Rob Handy interview with Craig Opperman, CEO of Looking Glass Youth and Family Services
Craig Opperman, MS has worked for more than 25 years in the field of social services, with a specialization with children and families. Craig is recognized locally and statewide for leadership and development of policies, programs and business models to benefit children, youth and families. He is in his sixth year as Chief Executive Officer of Looking Glass Youth and Family Services in Eugene.
RH: Craig, Looking Glass has been a difference maker in our county for some time now. In the best of times, it must be a strain to meet the demand for services for homeless and runaway youth and their families. Now, more kids and families than ever are on the streets or in crisis. With needs on the rise, how has this impacted the Looking Glass response?
CO: Rob, it is a daunting task and we are severely under-resourced. Yet we continue to provide a vast array of services to youth. This is due to a variety of factors. The community and local businesses recognize the importance of our work and they donate money, resources and volunteer time. Our government partners, such as Lane County, contract with us for services. This past year we have seen some benefit from increased federal spending. The size of our agency permits us economy of scale efficiency. But the most important factor is that our staff are mission-driven and take personal pride in helping our clients and community.
RH: Craig, I believe as strongly as you do in that helping children and youth get back on track is critical. We know how effective it is to support young kids by feeding their curiosity, building their ability to have healthy relationships, and nurturing the skills that lead to them becoming effective adults. It’s a tricky path for many kids who don’t have the stability at home during those critical years. What’s your thought?
CO: Good observation, Rob. As you know, I constantly stress that resources and treatment provided to teens and young adults is truly prevention. These are the next generation of workers, educators, community developers and leaders, taxpayers and parents. Support and empowerment to help youth become healthy, responsible and accountable adults is as important as any service at any time in their development.
RH: Craig, could you please talk a little about the need for using strategies that research has shown to be effective? Such as the use of performance measures to determine successful outcomes? Also, how does using such evidence-based practices relate to all the diverse populations in our community? And how does this relate to the issue of accreditation?
CO: The areas of quality services and successful outcomes are critical focus points. A lot of attention is on evidenced-based practices and some of our contracts now require compliance with certain practices. I generally support that effort but you already mentioned one of my main concerns. It is very exciting that our society is becoming more diverse. But I do not think that there has been enough analysis of cultural competence issues. We already have disproportionate representation of minorities in our service systems. There needs to be more sensitivity and education to improve all systems and practices to effectively serve diverse cultures.
I also worry that creativity and innovation are marginalized when only certified evidenced-based practices are used. I believe that requiring programs to produce outcome data is more important than following a selected practice. Outcomes are a true measure of the success of a service. And we would find that most evidence-based practice programs are producing positive outcomes, but would be able to support and enhance other successful programs as well.
Regarding accreditation, I am a strong believer in its value. Looking Glass is nationally accredited by the Council On Accreditation in New York. That means that every aspect of our business (HR, finance, program service, management, administration) is independently certified to meet or exceed national standards of quality service. This is important to our donors, contractors, employees, but most important to the children, youth and families we serve.
One final point on evidence based practices, outcomes, data collection, accreditation and continuous quality improvement — they all cost money. There is often a blind spot by our contractors and funders regarding administrative costs. It is critical that administrative costs be adequately funded so that proven outcomes, data, evaluation and continuous quality improvement efforts can be implemented and sustained.
RH: More and more people understand the incredible range of services that Looking Glass has delivered to help our community. I am watching the construction of the new facility in my neighborhood along River Road and I am aware of how efficient and expansive the layout will be. Folks are asking what is up, and how can they help?
CO: The River Road Campus is an amazing project that is being financed through private donations. This is a state-of-the art facility that will provide intensive treatment, educational, recreational and counseling services to youth and families of our community.
The first tenants will be our girls’ program that provides evidence-based practice services to teen girls struggling with alcohol, drugs and behavioral issues. The facility is designed so that other programs may also be located there. We are incredibly thankful for our donors, supportive neighbors, local businesses and community that are moving this project forward. We still have not reached our final financial goals, so if anyone can help we truly appreciate it. This project is reflective of Looking Glass and our community, as we continue to build, grow and improve.
RH: I’m impressed. Lane County would be at a loss without Looking Glass. Thank you for all your good work.
CO: Rob, thank you for your questions, thoughtful discussion and support of Looking Glass and our community -- and for your leadership as a County Commissioner. Let’s talk again soon.
