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Case Study of the Racine County Community Human Services Project

机译：拉辛县社区人力服务项目案例研究

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The Racine County (Wisconsin) community human services project involved three stages: planning / design, installation, and implementation. Only stage one has been completed. The principal products of this phase included: a problem statement; the statement of intent to integrate 16 programs and / or agencies; and a 4 - volume report. The goal of the overall project was to improve service effectiveness through: reorganization of existing agencies; integration of services; use of case managers; and an improved client information, referral, and followup system. As work on the project began in 1975, the steering committee of 15 members was appointed by the county chairman, and the task force of 28 residents was also established. In addition, some 700 resource persons were kept informed. The steering committee formally approved a list of State Department of Health and Social Services programs and county agencies considered likely to be integrated. Project staff began to focus on this reorganization of 16 programs under the aegis of a single county human services agency. The proposal did not meet with approval from the county supervisors, local agency directors, State agency service staff, or State Department of Health and Social Services. The criticism was made that the reorganization, involving over 650 employees and a budget of $46 million, was too unwieldy. The Racine pilot project staff, in view of this criticism, scaled back their proposal to a five agency reorganization.

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