1. Prepared by Emily Gantz McKay and Hila Berl
Relationship between the Planning Council (PC) and the Recipient: What the PC, PCS Staff, and Recipient All Need to Know
Prepared by Emily Gantz McKay and Hila Berl
EGM Consulting, LLC
Note: 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 
 Available at: chatt/pcs-compendium

2. Goals of the Training
To support a productive partnership between the Ryan White HIV Health Services Planning Council (PC) and the Ryan White HIV/AIDS Program (RWHAP) Part A recipient
To provide information and skills for participants to use in preventing and resolving tensions and/or conflict between the PC and the recipient
To 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 program

3. Training Objectives
At 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 entity
To identify typical pressure points between the PC and recipient, and describe ways to prevent, minimize, or resolve them
To 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 recipient

4. Roles and Responsibilities of the PC and Recipient

5. Planning Council, Recipient, and CEO Roles & Responsibilities
Task
CEO
Recipient
Planning Council
Determine Planning Body X
Establish Planning Body
Carry Out Needs Assessment
Do Comprehensive Planning
Set Priorities*
Allocate Resources*
Manage Procurement
Monitor Contracts
Evaluate Effectiveness of Planning Activities
Evaluate Effectiveness of Care Strategies
Do Quality Management
 [Care Standards & Committee Involvement]
Assess the Efficiency of the Administrative Mechanism*
The key planning responsibilities of a PC:
Comprehensive Planning: Develop a comprehensive plan for the organization and delivery of health and support services
Needs Assessment: Determine the size and demographics of the population of individuals with HIV/AIDS and determine the needs of this population
Priority Setting and Resource Allocations: Establish priorities for the allocation of funds within the eligible area, including how best to meet each such priority and additional factors that a recipient should consider in allocating funds under a grant
Plus some supporting roles, mostly carried out in collaboration with the recipient
Note: Evaluating the cost and outcomes effectiveness of services is an optional PC role.
One other special role that is often not fully understood:
Assessment of the Administrative Mechanism: Assess the efficiency of the administrative mechanism in rapidly allocating funds to the areas of greatest need within the eligible area
* Sole responsibility of RWHAP Part A Planning Councils

6. Roles of Planning Council Support (PCS) Staff
Assist the Planning Council to carry out its legislative responsibilities and to operate effectively as an independent planning body
Staff committees and Planning Council meetings
Provide expert advice on Ryan White legislative requirements and HRSA/HAB regulations and expectations
Oversee a training program for members
Encourage member involvement and retention, with special focus on consumers
Serve as liaison with the recipient
Help the PC manage its budget
Be involved only with supporting RWHAP Part A-related activities

7. Discussion: 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. Recipient Staff Roles with the Planning Council
Attend and make a recipient report at PC meetings
Regularly provide agreed-upon reports (e.g., cost and service utilization data)
Provide advice on areas of expertise without unduly influencing discussions or decisions
Assign staff to attend committees except where recipient participation is not requested
Collaborate on shared roles
Carry out joint efforts such as task forces and special analyses consistent with roles and resources
Note: Roles with planning bodies that are not PCs can be quite varied, depending on planning body structure & level of activity

9. HRSA/HAB Expectations for PCS Staffing
PCS function can be contracted or provided through municipal staff
PC staff are hired and supervised according to local personnel policies and procedures, but work for the Planning Council
RWHAP 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 Director
Boundaries between the two entities are maintained by both parties

10. Relationships and Pressure Points

11. Relationships: Not Limited to Recipient-PC
03/13/102
Relationships: Not Limited to Recipient-PC
Between the Recipient and:
Planning Council
Administrative Agency (if one exists)
Mayor’s/Board of Supervisors’ Office
PLWH Community
Providers of RWHAP Part A services
Other HIV/AIDS providers
HRSA/HAB/DMHAP
Within the PC:
Membership
PC Support staff
Between the PC and:
Recipient
Mayor’s/Board of Supervisors’ Office
Administrative Agency (if one exists)
PLWH community
Providers of RWHAP Part A services
Other HIV/AIDS providers
HRSA/HAB/DMHAP
Mosaica for NHCC 4

12. Pressure Points between the PC and Recipient
“Pressure points” are situations that can cause tension or conflict between the PC and recipient
Some pressure points are natural and should be expected
Pressure points should be predicted where possible, so they can be minimized or resolved before becoming significant points of conflict
For 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 PC

13. Causes of Relationship Problems
Different views of what is right or desirable
Determination to get a specific result, regardless of the views of the other group
Passion for making change
Desire to control resources
Insufficient knowledge of Ryan White HIV/AIDS Program and its rules – including the roles of both entities
Real or perceived lack of mutual respect
Personality clashes
Belief that the other group has not observed boundaries

14. 03/13/102
Small-Group Discussion: Identifying “Pressure Points” between PC and Recipient
Work with 1-2 other people
Identify and describe what you see as 2-3 key current pressure points between the PC and recipient
Be prepared to share your list
Mosaica for NHCC 4

15. Tools for Addressing Pressure Points
03/13/102
Tools for Addressing Pressure Points
Local standards & behavior, including:
Policies and procedures
such as:
Code of conduct
Bylaws
Ethical behavior
Memorandum of Understanding (MOU)
Leadership: roles and behavior
Conflict of interest policies
Federal guidance:
Grievance procedures
Ryan White and other federal legislation
Alternative dispute resolution methods
HRSA guidance – in policies, letters, application guidance, manuals and guides, National Monitoring Standards
Sound practice
Mosaica for NHCC 4

16. Using Leadership & Communication to Address Pressure Points
Create a safe environment
Ensure training and provide reminders of roles and boundaries
Share information widely
Encourage open discussion – and listening
Model respectful behavior
Establish and enforce behavioral groundrules
Separate the issue from the individual
Remind group of its purpose
Take responsibility and assert leadership influence
Ensure that decisions are based on defined procedures and criteria

17. Using an MOU between the PC and Recipient
03/13/102
Using an MOU between the PC and Recipient
Clarifies roles & expectations of recipient and Planning Council
Describes expected communications and interaction
Specifies information sharing/reporting, with due dates
Provides time frames and deadlines
Specifies a means of resolving conflicts
Calls for regular review and updating of document
Best Practice: Develop an MOU to prevent conflict, rather than waiting until conflict occurs and using it to help resolve tensions
Mosaica for NHCC 4

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

19. Action Steps Discuss 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?

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

21. Sum Up

22. Planning Council, Recipient, and CEO Roles & Responsibilities:
Checking Knowledge: Fill in the chart to identify roles and responsibilities of each entity
Task 
CEO
Recipient
Planning Council
Determine Planning Body
Establish Planning Body
Carry Out Needs Assessment
Do Comprehensive Planning
Set Priorities
Allocate Resources
Manage Procurement
Monitor Contracts
Evaluate Effectiveness of Planning Activities
Evaluate Effectiveness of Care Strategies
Do Quality Management
Assess the Efficiency of the Administrative Mechanism
The key planning responsibilities of a PC:
Comprehensive Planning: Develop a comprehensive plan for the organization and delivery of health and support services
Needs Assessment: Determine the size and demographics of the population of individuals with HIV/AIDS and determine the needs of this population
Priority Setting and Resource Allocations: Establish priorities for the allocation of funds within the eligible area, including how best to meet each such priority and additional factors that a recipient should consider in allocating funds under a grant
Plus some supporting roles, mostly carried out in collaboration with the recipient
Note: Evaluating the cost and outcomes effectiveness of services is an optional PC role.
One other special role that is often not fully understood:
Assessment of the Administrative Mechanism: Assess the efficiency of the administrative mechanism in rapidly allocating funds to the areas of greatest need within the eligible area

23. Questions and Discussion