2-1-1 Illinois Business Plan Steering Committee April 12 th, 2010

Key Points of the Business Plan Recommendations, not pronouncements! Flexibility in implementations, especially due to limited resources Desired outcome of plan –Expedite work of the selected Lead Entity –Starting point for regional conversations and planning –Opportunity for socializing plan with potential investors –While not written in “stone,” it should provides strong guidance and direction for continuing to build momentum April 12 th,

Review of the Business Plan How is the Business Plan constructed: The plan is online with opportunities for feedback after each section. Executive Summary The major sections of the plan are: VALUE OF NEED FOR SYSTEM & CALLER BENEFITS PUBLIC IMPACT & VALUE PROPOSITION STATEWIDE SYSTEM CALL CENTER SYSTEM TELEPHONE SYSTEM DATABASE & WEBSITE QUALITY ASSURANCE MARKETING & BRAND MANAGEMENT ROLLOUT STRATEGY CHALLENGES TO SUCCESS FINANCIAL SUMMARY April 12 th,

Review of the Business Plan Brief Overview: The desired outcomes of this business plan are to: Expedite the work of a selected Lead Entity for statewide development and coordination. Serve as a starting point for regional conversations and planning. Provide an opportunity for socializing the plan with potential investors. To provide guidance and direction for building momentum in realizing the value of for Illinois. The plan is both an ending point as well as a new starting point. While it ends the work of the Business Planning Steering Committee2-1-1 Business Planning Steering Committee, it also marks the beginning of the work for all the interested parties seeking to build as: April 12 th,

STATEWIDE SYSTEM This section lays out the details on how will be organized in Illinois. The system can be in full operation within two years of the Lead Entity being established. Currently, three pilots sites have been operational since early We envision a phased rollout until full statewide coverage is achieved. The system should have three primary program components: A governance structure that places policy direction with the Lead Entity and operational responsibility with the regional providers of services; A network of four to eight regional call centers that, together, will provide coverage for 100% of the state; A small coordinating state office and support center of the Lead Entity designed to meet commonly agreed system-wide responsibilities that are critical to developing and maintaining a strong statewide system. April 12 th,

STATEWIDE SYSTEM Cont. Board of Directors: The board of directors would be the governance body of the Lead Entity with overall accountability for the strategic direction, policy formulation, financing, and operation of the Lead Entity. Network of Call Center Directors (NCCD): The senior managers of each of the participating call centers would share responsibility for operation of those shared functions that link the individual call centers with one another, provide consistency of operations, and ensure uniform quality throughout the system. They would recommend both policies and operating protocols to the Board of Directors. Staff: Fulfilling the system-wide responsibilities would probably require a small, well-organized staff at the state level. We would expect a phased development of that staff corresponding with the build-out of the system and consistent with the availability of resources. At the outset, the staff’s focus should be on resource development and the specific tasks that will support the development of the statewide system April 12 th,

CALL CENTER SYSTEM This section explains the proposed model for the call center system design and how Illinois will handle the influx of calls from In developing recommendations for the service delivery model, the goal was ensuring that every person in the state has access to around the clock, every day of the year by both phone and online. To achieve that, the plan identifies four core values: 1)Information is best collected and updated on a timely basis by those who are most familiar with local resources. 2)Callers must feel comfortable with the sensitivity of to local realities and to a diversity of cultural values. 3)It is important to honor and leverage the investment that has already been made in developing comprehensive I&R throughout the state and to build on existing call centers. 4)The system must be financially viable, designed to operate as efficiently as possible, balanced with the demands of the other values. April 12 th,

CALL CENTER SYSTEM Cont. Call Center Requirements: A framework of expectations that must be met in order for the Lead Entity to assign the dialing code to a regional provider; call centers that conform to the standards recommended by the National Partnership, United Way Worldwide and the Alliance of Information & Referral Systems (AIRS); call centers report on key metrics such as number of calls, types of calls and length of wait time; As few as possible geographic regions (four to seven) with call centers within which there will be collaborative planning to determine the most appropriate and effective way to provide service; Development of a resource data management of “data hubs” in as many counties as feasible to assist in building local understanding of use of and in developing and sustaining the resource database; TTY and multi-lingual accessibility either on-site or access to live translation; Demonstrate cooperative relationships with specialized I&Rs, crisis centers, 911s and 311s, where applicable; Maximized pooling, through coordinated planning, of after-hours calls to increase cost-effectiveness; A computerized I&R database with client collection capability with a means for tracking call volume, number of abandoned calls, average speed of answering, and average call length; A database accessible by all centers, government agencies, and not-for-profit service providers; and, A strong online presence that allows public search of the database. April 12 th,

2-1-1 ROLLOUT STRATEGY The Plan is designed to be a systematic long-term approach to planning and implementation. It recommend that the Lead Entity prepare a plan that has two phases: Statewide System and Regional Call Center. Each phase should be independent of one another and each Regional Call Center’s plan should be independent of any other call center. The plan calls for their to be complete statewide coverage of within two years after the selection of the lead entity by the State of Illinois. April 12 th,

2-1-1 ROLLOUT STRATEGY Statewide System: Identify and develop appropriate partnerships to assure a diversified and sustainable funding stream for in Illinois; Develop a funding requirements plan and secure start-up grants; Develop web site for Illinois as a key communication; Create the Network of Call Center Directors as complement to the Lead Entity Board of Directors; Develop agreement with IEMA on role of in support of disaster preparedness, response and recovery; Develop agreement with Illinois chapter of National Emergency Number Association and other appropriate entities on role of interacting with and assisting 9-1-1, including, but not limited to, in support for disaster preparedness, response and recovery Develop agreements with programs in adjacent states on coordinated action by call centers to support disaster preparedness, response and recovery; Lead Entity finalizes application and process for designation of regional call centers; Lead Entity initiates negotiations with telephone service providers to begin programming to support service. Lead Entity reviews and approves designation for initial regions. Collect and publish consolidated call data from the system with particular attention to emerging and unmet needs. Monitor ongoing performance against established performance measures and, as required, improve performance. April 12 th,

2-1-1 ROLLOUT STRATEGY Regional Call Center: Regions initiate local business planning process. Regions with completed business/implementation plans and an identified lead agency apply to the Lead Entity for designation as regional providers. Initial sites launch public phone service. Complete national accreditation for all regional centers. April 12 th,

CHALLENGES TO SUCCESS Highlight from Plan: “The system in Illinois will require multiple sources of funding. The current economic climate dictates the importance of a diverse funding base with the core of support coming from within the regions – from United Ways, municipal and county governments, as well as corporate and private philanthropy.” April 12 th,

FINANCIAL SUMMARY Although it would be pre-mature to provide exact figures for Illinois, the per capita cost (i.e., annual cost per individual of a given geographic area) from across the country range from a low of $0.25 to a high of less than $2.00 per capita. Our preliminary estimates for Illinois using the Tool Kit financial templates show a range of $0.35 to $0.65 per capita for the Metropolitan Chicago area and, depending on the actual geographic size and locations of other regions throughout the rest of the state, a range of $0.45 to $0.75 per capita for other regions. These figures would represent the overall costs, including both new expenses as well as some that should already be funded by existing sources. April 12 th,