Real Choice Advisory Council

Pursuant to application and receipt of New Hampshire's Real Choice Systems Transformation Grant an advisory council was formed consisting of individuals whose roles can be understood as stakeholders, consumers, family members and systems professionals. In some cases individuals may be identified in more than one of the above roles.

Most or many of the 'non-system' professionals have participated as members of other 'advisory' councils or committees. As the result of initial participation in the 'Real Choices' process it was decided that a determined effort would be made to understand and define the role of the council membership. Where possible we would avoid the areas of past frustration due to misunderstanding, and increase the capacity of the individual as well as strengthen the group by ensuring the council's diversity is perceived as a 'Real Advantage'.

A series of four facilitated meetings were held with the non-systems members of the larger council present. Through this working process the group was able to come together and identify specific interests, needs, fears, and partnerships.

We also recognized capacities and frictions that we had experienced as participants of past committees, and working with those we established a set of guiding principles we agreed would assist to define a series of focus questions that serve as a map to guide us over the next three years.

As a result of this work we have identified specific duties and functions we will submit to the larger council.

• Our role - includes the community members
• Larger committee role - includes systems members

We believe this process, if followed, will allow for the effective participation of all members as well as enduring outcomes. We are operating on the premise that the Advisory Council will be used proactively, and is prepared to adapt to the needs of each of the three grant recipient groups.

Achieving A Balance

THE PURPOSE: Duties/Functions/Capacities of Community Advisory Council

We think our role as community members of the council is to:

• Provide input that will influence the decision-making process, when feedback is sought.
• Review implementation plans to identify key points or 'critical junctures' in the process where council can provide advice.
• Provide guiding principles to help initiatives focus and stay on course.
• Assess and direct/re-direct where projects are currently in the implementation process.
• Use the information from meetings to make sure projects are on course, and provide feedback as events occur.
• Bring our work to the larger committee for feedback.
• Structure an agenda for reporting/updating that grant employees will be asked to follow.
• Clarify our role in relation to what we can and are willing to commit to, and to identify reasonable compensation, supports and/or accommodations for members.
• Collaborate on agenda prior to meeting through the project director.

We think the role of the larger committee, including those who work in the 'system', is to:

• Listen to advice/recommendations from the Advisory Committee, and utilize the council by bringing issues to it.
• Review and identify critical junctures in grant work in partnership with all council members.
• Invite feedback and revisions to evolve principles and maintain a shared ownership in project activities.
• Clarify what the larger committee wants/needs from the Advisory Council.
• Provide updates on critical issues and timelines for response.
• Create an opportunity for feedback regarding project activities, provide time for feedback from council members, give general updates on grant activities, and allow for questions around trouble spots.
• Use and respond to the (community) Advisory Committee.
• Re-open initiative if/when people come with specific questions for the Advisory Council.
• Take time to seek thoughtful direction.
• Make this a deliberate process.