS is small. Ms. Diaz administers the MSCCS and she is augmented by an assistant who facilitates intake and provides a basic introduction about the MSCCS to clients. As the clients progress in the services build more detailed assistance is administered by Ms. Diaz who may then offer light guidance or direction to the next phase of the client’s process in student career success. The MSCCS does not have any volunteers on staff; however, this is anticipated to change with a growing student body. 6. Description of Clientele The clientele of the MSCCS are mainly students and returning alumni who need to avail themselves of the services. Students at MSC are diverse and have diverse needs. There are traditional students seeking four year degrees in the Social and Natural sciences and there are returning students who are non-traditional who are seeking to finish their matriculation, or seeking to change their field of expertise. Also, there are students returning from the field who are searching to advance or change their credentials and better engage a dynamic labor environment. Thus, the MSCCS engages a strategy of openness and provides a diverse range of material. There are no formal referrals, and clients are greeted by the MSCCS with an open door policy guiding a first come first serve application of its resources. The client appears to have an unlimited access to the MSCCS as a student or alumni so their relationship could last a long period of time. The client’s relationship with the MSCCS would be ended with a termination of an undergraduate status of registered student which would then revoke the client’s privileges until re-registration would restore them. 7. Funding Sources The MSCCS is fiscally supported by the college’s budget and this is covered in tuition, and contributions developed under the Macon State College Foundation. The MSC Foundation is a non-profit organization that is focused on stewardship, philanthropy, and advocacy of MSC and its constituents. This is done primarily by raising, investing, and distributing dollars for campus enhancements, faculty programs, and capital projects. The Foundation is composed of community leaders in the Middle Georgia Region who want to better the opportunities for people in Middle Georgia by assisting Macon State College realize outstanding results. Additionally, the Alumni collaborates with the Foundation to solicit funds and give. For example the Macon State College Call Team increased Alumni giving form 50 donors in 2006 to 800 donors at the present.
8. Fees for Service All of the services offered in the MSCCS are free and no fee for service can be applied. 9. Trends and Predictions Ms. Diaz seemed confident that the MSCCS is offering a service to a steadily growing client base. This in turn will cause a need for the MSCCS to expand to adequately meet that increased growth in student demand. This growth most immediately may be seen quantitatively in manpower and technology. With a small staff and only three computers constituting their technology bank this seems rather small when versed to servicing a student body of over 6300, thus expansion seems reasonable. Ms. Diaz has stated that the amount of walk-ins has increased and this quantity is expected to increase further, which will adversely tax their already limited resources. 10. Observations When one enters the MSCCS one is struck by the open friendly features that extend out to the client. The office intake area is well lighted and the appearance is clean. A well appareled and smiling MSCCS assistant greets the clients and guides them through the intake processes. The office interior is textured and presents wall hanging images that are content specific to the services and goal of the MSCCS. The intake area is contiguous with the MSCCS library which has round tables and chairs to accommodate clientele as they go through the intake, and as placed clients work to build their career portfolios. The library sections are well marked out to index the different sections and the shelves place the material in a face front manner which presents an eye catching strategy. The MSCCS has technology self-evident and the nine button switchboard, the FAX and copy machine, and the computer bank are all easily accessible and well placed to the working environment of the MSCCS. The demeanor and style of Ms. Diaz and her assistant are appealing, open, and friendly to promote overcoming any barriers that clients may come there with, and they are knowledgeable and forthcoming with guidance and direction concerning intake and usage of the MSCCSâ€™ different services. Towards the rear of the MSCCS there are offices which indicate that the MSCCS offers some degree of confidentiality regarding some phases of the career services processes. The overall impression is one of professionalism and an atmosphere well suited to providing the services published.
Central Georgia Region Alzheimer’s Association 2009 Susan Formby MSW Programs Director 277 MLK Blvd., Suite 201 Macon, Georgia 31201 478-746-7050 1. History Early in the 20th Century a physician named Alois Alzheimer had under care a patient with rapidly declining severe dementia. When the patient expired Dr. Alzheimer was able to perform an autopsy and discovered visible changes in the brain’s tissue and central nervous system’s nerve trunks. These observations became typical to define a diagnosis of Alzheimer’s disease. Consequently, a colleague of Dr. Alzheimer, Dr. Emil Kraepelin who was a psychiatrist, coined the name Alzheimer’s as a term to describe the disease in his book “Psychiatrie.” As a result, Dr. Alzheimer went on to further his career. However, since then Alzheimer’s disease has attracted research, and one of the major associations to further research and advocate discovery of a cure is the Alzheimer’s Association. This organization was founded almost 30 years ago and since then has funded over 200 million dollars in grants to further its cause; additionally, it is the nation’s largest private funder of research. The National Alzheimer’s Disease and Related Disorders Association was incorporated on April 10, 1980, with a budget of $75,000, and with businessman Jerome Stone as the founding president. In July of 2002, three Georgian chapters merged to form the Georgia Chapter of the Alzheimer’s Association to serve the state. Now, there are seven regional offices (including Central Georgia’s Macon Office) and a State office in Atlanta. 2. Purpose The purpose of the Alzheimer’s Association is to eliminate Alzheimer’s disease by funding research advancement, through the provision of care and support for everyone affected by Alzheimer’s; to include patients, family, and caregivers; and to reduce the risk of dementia by promoting brain health. For example, on March 5, 2009, at an Alzheimer’s Association Roundtable meeting, the focus was turned to strengthening the initiative for early detection. Evidently, in addition to drug therapy applied to the well established presence of the disease there are drug applications which interdict the underlying pathology of the disease that in turn will slow or halt the progression of Alzheimer’s. As a result, this roundtable meeting collected and indexed early detection strategies and screening tools; additionally, the constituents called for lobbying efforts to pressure Public Health to make screening the at risk population with prevention trials a high level priority.
3. Philosophy According to Susan Formby the philosophy of the Alzheimer’s Association is contained in their Vision Statement rather than a theoretical model. Simply, it is “A world without Alzheimer’s.” However, while this is being attained the Alzheimer’s Association thinks that offering practical and emotional help in a focused and timely manner promotes this goal. The dignity, abilities, and independence of the patient are held with high respect and support; all the while, understanding that this should occur within the place that the person with dementia holds amongst their family and community for as long as possible. This patient respect philosophy is also seen as significantly contributing towards this goal. 4. Overview of Services The Georgia Chapter hosted more than 630 family and community workshops, seminars and presentations, and more than 16,600 Georgians attended these educational programs throughout the state. Also, the Georgia Chapter staff conducted nearly 1700 care consultation sessions, and their support groups were attended by more than 7,690 people. The Georgia Chapter also provided information and referrals to more than 15,000 persons. Moreover, the national Alzheimer’s Association provides a volume of services to include: national message boards, which allow persons from coast to coast to find support and share experiences with other persons who are living with Alzheimer’s; hosting an international conference on Alzheimer’s disease, which brings together scientists and allows them to share ideas and breakthroughs in research; sponsoring a peer reviewed research grants program which has committed 250 million dollars to 1,700 best of field research proposals; publishing a journal called Alzheimer’s & Dementia: The Journal of the Alzheimer’s Association, which provides peer reviewed publication of research advances in the field; sponsoring the Alzheimer’s Association Memory Walk, which publicizes awareness and collects donations for Alzheimer’s care, support, and research; provides Alzheimer advocates to educate and pressure legislators on critical policy issues and to increase federal funding; and finally by initiating a national dialogue through “Town Hall Roundtable” meetings which promotes awareness and changes perceptions concerning Alzheimer’s. In the same way, the Central Georgia’s Regional Office of the Alzheimer’s Association offers a host services as well to include: access to a 24 hour telephone helpline that will inform the caller about the Office’s services, and about community, support and follow-up services that are available; Care Consultation, which provides crisis assistance, problem solving, and counseling to persons living with Alzheimer’s; as well as, giving access to the national Care Source which is an online resource that will help coordinate assistance from family and friends, locate senior housing, and enhance care-giving skills; the Office also provides Care Giver time Out, which provides a stipend for professional care-givers; it provides referrals to support groups run by professionals for persons living with Alzheimer’s, and provides access to Caring Connection which is a telephone support group; and the Office provides the Caring Closet which allows reimbursement and provides materials for caregivers who require assistance in delivering care to patients with incontinence. The Regional Office also functions as a gateway to the MedicAlert/Safe Return program. This is a nationwide program that helps ensure missing or found individuals will be returned safely to their loved ones. In fact, 290 people were enrolled in 2008 and the Georgia Chapter
answered more than 125,000 requests for help; additionally, the Regional Office provides: family and professional education programs; and materials support for education to include a lending library, and pamphlets and brochures. The Regional Office’s Programs Director, Ms. Susan Formby, states that she and the administration representative and volunteers do intake and direct callers and walk-ins to the appropriate area the patient, family, general public, or caregiver needs.
5. Staff The Regional Office has a staff of three consisting of a Developer, a Social Worker, and an Administrative Representative. The Developer is focused on the fiscal promotion of the Association’s goals at the regional level as it engages the community and the state office. The Social Worker deals directly and indirectly with the clients in providing a wide range of Human Service Professional skills, and the Administrative Assistant engages all the “office work” that comes with the territory. The Georgia Chapter is fortunate to have more than 1,000 volunteers statewide. These volunteers give their time and talents to help with many tasks; for example, doing office and clerical work, chairing Memory Walk committees, working health fairs, speaking to community groups, and much more. Also, the Regional Office takes volunteers and may have quite a large number depending at the time on what services are being offered. For instance, during an event the volunteer numbers will rise. The Office will take volunteers in the areas of: administrative duties, advocate, data entry, development, helpline associate, receptionist, and special event helpers. Volunteer recruitment is by telephone or website solicitation, and done through written application that assess the prospects skills. 6. Description of Clientele The Central Georgia Regional Office of the Alzheimer’s Association has a wide variety of clientele from the 200,000 Georgians afflicted with the disease to the general public. The patients are those who have been diagnosed with the disease; then, there are the families and the communities where the patients find themselves. Next, there are the care-givers. Referrals to the Association usually come from the physician who counsels the patient and family with the diagnosis results; or it may come from a friend, through exposure to a publication; or a referral may come from the patient’s sphere of family and friends who might be exposed to an event. All of these circumstances contain the contact information needed to engage the Alzheimer’s Association, which is a phone number, address, or website contact. The Office does not provide health care per se; however, there are programs developed that interface with the clients in how they navigate the disease and strive to sustain a reasonably good quality of life. For the patient this may be a “Helpline,” support group, or Safe Return program, for the family this might draw participation in an education program, for the general public this could be attendance at a health fair’s “Maintain Your Brain” lecture, and for the caregiver this may be counseling or advantaging the “Care Closet.”
7. Funding Sources The funding sources for this human service agency are complicated and diverse; however the Georgia chapter publishes an annual report that reflects approximately five and a half million dollars in revenues. Specifically, 48% from special events, 37% from contributions, 14% from grants and 1% reflecting a miscellaneous category. This would include events such as: the Memory Walk, Concerts, Auto Rallies, Dance Contests, Golf Tournaments, Wine Tasting Benefits, and Triathlons. The donors consist of particular Societies, Foundations, the Founders Club, Corporations, Community Clubs, and Local Organizations. 8. Fees for Service Ms. Formby revealed that there are some fees that are charged; for example, certification in Alzheimer specific care giving that is provided through local training programs. Also, there is the MedicAlert/Safe Return program, which is conducted through a paid membership. Most of the services that are published cost less than $50. 9. Trends and Predictions As millions of Georgians move into their "baby boomer" years, their risk for developing Alzheimer's disease increases. For example, when Medicare was created in 1965, America's median age was 28.4; now it is 36.6; so, the elderly are more numerous. Nationally, one in eight persons age 65 and over has Alzheimer's. Ms. Formby anticipates that an expansion and a general â€œfacelift will be needed in the Central Georgia Office complimented by an increase in manpower. Additionally, Ms. Formby sees awareness increasing with the activities of the Georgia Chapter. For instance, in 2008 the Georgia Chapter had almost 2,000 registered advocates to help spread Alzheimerâ€™s awareness. The chapter was ranked fourth in the country in the number of registered advocates. These advocates lobbied in their communities, as well as on the state and federal levels. Many advocates statewide wrote letters to public policy makers and some attended the 2008 National Public Policy Forum in Washington D.C. where they were able to speak face-to-face with lawmakers. Also, in 2008 the Georgia Chapter launched the first statewide public awareness campaign. They were able to conduct an awareness survey to find out how the Alzheimer's Association stacked up in the minds of people all over the state of Georgia. Using the survey information they were able to tailor an awareness campaign that would target the demographic and geographic areas where they most needed to raise awareness. For the first time in Chapter history, the Chapter purchased advertising on major cable television networks and the 2008 public awareness campaign reached more than 2 million people throughout the state.
10. Observations Although the “tour” was a virtual tour conducted through a PowerPoint presentation, I had the misfortune of getting lost when I arrived, and wandered directly into the suite of offices that contains the Central Georgia Regional Office of the Alzheimer’s Association. I was met, and was cordially directed to the conference room. However, from what I observed the offices were clean and well lighted. The personnel were friendly and engaging. The situational demeanor presented a working environment that was employee friendly, busy, and spacious. The seminar, so to speak, was well done and Ms. Formby expressed a professional style of delivery and demonstrated an expansive knowledge of her content, which of course was all about Alzheimer’s. At the end of her presentation she cordially took a variety of questions and answered them all satisfactorily. Ms. Formby interacted with the seminar audience and inquired of different students what specific area of human service they intended to move into. All in all, the experience was educational, and Ms. Formby served the larger community of Macon by accommodating the tour.
Girl Scouts of Middle Georgia Inc. 2009 Ms. Alma Aguilar Specialist Hispanic Outreach Program Girl Scouts of Middle Georgia, Inc. 6869 Columbus Road Lizella, GA 31052 478-935-2221 1. History The Girls Scouts were founded in the United States by Juliette Low in 1912, in Savannah Georgia, and were based on the English Girl Guides youth initiative there. It was initiated with 18 girls, and was called the American Girl Guides. One year later the name was changed to the American Girl Scouts. The youth initiative for young women caught on and spread rapidly coast to coast. Ms. Low focused on bringing young girls of diverse backgrounds into the natural wildlife environment, and through that teaching them self reliance and resourcefulness. Ms. Low encouraged these young girls to be responsible citizens and taught them how to prepare for a life as a traditional homemaker or as a professional. The first guide book used by the Girls Scouts was composed by Walter Hoxie a naturalist, and instructed scouts on topics of ecology, organic foods and cosmetics, physical fitness, and pollution control. Later on Ms. Low wrote the 1916 version of the guide book with provisions for merit badges. The Girl Scouts were accommodating to girls with the exceptionality of disability in a time when this would exclude them from other contemporary initiatives in early 20th century culture; albeit true, that the deafness condition that afflicted Ms. Low contributed to this radical approach. In fact, the Girl Scouts of Middle Georgia (GSMG) was founded in 1922 and four years later the national founder Ms. Low died. Her birthday is memorialized on October 31st by celebrations with various projects and ceremonies. Also, additional cause for festivities occurs on March 12th when the scouts celebrate the â€œGirl Scout Birthdayâ€? and the nation celebrates that week with Girl Scout week. Ms. Low has been honored nationally, throughout the decades spanning WWII up to 1983 when President Reagan christened a new Federal Building in Savannah as the Juliette Low Federal Complex, with the distinguished honor of being the second Federal Building at that time to be named after a woman. 2. Purpose The purpose of Girl Scouting is to inspire girls with the highest ideals of character and conduct, so that they may become capable and inspired citizens. Girl Scouting seeks to accomplish this goal through innovative programs that provide girls with opportunities to explore the world's possibilities while having fun with their peers in supportive, all-girl settings. It is the preeminent organization dedicated solely to all girls. Girl scouting builds girls of courage, confidence, and character, who make the world a better place. They are guided in this goal by two important maxims; the Girl Scout promise, and the Girl Scout Law.
3. Philosophy The Girl Scout way of thinking demonstrates that in an accepting and nurturing environment, girls will build character and skills for success in the real world. In partnership with committed adult volunteers, girls develop qualities that will serve them all their lives, like leadership, strong values, social conscience, and conviction about their own potential and selfworth. Girl Scouts use the virtue of encouragement to teach healthy living through combating Relational Aggression and promoting girl-positive media images. Also, The Girl Scout philosophy cultivates girls' involvement in areas that may have evidence of a separate gender sphere like science, technology, engineering, and math. Additionally, the way a Girl Scout thinks develops within them financial literacy skills and gives a voice to girls in underserved communities. Finally, the Girl Scout philosophy will ensure that girls feel safe emotionally and physically; and as a result reduce youth violence in communities. The motivating force in the GSMG is spiritual and each girl is encouraged to become a better member of her own religious group, and respect the varying religious beliefs and practices of others. Also, according to the national office Girl Scout girls discover the fun, friendship, and power of girls together. Through a diversity of enriching experiences, sports skill-building clinics, cultural exchanges, and environmental stewardships, girls grow courageous and strong. Girl Scouting helps girls develop their full individual potential; relate to others with increasing understanding, skill, and respect; develop values to guide their actions and provide the foundation for sound decision-making; and contribute to the improvement of society through their abilities, leadership skills, and cooperation with others.
4. Overview of Services The GSMG program is an informal educational program designed to help girls put into practice the fundamental principles of the Girl Scout Movement. It is carried out in small groups with adult leadership and provides a wide range of activities developed around the interests and needs of girls. This program is delivered through various structures and girls may participate through troops, groups, as a member of an interest group, or as an individual. Generally troops are set up so that they are large enough to provide experience in self-government, but small enough to allow for the development of the individual girl. A troop or group consists of at least five girls from more than one family. The program is tailored to meet the developmental, educational and social needs, and interests of girls at five age levels. Activities for each age level are designed to encourage pluralism and to promote racial and ethnic understanding and respect. Also, troops can earn badges and participation patches through a variety of activities, take field trips, camp with the troop, have sleepovers, attend Girl Scout camp, and do service projects for the community. Girls discuss and decide within their troop what types of activities or projects they wish to work on, or they may choose a badge or event that they want to do by themselves. Girls from the 6yr. old age level on up may also participate in the annual Cookie program. Additionally, GSMG operates a 165 acre campground where they offer a day camp for early to middle childhood girls and a residentâ€™s camp for middle to late childhood girls. These camps include facilities that present a rustic environment as cabins, and a modern climate controlled facility with meeting rooms, dining hall, and sleeping quarters.
Moreover, the national office of the Girl Scouts cultivates activities at all levels that allow girls to develop through experiential learning; whether they're planning a ceremony, exploring a park, working in a team, leading others in song, creating an image on a computer, or helping others in a service project. Ways to adapt common activities for girls with special needs can be found in the Girl Scout book Focus on Ability, which is found in the Girl Scout Bookstore. Activities in Girl Scouting are based on girls' interests and planned by girls and adults in partnership. Activities for all grade-levels can be found in a wide range of Girl Scout books and resources. Girl Scout councils also develop activities that tap into community resources. 5. Staff The GSMG are manned with a staff of 16 that ranges from a regional CEO to the Registration Associate. This includes: 1. Two CEOâ€™s who deal with corporate management and development; business management, payroll, employee benefits, insurance, and product sales. 2. A Director of Fund Development whose area of work includes Annual Giving and Family Partnership campaigns, grant writing, and camp rentals. 3. A Director of Membership Services who deals with membership and grant management. 4. A Director of Program Services whose area of work entails; program management, Destinations, Silver and Gold Awards, renovation and development, and adult development. 5. A Communications Specialist who deals with external and internal communications, media, website, publications, and Council Workshops. 6. A Product Sales Coordinator whose area is cookie sales, sales training, and support. 7. A Hispanic Outreach Program Specialist who deals with Peach and Houston Countyâ€™s Hispanic Community. 8. Five Field Executives that engage different entities and the various counties that are served. 9. An Office Services Coordinator whose area entails information technology, office management, and the Council Shop. 10. Two Registration Associates who deal with; membership, program events and training requirements, clerical support, equipment check-out, and camp registrations. The GSMG relies heavily on 1500 volunteers who are the key to building a relationship with the community. They are foundational in delivering the Girl Scout Programs and stand as role models for the girls. The GSMG recruit volunteers through publicity and contact at their regional office or their website. Two prominent areas of recruitment are for Leaders and Assistant Leaders. The GSMG Director of Program Services provides training as needed.
6. Description of Clientele The GSMG currently serves 22 counties in central Georgia, and over 4,000 girls as clients. They separate the clients out according to age and any girl between the ages of 5 and 17 can become a Girl Scout. There are five age levels within Girl Scouting: 1) Daisy Ages 5 - 6 or grades K – 1, 2) Brownie Ages 6 - 8 or grades 1 – 3, 3) Junior Ages 8 - 11 or grades 3 – 6, 4) Cadette Ages 11 - 14 or grades 6 – 9, and 5) Senior Ages 14 - 17 or grades 9 – 12. To join the GSMG a client must submit their name, county they live in, school, grade, and contact information. Then a GSMG Field Executive who serves that area will contact the client. There is a membership charge and required paraphernalia; however these are minimal and financial assistance is available. The Girl Scouts navigate their clientele through different stages which are school grade specific by describing the process as a journey. First, the Girl Scout Daisy’s journey is the Daisy Flower Garden. This clientele is urged to make new friends and explore friendship while learning about virtues. Second, is the Girl Scout Brownie whose journey is Brownie Quest where the client learns to make new friends, try new things, and have fun at play. There are icons, mysteries, and goals for this client to work with and achieve. Third, is the Girl Scout Junior whose journey is an Agent of Change where exploration of self, collaboration with a team, and community activities take place. Fourth, is the Girl Scout Cadette whose journey is “aMaze” wherein the client is schooled in how to navigate collaboration and coordination with others. Fifth, is the Girl Scout Senior whose journey is “Girltopia” where the clients learn empowerment as women and develop vision and action plans. Sixth, is the Girl Scout Ambassador whose journey is “Your Voice, Your World!” wherein the clients develops beliefs and finds causes to serve through network building and publication. Clients are terminated at the age of 17 yet; still, euphemistically carry on as girl scouts throughout their life. 7. Funding Sources The GSMG is fiscally supported from a number of sources like fundraisers, cookie sales, government grants, and the United Way. The GSMG is in the tail end of a national and statewide organizational re-alignment and their annual report is limited to expenditure information. However, there is a wide selection by which the GSMG receives revenues to include: Family Partnership, which is a donation given by family members in the name of a registered Girl Scout. Major Gifts, which are usually donations of $500.00 or more. Honorariums and Memorials. Corporate Sponsorships. Women of Distinction Sponsorship Levels: Marquee – $10,000 + Gold – $3,000 / Silver – $1,500 Bronze – $500 / Pewter – $250
8. Fees for Service The GSMG have the standard membership fee of $10. Exceptionally, all the other programs carry no fee for service. The exception are programs at the various camps to include the Camp Martha Johnston; Day Camp, Mini Camp, and Resident Camp. These fees can range from $125 to $325 depending on the program associated with the camp stay. Evidently, the camp stay is one week with the exception of the Mini-Camp which is four days. The benefits received at camp vary but include skills workshops, community service projects, swimming lessons, nature workshops, arts and crafts, and recreational games. Additionally, rental fees are charged to utilize the facilities at the Sarah Bailey Girl Scout Center and at Camp Martha Johnston. 9. Trends and Predictions The GSMG along with the Girl Scouts of Historic Georgia are undergoing a re-alignment process whereby the state’s eight councils are being consolidated down to two. This was scheduled to begin in 2007. It was expected to be finalized in the fall of 2008 and apparently has gone well. This “New Core Strategy” identifies key areas of work including new program models and pathways, volunteerism, marketing, funding, culture, governance, and organizational structure. The new organization will carry through to 2009 with hopes for a sustainable environment for GSMG. Additionally, Ms. Aguilar has stated that they are looking forward to initiating a rescue operation for injured wildlife which would be a brand new program for the GSMG. In short, the GSMG publicizes that, “the world is constantly changing. Change is truly inevitable and now is the time for transformation and revitalization for Girls Scouts. Girls will be better served by flexible, efficient, and well funded high capacity councils.” 10. Observations The tour of this agency directly occurred at the Sarah Bailey Girl Scout Center. The facility was clean and presented a warm welcoming environment. The entry is where reception occurs and it is an atrium that hubs various extensions of the center like the book store, an intake desk-front, showcases displaying historical relics and historical news clippings, and some fauna. The facility is well organized in its office space and contains multipurpose rooms, kitchen and break area, a library; and information technology such as computers with internet access, and a FAX and copy machine. Also, the bookstore is complete with commodities like publication materials, organizational clothing, activity apparel, stuffed animals and dolls. All of the personnel were friendly and polite and created a hospitable circumstance. Ms. Aguilar gave a well thought out question and answer period after a multimedia presentation and represented the GSMG in a professional manner. The tour of this agency was educational and open which showcased the GSMG in a positively optimistic perspective.
River Edge Prevention Resource Center 2009 Pamela Vinson Health Educator / Director 750 Baconsfield Suite 100 Macon GA 478-751 – 4537/4506 1. History According to some sources the facilities at River Edge have been available to the Macon community for over 50 years. However, as associated with the Georgia Association of Community service Boards (CSB) the River Edge Resource Center as an affiliate of the River Edge Behavioral Health Center has been serving the citizenry of Middle Georgia since 1994. 2. Purpose The purpose of River Edge Behavioral Health Center is to provide a full range of behavioral health care services in collaboration with the River Edge CSB. CSB’s are the local public mental health, mental retardation, and substance abuse authorities. While CSB’s are agents of the local governments that established them, most CSBs are not city or county government departments. The purpose of the CSB is to provide individualized, effective, and efficient treatment in the area of behavioral health. The CSB tries to accomplish this through rehabilitation, and prevention services in the most accessible and integrated yet least restrictive environment possible. CSBs draw upon all available community resources along with people's natural support systems such as family and friends to amend the effects of mental disabilities and substance abuse disorders. In this process River Edge CSB encourages growth and development, supports recovery and self-determination, and works to assist individuals in realizing their fullest potentials. CSB’s serve as gateways into publicly-funded mental health, and substance abuse services including access to state mental health and mental retardation facilities. Thus, the River Edge Prevention Resource Center serves the public purpose as an ancillary function of Public Health by outreaching to the community with education programs and material resources aimed at substance abuse prevention. However, the Resource Center also provides an umbrella of preventative educational material that covers a wide variety of public health concerns. So, the River Edge Resource Center strives to be the leader in behavioral healthcare education, providing comprehensive services with dedication and pride. This includes being the keystone provider of behavioral healthcare education in the Macon community; wherein, it is known for compassion, high quality work, and the professionalism of its staff. River Edge establishes a partnership between clients and staff, and with this understanding River Edge collaborates to provide teamwork and creativity. The foremost goal at River Edge is to provide high quality services with objectivity and professionalism. As River Edge encounters the community and individual, they respect diversity and uniqueness.
3. Philosophy The thinking at River Edge leads them to position themselves in providing behavioral healthcare that adds substantial quality to the lives of their clients. This is done by maintaining a high quality in services rendered as they are exercised with objectivity and professionalism. As a result, their health care delivery is framed with respecting the diversity and uniqueness of all individuals. This philosophy causes the personnel and organization at River Edge to come together in teamwork, and produce creativity in a collaborative effort between clients and staff. River Edge’s way of thinking demands that esteem, respect and competency be delivered along with their health care services; as well as, a dedication to improve the way health care service is delivered through adaptation and accountability for services rendered. The Prevention Resource Center specifically thinks that reaching out to children through educational services manifests this way of thinking, and exemplifies the delivery of comprehensive services to the community. 4. Overview of Services The River Edge Prevention Resource Center provides a curriculum based array of modular programs that when presented in the form of a series covers a 45 minute window of time utilizing classroom time segments. These measured, evidenced based Substance Abuse and Mental Health Services Administration (SAMHSA) materials are available to schools and the environmental community. The Resource Center premiers five such programs to include; 1) ‘Too Good For Drugs,” 2) “All Stars,” 3) “Guiding Good Choices,” 4) “Class Action,” and 5) “Youth Leadership Council.” In addition to this series, single session programs are available to present across a variety of content matter such as: Abstinence, Suicide Awareness, Underage Drinking, Methamphetamines Awareness, Suicide Prevention, and Gang Awareness. Also, the resource Center also participates in the Parenting Curriculum hosted by the Macon Bibb Law Enforcement Center; namely, in Family Meetings. Also, the Center provides material and staff to support Project Connect, which treats substance abuse patients who are mothers with children; and the Resource Center is a major player in Red Ribbon Week, which is the oldest and largest drug prevention campaign in the country. Additionally, the Resource Center has a materials library that covers: Self Control, Sexual Harassment, Eating Disorders, Conflict Resolution, Character Education, Health Safety, Prenatal Care, AIDS, Divorce, Substance Abuse (SA) Prevention, Addiction Disease, Tobacco Use Prevention. These materials are available to the Macon community. 5. Staff Although River Edge Behavioral Health Center has a staff of over 400 the River Edge Resource Center has a staff of three. The Director of the Resource Center overseas the daily operation of the Center. Then, the Health Educator is the field worker seen at schools and other institutions in the community delivering the health service, and then a Health Technician augments this team. Volunteers are welcome and are recruited on a “as they come in” basis.
6. Description of Clientele River Edge Resource Center serves over 8,000 clients in Bibb, Jones, Monroe, Baldwin, Putnam, Wilkerson, and Twiggs counties, and the publicly administered services and governments there. The Center specifically serves the elementary school systems in those counties but it is not limited in that. As an ancillary to Public Health by providing prevention education, the Resource Center has the whole community at large as clientele in the Middle Georgia region. For instance, the clientele range across early adolescents such as the “All Star Juniors” who are particularly susceptible to the lure of SA, or government administration employees receiving a seminar on tobacco use prevention, or parents receiving education on Gangs, or persons living with divorce. The River Edge Resource Center serves the general public as its clientele. Intake is done by telephone and then scheduling a presentation, or again by telephone to prearrange a walk-in window of time to ensure access. Anyone can make a referral, and when contacted the staff does an on-the-spot assessment to channel requests for service to the appropriate delivery media. Clients of the Resource Center have no set obligatory relationship and there are no termination protocols. 7. Funding Sources Approximately 60% of the River Edge Behavioral Health Center’s revenue comes from Medicaid, private insurance, client fee or local contract revenue, and the remaining 40% is generated through state contracted services. River Edge Behavioral Health Center has an annual budget of roughly $22 million dollars. As an affiliate of River Edge Behavioral Health Center the Resource Center shares in these funds as budgeted and gets additional revenue from the Georgia Department of Human Resources (DHR) and by government grant allocation. 8. Fees for Service As an ancillary of Public Health the River Edge Prevention Resource Center has no fee for service schedule, which differentiates itself from the River Edge Behavioral Health Center wherein there is a fee for service schedule; nonetheless, no person will be denied at River Edge facilities if unable to pay. 9. Trends and Predictions Due to an increase in population of the general public in Middle Georgia the River Edge Prevention Resource Center also sees itself expanding to meet the increased needs that a larger service base requires. Additionally, the public administration of that larger population establishes growth in Public Health entities that reach out to the preventative services that the Resource Center provides. For example, the new Rural Community Health Center in Macon (First Choice) functioning as a provider of primary care will need materials and possibly other media delivery strategies to gateway their clients into the Substance Abuse and Mental Health Services Administration of Middle Georgia. Ms. Vinson would like to see the center move out from under the DHR to administration directly by the Public Health Service to better facilitate access to funds and resources that will be needed to meet the community’s growth trends. As a result, Ms. Vinson predicts an increased need for more staff and an increase in grant allocations.
10. Observations The River Edge Prevention Resource Center is located in an accommodating office albeit conservative in space. It is well lighted and presents a clean and efficient atmosphere. The office is contiguous to other behavioral clinic space so the reception area functions as a gateway with a sign in sheet and a controlled entry. However, this intake area is furnished with texture and seating accommodations for those clients needing to wait. Ms. Vinson was comfortably appareled to reduce any barriers of client engagement and demonstrated a full range of knowledge about her department and its delivery of health services. Ms. Vinson was forthcoming regarding questions and delivered an educational walking tour of the center. The overall impression was one of professionalism regarding Ms. Vinson and the River Edge Prevention Resource Center.