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O <br />- As an example of communication efforts within <br />organizational boundaries, directors of Orange <br />County human service departments hold biweekly <br />meetings as the Human Services Management Team for <br />the purpose of exchanging program information, <br />developing joint grant proposals, and taking on <br />other special projects. <br />- Whenever human service problems of common concern <br />are identified, providers voluntarily form <br />interagency work groups to create strategies to <br />address the issue, as demonstrated by the Child Care <br />Resources Task Force. <br />- Caseworkers in programs that are naturally linked, <br />such as the JOBS and Income Maintenance Programs, <br />may communicate on a daily basis. <br />- Programs also exchange information by making <br />education available for employees in other service <br />areas. For instance, the Rape Crisis staff provides <br />training for Department of Social Services, OPC- <br />Mental Health, and law enforcement personnel. <br />The Task Force learned that communication from <br />provider -to- provider is frequent, informal, and effective. <br />The Task Force's research did indicate, however, that the <br />county might benefit from opportunities for increased <br />communication from funder -to- funder and from providers -to- <br />funders. For example, members of municipal human service <br />advisory-boards may not 'be aware of funding decisions made <br />by the County Commissioners. No forum currently exists by <br />which these funders regularly exchange information. Also, <br />funders may not have access to pertinent information <br />generated by agencies or programs they do not support <br />financially. As an illustration, the United way Board of <br />I <br />