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ROMA Next Generation Center of Excellence Update and Listening Session 2013 NASCSP Annual Conference.

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Presentation on theme: "ROMA Next Generation Center of Excellence Update and Listening Session 2013 NASCSP Annual Conference."— Presentation transcript:

1 ROMA Next Generation Center of Excellence Update and Listening Session 2013 NASCSP Annual Conference

2 Where We Are 12 National Webinars 6 Statewide and National Listening Sessions 1 National Survey 3 Iterations of the White Paper Framing of pilots Framing of case studies Engaging other federal programs 2

3 Where We’re Headed Release semi-final iteration of the White Paper Select sites for pilot and case studies Implement pilots and case studies Toolkit and training development Engage NASCSP Monitoring Workgroup 3

4 But, Before We Get There… We Need STATE specific input What information do you wish you had on the impact of CSBG? What will the proposed changes mean for your monitoring and reporting responsibilities? 4

5 CREATING THE NEXT GENERATION OF ROMA 5

6 ROMA Next Generation 1.Foster a performance culture in the Network 2.Create and implement a Theory of Change process throughout the Network 3.Increase use of client demographic information to contextualize indicators 4.Use a range of indicators to show progress toward family level stability and self-sufficiency 6

7 ROMA Next Generation, cont. 5.Focus on a short list of indicators and outcomes to be used at the federal level 6.Identify which outcomes (from existing and new) give the information needed about core programs at local and state levels (NOTE: Some will be required to be reported to the national data collection system and others will not) 7.Generally reduce the number of items required to be reported while preserving sufficient data to “tell the story.” 8.Make changes to the data collection system to allow for quarterly reporting (GPRA Modernization) and multi year reporting 7

8 ROMA Next Generation, cont. 9.Enhance ability of State CSBG Offices to monitor using ROMA and Organizational Standards 10.Enhance ability of State CSBG Offices to work together with State Community Action Associations, RPICs and national partners to provide training and technical assistance 11. Aim for full implementation of ROMA by all local agencies, State CSBG Offices, and OCS 8

9 PROPOSED FAMILY LEVEL CHANGES See White Paper, Section Three 9

10 The Big Questions 10 What’s your impact on the lives of individuals and families? Are people better off as a result of Community Action intervention? What actually happened (what changed) to an individual or family as a result of the services you provided? If Community Action is about moving families to self- sufficiency, how many families have achieved self- sufficiency? If families have not “moved” but have received services to maintain or achieve family stability, how do you measure this accomplishment?

11 What You’ve Told Us 11 Our work is about stability and self-sufficiency. Flexibility in reporting should be maintained. A majority of agencies can provide an unduplicated count of individuals served (according to two surveys). A majority of agencies can connect family outcomes with the services they receive (both in number and frequency of services and duration of service). Some of the current NPIs are meaningful and should remain. Some are outputs, should also remain but be separated from the outcomes. There are too many NPIs. However, we need a good number and a range of indicators to enable us to tell our story.

12 Defining Self-Sufficiency 12 STEP THREEThe ability to meet family basic needs without public or private assistance, and to have sufficient discretionary income for savings and emergency expenses. STEP TWOThe ability to meet family basic needs without public or private assistance. STEP ONEThe ability to meet family basic needs. Pathway to Self-Sufficiency

13 Defining Self-Sufficiency, cont. 13 Basic Needs – housing, utilities/telephone, childcare, food, transportation, health care, clothing and household items, and taxes (minus federal and state tax credits). Public Benefits – programs that limit assistance to those with modest or low incomes/means tested programs such as TANF, SSI, Food Stamps, Rental Assistance, Energy Assistance Sufficient Discretionary Income – ?

14 National ROMA Goals 14 ROMA GOAL ONE: People with low incomes become more self-sufficient ROMA GOAL SIX (REVISED): People with low incomes, especially vulnerable populations, become more stable.

15 Defining Self-Sufficiency, cont. 15 STEP THREE THRIVING The ability to meet family basic needs without public assistance, and to have sufficient discretionary income for savings and emergency expenses. GOAL ONE STEP TWO SAFE The ability to meet the family’s basic needs without public assistance. GOAL ONE STEP ONE STABLE The ability to meet the family’s basic needs. GOAL SIX Pathway to Self-Sufficiency – Connecting the Dots

16 Impact of Proposed NPI Updates 16 Follow the progress of people who have increased their family income Identify the number of people who have reduced reliance on public assistance (because their income is sufficient to meet the needs previously met by this assistance) Identify the number of people who have acquired public benefits to enable them to meet family basic needs Identify the number of people who have gained skills that support their movement toward stability or self sufficiency Identify the number of people who have gained assets or resources that support their movement toward stability or self sufficiency

17 Proposed Family NPIs 17

18 Proposed Family NPIs, cont. 18

19 Proposed Family NPIs, cont. 19

20 Proposed Family NPIs, cont. 20

21 Proposed Family NPIs, cont. 21

22 Proposed Family NPIs, cont. 22

23 Proposed Family NPIs, cont. 23

24 Additional Family Level Reporting Questions 24 Should we make better use of scales and matrices? If yes, how do we standardize these tools while still allowing for community flexibility to modify benchmark language? If yes, how might the use of scale and matrices impact reporting? Do we need separate scales/indicators for youth and senior citizens?

25 25 Proposed Community Level Changes See White Paper, Section Four

26 The Big Questions 26 What’s your impact on communities? Are communities better off as a result of Community Action intervention? What actually happened (what changed) to the community as a result of the services you provided? Are you a part of “collective action” with partners in your community? What evidence do you have to prove your part in the community level success?

27 What You’ve Told Us 27 Community Action is about helping maintain or regain community vitality. We know that family success is inter-related with community success. Community work takes collaboration and development of different kinds of resources. Community work is difficult and it often takes multiple years to achieve a single outcome. We’d like to do more community work.

28 Defining Revitalized Communities Revitalized communities enable everyone to meet their own basic needs. These communities provide opportunities for all individuals to be engaged and to achieve their personal goals. Revitalized communities are healthy, safe and resilient in times of change. Revitalized communities foster a sense of shared purpose and generate a sense of meaningful engagement. 28

29 National ROMA Goals 29 ROMA GOAL 2: The conditions in which people with low incomes live are improved ROMA GOAL 3: People with low incomes own a stake in their community ROMA GOAL 4: Partnerships among supporters and providers of services to people with low incomes are achieved

30 Defining Revitalized Communities, cont. 30 STEP FOUR THRIVING Revitalized communities are healthy, safe and resilient in times of change. GOAL TWO STEP THREE SAFE Revitalized communities provide opportunities for all individuals to be engaged and to achieve their personal goals. GOAL THREE STEP TWO SAFE Revitalized communities foster a sense of shared purpose and generate a sense of meaningful engagement. GOAL FOUR STEP ONE STABLE Revitalized communities enable everyone to meet their own basic needs. GOAL TWO Pathway to Revitalized Communities – Connecting the Dots

31 What Should be Measured? 31 We discussed proposed changes to community level NPIs which included elements from the following sources: Promise Neighborhoods The Opportunity Index The Partnership for Sustainable Communities The National Core Indicators

32 Proposed Community NPIs 32 Goal Two: The conditions in which people with low incomes live are improved Outcome 8: Community Action joins with other community stakeholders to improve or create the following assets in neighborhoods with low incomes: 8.1 DEVELOPMENTAL ASSETS – These are assets that allow residents to attain the skills needed to be successful in all aspects of daily life (e.g., educational institutions, early learning centers, and health resources). 8.1aAccessible and affordable health care services/facilities created 8.1bAccessible and affordable health care services/facilities saved from reduction or elimination 8.1c Accessible safe and affordable child care or child development placement opportunities created 8.1d Accessible safe and affordable child care or child development placement opportunities saved from reduction or elimination 8.1eAccessible before-school and after-school program placement opportunities created 8.1fAccessible before-school and after-school program placement opportunities saved from reduction or elimination

33 Proposed Community NPIs, cont. 33 8.1g Accessible educational and training placement opportunities created, including vocational, literacy, and life skill training, ABE/GED, and post-secondary education 8.1h Accessible educational and training placement opportunities saved from reduction or elimination, including vocational, literacy, and life skill training, ABE/GED, and post- secondary education 8.2 COMMERCIAL ASSETS – These assets are associated with production, employment, transactions, and sales (e.g., labor force and retail establishments). 8.2aIncrease in the availability of commercial services within low-income neighborhoods 8.2bPreservation of commercial services within low-income neighborhoods 8.3 RECREATIONAL ASSETS –These assets create value in a neighborhood beyond work and education (e.g., parks, open space, community gardens, and arts organizations). 8.3aIncrease in the availability of community facilities 8.3bPreservation of community facilities 8.3cIncrease in neighborhood quality-of-life resources 8.3dPreservation of neighborhood quality-of-life resources

34 Proposed Community NPIs, cont. 34 8.4 PHYSICAL ASSETS - These assets are associated with the built environment and physical infrastructure (e.g., housing, commercial buildings, and roads). 8.4aSafe and affordable housing units created in the community 8.4b Safe and affordable housing units improved in the community through construction, weatherization or rehabilitation achieved by Community Action activity or advocacy 8.4cAccessible new transportation resources, including public or private transportation 8.4dAccessible expanded transportation resources, including public or private transportation 8.4e Accessible transportation resources saved from reduction or elimination, including public or private transportation 8.5 SOCIAL ASSETS - These assets establish well-functioning social interactions (e.g., public safety). 8.5aIncrease in the availability of community services to improve public health and safety 8.5bPreservation of community services to improve public health and safety

35 Proposed Community NPIs, cont. 35 Goal Four: Partnerships among supporters and providers of services to people with low incomes are achieved Outcome 9: Community services and resources are accessible and affordable for populations with low incomes or other barrier 9.1a Number of organizations, both public and private, that Community Action actively works with to expand resources and opportunities in order to achieve family and community outcomes 9.1bNumber of volunteer hours donated to the agency by the public

36 Proposed Community NPIs, cont. 36 Goal Three: People with low incomes own a stake in their community Outcome 10: People with low incomes are connected to community networks and improve their social capital 10.1Community empowerment through maximum feasible participation 10.1a Number of volunteer hours donated to the agency by Community Action program participants 10.1b Number of low-income people participating in formal community organizations, government, boards or councils that provide input to decision-making and policy setting through Community Action efforts 10.1cNumber of low-income people engaged in non-governance community activities or groups created or supported by Community Action

37 Proposed Community NPIs, cont. Collective Impact Narrative – Community Intervention Title – Counties Served – Target Population – Shared Measurement System Gather baseline data Increase awareness and activity 37

38 PROPOSED CHANGES FOR REPORTING THE USE OF CSBG DOLLARS See White Paper, Section Five 38

39 Refining Service Categories 39

40 Refining Service Categories 40 We must better define the following categories: Emergency Services Self-Sufficiency Linkages

41 Refining Service Categories, cont. 41 Emergency Services – This would capture the work of Community Action to respond to family emergencies. It would include such things as emergency fuel assistance and rent assistance (Outcome 5). Disaster Relief – This would capture the work of Community Action preparing for and during disasters. It would reflect community level work. As such, it would not be about people with low incomes only.

42 Refining Service Categories, cont. 42 Self-Sufficiency – This would capture the work of Community Action’s direct case management work. It would also capture Community Action’s formal family development/self-sufficiency programs that provide a continuum of assistance (Outcomes 1-3). Linkages – This would capture the work of Community Action around partnership and coalition building (Outcomes 8-9)

43 Refining Service Categories, cont. 43 Addition of an Organizational Capacity Building category - Community Assessment Data and Analysis Strategic Planning Community Engagement Consumer Input Leadership Governance HR Fiscal High level reporting or is the above level of detail beneficial? Direct versus capacity building services

44 Refining Service Categories, cont. 44 Reporting of use of CSBG for “Administration” Administration is not a separate category in Section E, but is included in the service category with which it is related. Should it be separate? Some agencies “back fill” indirect costs for programs that do not have ability to pay full rate. How is this captured? Proposed use of CSBG dollars to support improvement in Organizational Standards areas (most of which are administrative) will increase percent of funds spent on admin (see next slide). Is this to be expected?

45 Refining Service Categories, cont. 45 1.Health 2.Employment 3.Education 4.Income Management/Asset Development 5.Housing 6.Emergency Services 7.Disaster Relief 8.Nutrition 9.Linkages 10.Self-Sufficiency 11.Organizational Capacity Building

46 Connecting CSBG Dollars to the NPIs 46 Linking CSBG dollars to direct services; use the categories other than organizational capacity; connecting CSBG with the outcomes achieved Some states are already doing this

47 Connecting CSBG Dollars to Other Funding 47 Leveraging: How do we demonstrate the uniqueness that is produced by leveraging CSBG dollars to secure other funding to address our mission? Comparison of Section E categories with reporting of all funding info in Section F

48 Connecting CSBG Dollars to Other Funding, cont. 48 One suggestion is to take the information from Section F and create a graph similar to the one we have of Section E (See example on next slide)

49 Connecting CSBG Dollars to Other Funding, cont. 49

50 Connecting CSBG Dollars to Other Funding, cont. 50 Would your state be able to add a column on Section F and ask reporters to identify how much CSBG funding was used to supplement that resource? (See example on next slide)

51 Connecting CSBG Dollars to Other Funding, cont. 51

52 DRAFT NATIONAL COMMUNITY ACTION THEORY OF CHANGE (TOC) See White Paper, Section One, Appendix A 52

53 Current Structural TOC 53

54 Creating a Programmatic TOC 54 Assumptions Theories of Poverty Family Self- Sufficiency Revitalized Communities InterventionsIndicators Service StrategiesIntermediate Goals or Milestones Long-term Goals

55 DRAFT Programmatic TOC Assumptions The theories of poverty and beliefs Community Action bases is work on... Poverty Caused by Individual Deficiencies Poverty Caused by Cultural Belief System Supportive of Subcultures of Poverty Poverty Caused by Economic, Political and Social Distortions Poverty Caused by Geographical Disparities Poverty Caused by Cumulative Cyclical Interdependencies Poverty Caused by a Lack of Social Capital Poverty Caused by a Lack of Public Investment in key areas such as education and healthcare Movement out of poverty is impeded by crisis and a lack of stability Anti-poverty interventions are most successful when the target audience is included in shaping the intervention Anti-poverty interventions are most successful when grounded in a local community needs assessment 55

56 DRAFT Programmatic TOC Interventions The approach Community Action uses to reach its long-term goals... Community Action designs a range of “light touch” single service interventions and “deep touch” intensive, comprehensive and bundled service interventions to move families toward self-sufficiency and communities toward revitalization. Community Actions “light touch” and “deep touch” service interventions cover the nine CSBG Service Categories included in the CSBG Statute (employment, education, income management, housing, emergency service, nutrition, linkages, self-sufficiency and health). 56

57 DRAFT Programmatic TOC Indicators The indicators to Community Action’s long-term goals are really intermediate goals or major milestones. These would be the NPIs. 57

58 Next Steps 58 Engage Committees Update White Paper Pilot Reporting Changes Case Studies of Bundled Services

59 For more information, visit: www.roma1.org Tabitha Beck, Project Lead, tbeck@nascsp.orgtbeck@nascsp.org Barbara Mooney, bmooney@nascsp.orgbmooney@nascsp.org Gretchen Knowlton, gknowlton@nascsp.orggknowlton@nascsp.org Jovita Tolbert, jtolbert@nasc4us.orgjtolbert@nasc4us.org Mary Virtue, mvirtue@nasc4us.orgmvirtue@nasc4us.org


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