Under One Roof: Findings from the Understanding the Value of Centralized Services Study

In response to a Congressional directive in H. Rept. 116-62 Departments of Labor, Health and Human Services, and Education, and Related Agencies Appropriations Bill, 2020, the Administration for Children and Families in the U.S. Department of Health and Human Services sought to “research how centralized community resource centers, which allow citizens to apply for several Federal social services in a single location, can reduce the burden on constituents and ensure the cost-effective allocation of Federal resources.” The VOCS project examines the advantages, disadvantages, and costs of providing multiple social services at a single location to support families with low incomes.

• There are multiple approaches to centralizing services, which can encompass a wide range of degrees of centralization. The approaches that CCRCs use depend on factors such as community context and community member needs; funding streams, structures, and requirements; partner staffing structures; and data infrastructure and requirements. 
• A shared mission and vision among staff and partners are critical to centralizing services. Centralization requires investment and effort by providers and staff to offer the range of services a family needs, rather than focusing on a single service. All CCRCs emphasized the need for a common understanding of this holistic approach.
• According to staff and clients, centralizing services can increase access for clients, including connecting clients to services for which they may not have known they were eligible. Clients appreciate being able to receive services to meet various needs at the same location rather than visiting multiple offices and filling out several applications, and many clients learn of additional services from CCRC staff. 
• Staff described how centralizing services can result in a more efficient allocation of resources but often requires up-front investment in physical space or data infrastructure. Efficiencies can result from streamlined data collection practices such as sharing a data system or developing a data release form, as well as efficiencies for clients through time and money savings from not having to visit multiple offices for different services. However, staff noted that larger up-front investment can be required to build or renovate office space to meet the needs of centralized service provision or to build a shared data system that meets the needs of partner agencies or funding streams. 
• Staff buy-in and cross-training supports centralization efforts, but staff turnover and training can present a challenge. CCRCs described the value of staff at all levels buying in to the centralization approach. Likewise, cross-training staff is important so staff can be knowledgeable on the array of services provided at the CCRC. At the same time, ensuring buy-in and cross-training staff on many services requires significant time and resources, especially when levels of staff turnover are high.
   

The VOCS study included three components. First, the team engaged interested individuals and experts. Interested individuals included federal staff, individuals who have experience in the design of services and supports for families at a systems level, and practitioners and individuals with lived experience accessing centralized services. Meetings with these individuals focused on key topics such as what they hoped to learn from the project, how they thought findings from the project could inform their work, suggestions for CCRCs to engage in qualitative data collection, and feedback on the study design and dissemination. In addition, four experts from different backgrounds and fields provided input on the study’s design, data collection plans, and draft reports. 

Second, the team conducted a literature review that summarized findings from other literature reviews conducted for prior studies on centralized services and from 27 articles identified through a targeted search of academic databases and gray literature, as well as suggestions from federal staff and contractors involved in coordinated services research. The literature review laid the foundation and identified gaps in the research for further in-depth exploration through qualitative data collection during three site visits.

Third, the VOCS team collected qualitative data during in-person visits to Blackfeet Manpower One-Stop Center (Browning, Montana), Neighborhood Place (Louisville, Kentucky), and Wayne Metro Community Action Agency (Detroit, Michigan). The team conducted semi-structured interviews with program leadership, staff, and partners; focus groups with clients; and observations of partner meetings and physical space including lobbies and general office layouts.

Morrison, Carly, Kimberly Foley, Akanksha Jayanthi, Jeffery Jen, Nickie Fung, Elizabeth Brown, Pamela Holcomb, and William-Michael Stone. (2022). Under One Roof: Findings from the Understanding the Value of Centralized Services Study, OPRE Report #2022-241, Washington, DC: Office of Planning, Research, and Evaluation, Administration for Children and Families, U.S. Department of Health and Human Services.

This study is registered on Open Science Framework under the title Understanding the Value of Centralized Services. Information collections related to this project have been reviewed and approved by the Office of Management and Budget (OMB) Office of Information and Regulatory Affairs under OMB #0970-0587. Related materials are available at the Understanding the Value of Centralized Services Study page on RegInfo.gov.

The most currently approved documents are accessible by clicking on the ICR Ref. No. with the most recent conclusion date. To access the information collections (e.g., interviews, surveys, protocols), click on View Information Collection (IC) List. Click on View Supporting Statement and Other Documents to access other supplementary documents.