implementing roma: a story from a local caa · courtney kohler, senior associate t/ta, ncap barbara...

Implementing ROMA: A Story from a Local CAA

A Case Study with Economic Security Corporation

in Joplin, Missouri

Implementing the ROMA Cycle in the “Next Generation”

Performance Management Framework

Created through the Partnership’s Organizational Standards Center of Excellence and

funded by the Office of Community Services

ROMA NEXT GENERATION TRAINING SERIES

Jarle Crocker, Director T/TA, NCAP

Courtney Kohler, Senior Associate T/TA, NCAP

Barbara Mooney, Director, ANCRT

Debbie Markman, Economic Security Corporation

Case Study Contents The following case study walks through an example of how a Community Action Agency out of

Southwest Missouri, Economic Security Corporation (ESC), has made strides with effectively

implementing ROMA across the organization, utilizing many of the ROMA Next Generation Training

components, including the most recent materials in the Implementing ROMA curriculum.

ESC’s compilation of examples follows the list of topics and documents below.

I. ROMA Assessment: ESC's ROMA Cycles for Local Programs

II. ROMA Assessment: ESC's ROMA Audit Spreadsheets for all Programs

III. Agency Assessment: ESC's Community Needs Assessment

IV. ROMA Planning: ESC's Logic Model in Process

V. Agency Planning: ESC's Theory of Change & Strategic Plan

VI. ROMA Achievement of Results and Evaluation: ESC's Agency-Wide Score Card

A recorded presentation discussing how ESC has worked to implement ROMA is also available to

accompany this case study.

https://www.escswa.org/

https://moodle.communityactionpartnership.com/course/index.php?categoryid=23

https://moodle.communityactionpartnership.com/course/view.php?id=58

https://youtu.be/sQCe1Q5abf0

ROMA Assessment

ROMA Cycles for Local Programs The following visual cycles were developed through conversations with each program at ESC as

the NCRT “caught” them doing ROMA in their everyday work. In addition, an overall ROMA cycle was developed for the Board of Directors (see the first included in the series). These

conversations were depicted and shared with each program for reference and as a guide as the

agency worked to implement ROMA agency-wide.

CommunityNeeds Assessment

Implementation Select Key Staff, to help with Key Informant Inter-views. Survey Tools are

Deployed, Collect Qualila-tive Data. Focus Groups.

Make sure BOD is included

EvaluationCommunity Assess-

ment Summary Results. Ensure Compliance with Federal Regulations and

Organizational Stan-dards . Present CNA

Publicly

Achievement of Results

What Surprise data from Key Informant and Sur-

veys were revealed.What does the Quali-

tative Data state

Community Needs Assessment

Review Federal Regs.Review Org. StandardsTeam Selection, Time-

line established

Results-Oriented Management and

Accountability (ROMA) Cycle

Assessment

Pla

nn

ing

Implementation

Achievem

ent of Results

Eval

uati

on

= Agency-wide

ROMA

= CNA ROMA

Key

CNA Planning

Establish Team/Action Plan, Review current CNA

for SWOT, Develop Key Informant/Customer/

Board/Community Survey tools.

Strategic Planning

Priorization of Strategic Communications Needs

with measureable objectives. Create an

Action Plan

Communications

Implementation

Action Plan, Strategies and Services are

Implemented

Evaluation

Social Media Audit, evaluate data collected

quarterly, make communication course

corrections regularly

Data Collection

Google Analytics, Social Media tools, Self-Developed tools, Agency’s 8 MIS

systems

Community Needs

AssessmentConducted every 5 Years

or annual updates



Assessment

Pla

nn

ing

Implementation

Data C

ollection

Eval

uati

on

= Agency-wide

ROMA

= Program Level ROMA

Key

Strategic Planning CSBG Plan

Priorization of NeedsDevelopment of

Strategies & Services

Community Development

Implementation

Strategies and Services are Implemented

Evaluation

Staff and Board Governance and

Monitoring Results,Changes Identified

Data Collection

Unduplicated Count, Service Count, MOMIS,

Customer Surveys,Program Collected

Data

Community Needs

AssessmentFocus Groups,

Community Input



Assessment

Pla

nn

ing

Implementation

Data C

ollection

Eval

uati

on

= Agency-wide

ROMA


Key

Strategic Planning

Priorization of Fiscal Needs with measureable

objectives. Create an Action Plan

Fiscal

Implementation


Implemented

Evaluation

Data Collection

MIP, MOWAP, LIHEAP, HUD ELOC, HUD VMS

Community Needs


or annual updates



Assessment

Pla

nn

ing

Implementation

Data C

ollection

Eval

uati

on

= Agency-wide

ROMA


Key

Strategic Planning

Establish long-term goals and measureable objectives,

Annually, review goals & objectives. Create an Action Plan & Budget

that relect Goals

Head Start & Early Head Start

Implementation


Implemented

EvaluationProgram Governance,

Annual Self-Assessment & Oversight 3-D group

evaluating data collected monthly, make course

corrections regularly

Data Collection

Analyzle Progress & Compliance, Child Plus, TS Gold, Parent Surveys,Program collected data,

ongoing monitoring

Community Needs

AssessmentConducted every 5 years

or an update, annually



Assessment

Pla

nn

ing

Implementation

Data C

ollection

Eval

uati

on

= Agency-wide

ROMA


Key

Strategic Planning

Priorization of NeedsStrategic Plan

Development of Strategies and

Services

Home Repair

Implementation


Evaluation

State Monitoring

Data Collection

Community Needs

Assessment



Assessment

Pla

nn

ing

Implementation

Data C

ollection

Eval

uati

on

= Agency-wide

ROMA


Key

Strategic Planning

JCPHA 5 Year Plan Priorization of Needs

Strategic PlanDevelopment of Strategies and

Services

Housing

Implementation


Evaluation

SEMAP Results, Make Course Corrections

Data Collection

Housing Pro, HMIS,Program collected data

Community Needs

Assessment



Assessment

Pla

nn

ing

Implementation

Data C

ollection

Eval

uati

on

= Agency-wide

ROMA


Key

Strategic Planning

Priorization of Needs

Human Services

Implementation


Evaluation

Data Collection

Human Services Software, note: is not able to provide requested

data easily

Community Needs

Assessment



Assessment

Pla

nn

ing

Implementation

Data C

ollection

Eval

uati

on

= Agency-wide

ROMA


Key

Strategic Planning

Priorization of IT Needs with measureable

objectives. Create an Action Plan

Internet Technology

Implementation


Implemented

Evaluation

Data Collection

Work Orders, Equipment Inventory

Community Needs


IT Plan or annual updates



Assessment

Pla

nn

ing

Implementation

Data C

ollection

Eval

uati

on

= Agency-wide

ROMA


Key

Planning Take ID Homes List-

Break up into CountiesFocus on 1 or 2 Counties

for OutreachPlan Outreach Activities

Involvement by whole Agency

Weatherization

Implementation

Outreach Plan, Select Homes, ID non-eligible WX Homes (use other

resources), Weatherize

Homes

Evaluation

Analyze LIHEAP Program Data, WX Program Evaluation

Data Collection

Final InspectionPost WX Blower Door/

NEAT AuditReview Next Year’s

LIHEAP ListCustomer Survey

Needs Assessment

ID LIHEAP Multiply Year Families, ID addresses/

homes, cross match with receipt of past WX

Services (ID resources)

ROMA Cycle Practical Application

Outcome: Decrease LIHEAP Multi-Year Use or

Reduce LIHEAP funds going to Multi-Year Families

Assessment

Pla

nn

ing

Implementation

Data C

ollection

Eval

uati

on

= Agency-wide

ROMA


Key

1

2

3

5

4

ROMA Assessment

ROMA Audit Spreadsheets for all

Programs While the visual cycles have been helpful for the agency, the missing piece seemed to be the data

related to the evaluation process. In addition, the visual cycles helped to assess where the agency was

currently, but didn’t include areas for improvement. The data and areas for improvement then became

a part of the audit process, as ESC adapted the ROMA Audit Checklists to their needs.

Board ROMA Cycle Audit NarrativeTimeframe

ROMA Cycle Who is Responsible? wkly mthly qtly Yrly.Every 3-5 year

Month Work Starts

Identified need for additional help

What type of help is needed

Who will be providing the help?

Assessment

Needs and Resources are Identified in the Community Needs Assessment.

Stakeholders been Identified)

CNA Team leads the group, the Board's Sub-Committee's Community Relations ensure thesee items are included in the Agency's Community Needs Assessment X X X

February to September

3-5 year Community Needs Assessment Full Document ready, The

Board's Sub-committee, Community Relations is the first to review the full

document and make recommendations to the drafts before the final

presentation of the CNA to the entire Board

Resource Development Director is the lead, then the CNA team is the support. Board's sub-committee's Community Relations reviews all drafts and the full Board votes on final version of the CNAs. X X

by September 30

Planning

Responsible for the Strategic Direction of the Agency

Housing Director is solely responsible for this being completed. The the JCPHA Board must approve the 1 year and 5 year plan. X X by June 30

Review of Mission, Vision and Values

ESC's Executive Committee is responsible for this activity with guidance and support from the CEO & Resource Development Director taking the lead. ESC's Management team assists with this item. X

January to December

Review Agency Goals

ESC's Executive Committee is responsible for this activity with guidance and support from the CEO & Resource Development Director taking the lead. ESC's Management team assists with this item. X X X

October- September

Agency Budget established

Fiscal Director is the lead, but the CEO is there for support and guidance. Agency's Board sub-committee: Executive reviews this process and makes recommendations. Entire Board Must approve the Agency's Budget X

September-October

Implementation

Responsible for review of Agency's Risk

Fiscal Director takes the lead, but it is the Executive Committee who reviews and guides this process.

Build a competent Board of Directors, including Board Training

Community Development Director and CEO are the lead. The entire Board is responsible for helping to keep our Board knowledgeable. X

Monthly Training for Board

Board members sign Confidentiality Agreements, Conflict of Interest and

other forms.

Head Start and Early Head Start Director and Community Development Director initiate forms and the Assistant Human Resources Director maintains records. Community Development Director or CEO provide training for new members within 90 days of being approved by the Board of Directors X

within 90 days of new Board Members, otherwise this is done annually in January

Responsible for presenting a positive Public Image at all times. ESC's Board of Directors

Data Collection

Knowledgeable of Agency's finances and review of monthly financial records

ESC's Sub-Committee of the Board, Executive. Records are provided by the Fiscal Director X

October to September

Proactive with protecting assets and property financial oversight

ESC's Sub-Committee of the Board, Executive. Records are provided by the Fiscal Director X

Evaluation

Ensure Compliance with Policies and Procedures, Standards

Full Agency Board and in cases where Head Start or Early Head Start are involved, then the Head Start Policy Council X

Personnel PoliciesAgency Policies and Personnel (APP) X

Fiscal Procedures and PoliciesAgency's Executive Committee X

Head Start Advisory Board PoliciesAgency's Full Board and Head Start Policy Council X

Program monitoring and outcome results

Agency's sub-committee Program Monitoring and Evaluation X X

Review of ESC's CEO annual review

Agency's sub-committee Agency Policies and Personnel sub-committee and Agency's Full Board X

August to September

Community Development ROMA Cycle Audit NarrativeTimeframe

ROMA Cycle Who is Responsible? Weekly Monthly Quarterly Annually Every 3-5 year

Month Work Starts

Identified need for additional help/Notes



Assessment3-5 year CNA team establishes a

timeline (handout for entire Management team) for all activities (organizing the survey team, Focus

group team, Community group team, ID CAN Facilitator for

community/Employee group) CNA team divides up duties, Resource

Development Director is facilator of CNAs

CNA Team X X January- September

State CSBG Office CNA training. Community Development Director

notifies the team, mandatory attendance by Community Development

Director and Resource Development Director

Community Development Director

X March or April

Annual updates to the CNA and works with ESC's management staff members

Resource Development Director

X Other than HS/EHS and CD, the other departments don't usually provide input, not good, since we are building housing and we have energy programs and no data in our community needs assessment that really shows need.

3-5 year Community Needs Assessment Full Document ready


X by September 30

Planning1 year CSBG plan that establishes

Action Plans that include Outcomes.Planning involves the whole

CD Department and takes place over several meetings.


X April to July Planning involves the whole CD Department

1 year LIHEAP plan Community Development Director is the lead, with WX Director, LIHEAP Coordinator and Fiscal Director as support team

X July to August

The program does not seem to include measureable outcomes, but service count only. Capturing data from either the MOMIS or the State LIHEAP data base is non-existence. So we are unable to provide reporting regularly about outcomes. The only item we can report is the number of application that have processed and dollars expended. The MO WAP we are just investigating the type of reports they have, to measure outcomes. LIHEAP is the largest funding for WAP.

1 year Homeless Continuum of Care Plan, includes both HUD and MHDC

funds. ESC works with The Homeless Coalition of Jasper and Newton County.


X January-December

The HMIS has a lot of great data, but sometimes is difficult to get data about our area quickly. We contract with a Third-Party Administrator for our data quality. They put out some decent reports, but not in a useable format to put into better graphics. Continuum wide reports have to be requested of ICA.

Full Community Development Budget established


X June to July Fiscal Director is there for support and guidance

ImplementationCommunity Action, LIHEAP and

Homeless Plans are implementedCommunity Development Director/Assistant CD Director/ LIHEAP Coordinator

X All year

Strategies are implemented X All YearBudget becomes operational. . Fiscal

Department supports this by providing monthly expenditure reports compared

with the budget figures

CD Director X All Year Fiscal reports are not always timely for accurate evaluation by CD Director

Data CollectionCSBG programs collects data using the

MOMIS and self-developed spreadsheets

Community Development Director/Administrative Assistant

X October to September

MOMIS has issues. State currently has RFP out for new system.

LIHEAP collects data using the State's LIHEAP software system and MOMIS.

Receive weekly reports from State of MO.

LIHEAP Coordinator X October to September

State data will only allow local agency a couple of data points, again not outcome driven but service count driven

Homeless programs use the HMIS, MOMIS and program self-developed

spreadsheets

Assistant Community Development Director/ CD Director

X All Year

EvaluationEvaluation of Community Action plans

outcomes and objectives X X X August till

May

Evaluation of LIHEAP's LIHEAP Coordinator X September

Evaluation of Homeless Programs. Yearly APR and Yearly CoC Monitoring

Assistant Community Development Director/ CD Director

X

Community Development Staff Development and facility needs

Assistant Community Development Director/ CD Director / LIHEAP Coordinator

X

Fiscal ROMA Cycle Audit NarrativeTimeframe

ROMA Cycle Who is Responsible? Weekly Monthly Quarterly AnnuallyEvery 3-5 year

Month Work Starts




Assessment

Planning

Implementation

Budget becomes operational X X All Year

Data Collection

EvaluationEvaluation of Fiscal?? plans outcomes

and objectives. Tony what does this look like??

Fiscal Staff Development, equipment and facility needs

Head Start/ Early Head Start ROMA Cycle Audit NarrativeTimeframe


Month Work Starts




Assessment

3-5 year CNA team establishes a timeline (handout for entire

Management team) for all activities (organizing the survey team, Focus

group team, Community group team, ID CAN Facilitator for

community/Employee group)

CNA team divides up duties, Resource Development Director is facilator of CNAs X X

January- September

State CSBG Office CNA training

Community Development Director notifies the team, mandatory attendance by Community Development Director and Resource Development Director X

March or April


Resource Development Director X

Other than HS/EHS and CD, the other departments don't usually provide input, not a good, since we are building housing and we have energy programs and no data in our community needs assessment that really shows need.

3-5 year Community Needs Assessment Full Document ready

Resource Development Director X

by September 30

Planning5 year plan that establishes Long-Term

Goals X5 year development of Measureable

objectives X

Budget established

Head Start and Early Head Start Director with HS/EHS Director of Operations X

Implementation

Action Plan is implemented

HS/EHS Area Supervisors and HS/EHS Coordinators X All year

Strategies are implemented

HS/EHS Area Supervisors and HS/EHS Coordinators X All Year

Budget becomes operational Hs/EHS Director X X All YearData Collection

HS and EHS Broad Goals, and objectives collection of data, using TS

Gold, Child Plus and self-developed agency tools, Human Resources

software (staff hiring, exiting, training), Fiscal, MIP software (Budget)

Head Start and Early Head Start Coordinators X

August till May

Human Resources Software makes getting data needed to be provided timely and/or easily

Evaluation

Evaluation of Head Start goals and objectives

3-D Committee, Head Start and Early Head Start Director and Early Head Start Director of Operations, plus 8 other people, from the community, other agency departments and varying different positions within HS/EHS, there is a NCRT that participates as well X X

August till May

Housing ROMA Cycle Audit NarrativeTimeframe

ROMA Cycle Who is Responsible? Weekly Monthly Quarterly Annually

Every 3-

5 year

Month

Work

Starts

Identified need for additional

help

What type of

help is

needed

Who will be

providing

the help?

Assessment

3-5 year CNA team establishes a

timeline (handout for entire

Management team) for all activities

(organizing the survey team, Focus

group team, Community group team, ID

CNA Facilitator for


CNA team divides up

duties, Resource

Development Director

is facilitator of CNAs X X

January-

September

Every 5 years, the Jasper County

Public Housing Agency is required to do

a 5 Year Public Housing Plan Housing Director X 30-Jun

Housing Director takes the lead.

This hasn't been done since the


and the current Housing Director

have been in their current

positions. The goal would be

that the 5 year CNA would meet

the criteria that is required, so we

would have one agency CNA.


Community


notifies the team,

mandatory attendance

by Community


and Resource

Development Director X

March or

April

Annual updates to the CNA and works

with ESC's management staff members

Resource


Other than HS/EHS and CD, the

other departments don't usually

provide input, not a good, since

we are building housing and we

have energy programs and no

data in our community needs

assessment that really shows

need.

3-5 year Community Needs

Assessment Full Document ready

Resource


by

September

30

Planning

1 year PHA plan (HCV, mainstream

vouchers and FSS) that establishes

measureable goals and

objectives???Staci does this form still

have goals and objectives

Housing Director is

solely responsible for

this being completed.

The the JCPHA Board

must approve the 1

year and 5 year plan. X X by June 30

As long as the PHA is considered

a high-perfoming agency per

their SEMAP scores, the one

year plan is not required.

1 year homeless continuum of care

plan.

In conjunction with

The Homeless

Coalition, Economic

Security Corporation

is the CoC's Lead

agency. Responsible:

Community

Development Director,

and Fiscal Director X X

January to

December

This program does planning

monthly

Housing Budget established

Housing Director is

the lead, but the Fiscal

Director is there for

support and guidance X

July to

June

This program has actually 4

different program years, due to

the different funding streams

Government

Shut downs

can affect the

Homeless

programs and

HUD

programs,

which affects

the Landlords

and tenants.

Not good

Implementation

HUD PHA, HUD Homeless Premanent

Supportive Housing plans implemented

Housing Director is

the lead for Housing

program

implementation,

Assistant Housing

Director takes care of

the day to day

operations and the

Housing Coordinators

and Housing Inspector

ensure that the work

is completed.

Weatherization

completes Housing

Quality Inspections

per the SEMAP

indicator X X All year

Funding is tricky with the HUD

portion, HUD only pays a portion

of the Administrative fees, so this

program nevers receives 100%

of their administrative fees, which

makes them run short in the area

of staffing.

Strategies are implemented (SEMAP)

Housing Director must

track, Assistant

Housing Director,

Housing Coordinators,

Housing Inspector X X All Year

Budget becomes operational

Weatherization

Director is the lead,

with support from the

Fiscal Director X X All Year

Fiscal reports are not always

timely for accurate evaluation by

WX Director (Ryan is this an

issue for you?)

Data Collection

Housing Pro and HMIS programs

collect data

How is this data used

to improve the

program services?

July to

June

Evaluation

Evaluation of Housing?? plans

outcomes and objectives. Staci what

does this look like??

Evaluation of Homeless Programs ?

Housing Staff Development, equipment

and facility needs

Funding is tricky with the HUD

portion, HUD only pays a portion

of the Administrative fees, so this

program nevers receives 100%

of their administrative fees, which

makes them run short in the area

of staffing.

Home Repair ROMA Cycle Audit NarrativeTimeframe


Every 3-

5 year

Month

Work

Starts


help

What type of

help is

needed

Who will be

providing

the help?

Assessment

3-5 year CNA team establishes a

timeline (handout for entire

Management team) for all activities

(organizing the survey team, Focus

group team, Community group team, ID

CNA Facilitator for


CNA team divides up

duties, Resource


is facilitator of CNAs X X

January-

September


Community


notifies the team,

mandatory attendance

by Community


and Resource


March or

April

Annual updates to the CNA and works

with ESC's management staff members

Resource


Other than HS/EHS and CD, the

other departments don't usually

provide input, not a good, since

we are building housing and we

have energy programs and no

data in our community needs

assessment that really shows

need.

3-5 year Community Needs

Assessment Full Document ready

Resource


by

September

30

Planning

Implementation


Data Collection

Evaluation

Evaluation of Home Repair?? plans

outcomes and objectives. Curtis what

does this look like??

Home Repair Staff Development,

equipment and facility needs

Human Resources ROMA Cycle Audit NarrativeTimeframe


Every 3-

5 year

Month

Work

Starts


help

What type of

help is

needed

Who will be

providing

the help?

Assessment

Planning

Implementation


Data Collection

Evaluation

Evaluation of Human Resources??

plans outcomes and objectives. Jerry

what does this look like??

Human Resources Staff Development,


IT ROMA Cycle Audit NarrativeTimeframe


Month Work Starts




Assessment

Complete a 3 year IT Planning document

IT Director with feedback from the Management staff X X

Planning

Implementation

Budget becomes operational X X All Year Data Collection

EvaluationEvaluation of IT?? plans outcomes and

objectives. Travis what does this look like??

IT Staff Development, equipment and facility needs

ESC's Weatherization ROMA Cycle Audit NarrativeDate: 15 July 2019

Timeframe

ROMA Cycle Documentation includes: Who is Responsible?

Organizational Standards Head Start Performance Standard Wkly Mthly Qrtly Yrly 3 yrs. 5 yrs.

Month Work Starts




Assessment

3-5 year CNA team establishes a timeline (handout for entire

Management team) for all activities (organizing the survey team, focus

group team, community group team, ID CNA Facilitator for

Board/community/Employee group)Unaware of any WX required information

CNA team divides up duties, Resource Development Director is facilitator of CNAs X X

January- April

First time to gather leadership team in this full process for 2020. Identify any challenges with CEO in December 2019. Will need an outside facililator.

Ensure WX Energy Burden is included in 'CNA

Will need to ID a person

Provide CNA team with assessment data from MO CAN Assessment and

CAP Assessment websites

4 county area assessment from Missouri CAN or CAP Assessment website, Kid's

County, CHAS, PITC, Surveys (Parents, Board,

Staff and Community), Four required areas: gender,

age, race, ethnicity. Poverty data by counties.

Quantitative and Qualitative data

Resource Development Director OS 3.1, 3.2, 3.3 X X

January-February

Weatherization team member

Energy Burden data for the 4 county area

Will need to ID a person to help gather the information

Agency CNA team identifies existing resources found in communities.

Make sure Board members have been ID as part of the

CNA team. CNA team OS 3.1 X X December CEO

Will need to have a member(s) who have flexible schedules to work with staff

Will need CEO to assist with this process


ESC will need to make sure they have their data and most current Community

Needs Assessment

Community Development Director notifies the team, mandatory attendance by Community Development Director and Resource Development Director X

March or April

CEO, Identify leadership team members that will need to attend training.

Identify anything different that the State CSBG office will be requiring

Will need CEO to assist with this process


ESC updated data (MO CAN Assessment site),

other research links, noting significant changes that

would require noting in the updated Community Needs

Assessment)

Resource Development Director, Head Start/Early Head Start Director and Community Development Director X

Other than HS/EHS and CD, the other departments don't usually provide input, not a good, since we are building housing and we have energy programs and no data in our community needs assessment that really shows need.

Identify what needs to be different to ensure Weatherization needs identify

Make sure the Weatherization is more involved in this process.



Month Work Starts




3 year Community Needs Assessment Full Document ready

Includes a Key Findings Section or Executive

Summary (Poverty Causes and Conditions must be

noted)

Resource Development Director and Community Needs Assessment Team OS 3.4 X

by September 30

May need help from a outside source (facililator), Discussion with CEO and Leadership Team

Community Needs Assessment data and key findings presented to Board of

Directors

Data and Summary materials must be provided

to the Board at one board meeting for review during the month. The following

Board meeting is discussion and questions and approval

of priority of needs based on assessment CNA team OS 3.5 X X

by September 30

Figure out a better to be inclusive of Board members who work in the day time, earlier meetings?

ESC's Board of Directors

Planning

1 year State WX plan that establishes #Copy of the State WX plan,

ID planning items

Weatherization Director is the lead, not clear if there are additional agency staff involved with planning of this grant application X by June 30 Weatherization Director

ROMA Trainer and Implementer need to understand this process

Weatherization Director

1 year LIHEAP plan Copy of the LIHEAP Plan?

How does WX participate in this process? X

July to August

The program does not seem to include measureable outcomes, but service count only. Capturing data from either the MOWAP (is unknown by the ROMA Training/Implementer) or the State LIHEAP data base is non-existence. So we are unable to provide reporting regularly about outcomes. The only item we can report is the number of application that have processed and dollars expended PLUS. The MO WAP we are just investigating the type of reports they have, to measure outcomes. LIHEAP is the largest funding for WAP.

Weatherization Director, ROMA Implementer and ROMA Trainer

We don't know yet who we may need to help us with this.



Month Work Starts




Ensure the Strategic Plan and State plans are consistent with ESC's TOC

(Mission and Vision)

Strategic Plan includes

challenges or responsibilities or strategies.

Include customer satisfaction data in plan or

Appendix (include how this

Copy of ESC's Strategic Plan and Customer Satisfaction data.

OS 4.1, 6.1, 6.2, 6.3, 6.4 X

Weatherization Budget established

Weatherization Director is the lead, but the Fiscal Director is there for support and guidance X

May to June

Agency Best Practice: All programs would be part of an agency wide logic

model OS 4.2

Identified as a potential area that could be added to ESC's CSBG logic model

Unsure, WX Director and ROMA folks

Implementation

Weatherization, LIHEAP and Other Public Utilities plans implemented

Weatherization Director is the lead for Weatherization program implementation, Assistant WX Director takes care of the day to day operations and the WX crew make sure work is completed by work orders. X All year

Recruitment has been identified as a potential issue in about 4 months.

Working with the Resource Development Director with a possible TV campaign, waiting to get a budget.

Outside marketing firm has been contacted.

Strategies are implemented

Weatherization division: Director, Assistant Director, Weatherization Clerk, Energy Auditor, WX Crew Chief and WX Crew X All Year

Budget becomes operational

Weatherization Director is the lead, with support from the Fiscal Director X X All Year

Fiscal reports are not always timely for accurate evaluation. (Is this an issue for you?)

Data Collection

WX programs collects data using the MO WAP

WX Director is the lead and Who enters day into the MO WAP (Matt or Bill??) Who completes the data reporting (what does that look like?) X X

July to June

MO WAP - reports available.



Month Work Starts




How does this program get reported on ???LIHEAP collects data using the

State's LIHEAP software system

WX Director and ROMA Implementer/Trainer

October to September

Looks like this area, needs a lot of work from our ROMA staff, understanding what reports they do receive and then how can these be applied.

Public Utility Funds - What do we report versus what we should be reporting.

Will need help with this?? Evaluation

Evaluation of WAP?? plans outcomes and objectives. Ask the WX Director

what does this look like?? Evaluation of LIHEAP ?

Evaluation of Public Service Commission and Liberty Utilities "good

people"Weatherization Staff Development,


Presenting Analysis and Evaluations to Board Agency grade card

OS 4.4, 5.9, 6.5, 9.3 X

Agency Assessment

The Community Needs Assessment The agency’s Community Needs Assessment (CNA) was conducted with a new process in 2016. The

process used aligns closely with what is referenced in the guide: Conducting, Sharing, and Utilizing a

Community Needs Assessment. Since then, the agency has worked to more intentionally connect the

CNA with planning and other processes throughout the CAA. In addition, annual updates have been

conducted to ensure the data to use is fresh and relevant. ESC’s CNA documents can be viewed here:

https://escswa.org/menus/agencys-community-needs-assessment_1.html

https://communityactionpartnership.com/publication_toolkit/roma-next-gen-beyond-the-basics/

https://communityactionpartnership.com/publication_toolkit/roma-next-gen-beyond-the-basics/

https://escswa.org/menus/agencys-community-needs-assessment_1.html

ROMA Planning

The Logic Model in Process Logic models help to connect programs to the mission of the overall organization. In addition, logic

models are a tool for understanding or demonstrating linkages and relationships among various

elements of a program. This tool also helps to set the stage for assuring both management and

accountability data are available. ESC has used their logic model as a way to report to the Board of

Directors and meet Organizational Standards 4.1-4.4. The process of organizing the logic models has

also led to more results oriented conversations with agency staff.

Economic Security Corporation's Community Services Block Grant2018-2019 Logic ModelFor Community Level ProjectsRevised: 7.1.2019

Project Name Family, Agency or Community

Mission Statement National Goal National Identifier Identified Need Service or Activity (F) System

changes

Outcome (general statement of results

expected)

ID the Outcome/Indicator, estimate or project.

The number of clients who are

expected to achieve the outcome within

the established timeframe stated as a fraction using the

number as a numerator and

number expected to receive the service as a denominator.

(F)

Actual Results # of clients achieving the outcome, divided by

the number served; the % of clients who achieved each

outcome.

Baseline ID Measurement Tool Data Source

Frequency of Data

Collection and Reporting

Planning Intervention and Target Benefit Projected Performance Actual Performance Baseline Data Accountability Accountability Accountability

Ending Homelessness in Jasper and Newton Counties

C Goal 2: Communities where people with low incomes live are healthy and offer economic opportunity

CNPI 4z: Other: Reduction of homeless individuals.

The problem is that Jasper and Newton County still have homeless individuals, we lack resources. As of 2017, there were 270 individuals literally homeless, living in emergency shelters, transitional housing or unsheltered in Jasper/Newton Counties, this data is collected during the January 2017 national point in time (PIT) count that is coordinated by The Homeless Coalition. More concerning is according to ESC's Community Needs Assessment we have over 1,000 children in Jasper and Newton who are reporting to their home schools that their families are homeless, source: Missouri Department of Elementary and Secondary Education (DESE). The Jasper and Newton County Point In Time count is trending downward over the last 10 years, excluding Joplin's F5 Tornado time frame. Gap identification: According to The Homeless Coalition's Housing Inventory Count (HIC), Jasper and Newton County have 307 beds for sheltered and unsheltered individuals, so the problem is not more beds, because we don't have a gap. Gap: We did identify a gap with the lack of permanent housing resources, The Homeless Coalition has about $576,870, annually that can be used to rapid re-house or provide permanent supportive housing opportunities, but this only affects approximately 80 families, which leaves a gap of about 157 individuals without a permanent housing opportunity. The need is to increase permanent housing resources.

Systematic Change Interventions: 1. ESC's role is to continue to get all Homeless Providers to utilize Coordinated Entry (STR4A) 2. ESC will coordinate the effort to Increase permanent housing resources utilizing, community strategy: One Joplin, Poverty Team, Housing sub-team, Homeless committee (STRA4J) Target: Reduction of 27 individuals. (Note: the State of Missouri, CSBG office had ESC revise this from a rate of change to # of people) or increase in permanent housing dollars? One last question here: Can you reduce homelessness without more permanent housing dollars??

No Homeless in Jasper and Newton Counties

End Homelessness in Jasper and Newton Counties by 27 people by the 30 September 2020.

Baseline data: Established January 2017 was 270 homeless individuals. (source: The Homeless Coalition's Point In Time Count, January 2017)

Homeless Point In Time Count Surveys completed in January by The Homeless Coalition and IES provides the written report. (So how will you know that the CE or One Joplin Poverty Team has made a difference?) ROMA Implementer's response: CE - people are getting housed. That the PIT count has gone down and that rental assistance has gone up,

Data Measure Tools/Who: Using The Homeless Coordinated Entry data system, collector: Housing Connect Staff. Q. Aren't you looking at a 10 year trend here? ROMA Implementer's response: This goals for One Joplin was for five years, when I wrote it up for CSBG it was for 3 years. So what data sources will let you know that One Joplin has made an impact on ending homelessness? ROMA Implementer's response: The Homeless Coalition's CE Housing Connect reports. (monthly and yearly) Q Looks like you are trying to measure only the permanent housing solutions, so besides the CE system, what else can you use to measure? More Money? ROMA Implementer's response: Yes, We are always trying to find other sources of rental assistance. Is their a report made to The Homeless Coalition quarterly about $? ROMA Implementer's Response: Yes, when grants are received. Aren't you responsible for collecting this information and putting it into a quarterly report to the Board of Directors? ROMA Implementer's Response: Yes.

Frequency: Monthly: PIT Count is done annually, The CE Reporting

is done Monthly.

One Joplin, Withdrawing this project, ESC no longer has any staff participating nor does this appear to be part of ESC's agenda at this time 6.30.2019

C Goal 2: Communities where people with low incomes live are healthy and offer

economic opportunity

CNPI5g: Percent decrease in infant mortality rate in the

identified community, CNPI5z: counts of

change, can you please ID what this?,

CNPI5z: rates of change, can you ID

what this is?

Problem: High domestic violence, obesity rate, and drug overdoses for Joplin area. One Joplin works to create a collaborative environment in which Joplin can flourish. One Joplin is a movement of people representing 73 organizations and growing, who have committed to work together for the long haul. We partner with organizations to tackle big issues and with neighborhood connectors who have a desire to create change in their neighborhoods. This group was formed in the fall of 2015. There are a number of teams that work on a variety of social issues. Health Team: Increase healthy weight children, improve mental health, and decrease substance abuse. Q: (It looks like this is your Opioid item, where is the data to support this item? Where is your obesity identified need?Human Service Team: Reduce domestic violence and child abuse and neglect, and improve teen sexual health.Poverty Team: Increase social capital and connections, access to affordable housing, and employment availability. Q. I am not sure why you have listed the Poverty Team, when there appears to be no services or activity around this group??? So is this the needs data to support the Human Services Identified need of high domestic violence in Joplin? Data used to support the need is from our agency's Community Needs Assessment. Domestic Violence: page 28, should be explained. Is what follows from page 28?According to the MO State Highway Patrol’s Uniform Crime Reporting Program, a total of 1,229incidents or 10.5 incidents per 1,000 persons were reported in 2015.• This is a little higher than Missouri’s rate of 7.33 incidents per 1,000 person. Data from One Joplin's dashboard is being used to support the need for our work and this information is used for base line data.

One Joplin teams. Obesity: STR5e (I don't know what the STR5e means) What is the service here? Domestic Violence: STR5n: DV campaign with materials, Q., what is happening with a campaign, not very specific or clear. Opioid: STR5n: Education campaign. STR6G2

Decrease in childhood obesity, Q, (is this for all of our counties or just Joplin?) Decrease in substance use rate and decrease in domestic violence.

Decrease in Domestic Violence Assault reports by 75 reports. 2.5% decrease in childhood obesity rate in the identified community (which is?). Decrease drug overdose mortality rate by 5%. Q. do you have a timeframe here?

Baseline data should be Identified.

One Joplin Dashboard

One Joplin Dashboard Annually

Reduction of Teen Pregnancy in McDonald County by 2020


CNPI 5k: Percent decrease in unplanned pregnancies in the identified community

Problem Identification: Births to teens rate in McDonald County is higher than Missouri's rate. Missouri's rate is 24.99% and McDonald County is 47.0% for 2015. Gap: Lack of family planning education and services, ESC's women's health was able to go twice a month, as of April 2018, ESC's Women's Health Services was closed. Need: Develop a relationship with McDonald County Public Health Department for other options to teen pregnancy and Teen Health Education.

Systematic Approach: ESC is coordinating and collaborating with McDonald County Health Department to deliver the following services: 1. Development of teenage pregnancy prevention educational materials: media and written materials 2. ESC will coordinate with McDonald County events that will allow for teenage pregnancy prevention outreach. targeted 3. Teen pregnancy prevention, health specific campaign and other education and cognitive development, including REALL Simulations (is there any evidence based research for reduction of teenage pregnancy?) ROMA Implementer's response: Not that I am aware of but the REALL Simulation stresses staying in school and making good choices. It is an easy strategy to include. (next question is, will it really deter teen pregnancy?) Target: Reduce the McDonald County Pregnancy Rate by 5%?

No More Teenage Pregnancies while in High School.

5% decrease in the teen pregnancy rate in McDonald County by September 2020

ROMA Implementer response: Year 1,

2018, planning year, had staff issues in this

county that halted progress of any kind.

Year 2, 2019: Planning and some

implementation change. Year 1 was planning and we just

now decided on some strategies in Year 2,

(Q. so have any of your Systematic Approach in Column G changed

or been added too, since you were able to plan with a staffer in

place?)

Baseline: McDonald County's Teenage Pregnancy

rate is 47% as of 2015.

Missouri Community Action Network's

Community Needs Assessment tool.

Source data measurement tool: MO Dept. of Health and Senior Services Kid's Count Report. Permission to change the source data was received on 10/30/2018 per Heather Howell. Economic Security Corporation's 2015-2019 Community Needs Assessment data stated: Teen birth rate:• More than 4 times the National and State statistics in LiveTeen Births (15-19 years of age) per 1,000. Source data: ESC's Community Needs Assessment: 2015-2019)

Annually

Economic Security Corporation's Community Services Block Grant2018-2019 Logic ModelFor Community Level ProjectsRevised: 7.1.2019

Creation of Homeless Respite Bed Program for Jasper County or is Getting one shelter provider to provide "x" service?


CNPI 4c: Number of shelter beds created in the identified community

Need Identified: ESC utilized The Homeless Coalition's Coordinated Entry's Housing Connect software data. Key Informant Interviews from two regional hospitals, Freeman Health and Mercy Hospitals, who identified homeless individuals who were released back into the Joplin area who were not really ready, due to being on oxygen. Discussions with social workers from both regional hospitals in Jasper and Newton Counties. Both Mercy and Freeman, identified a need of some type of respite shelter bed for our area, the occurrence was happening almost weekly. Gap Identified: Existing homeless shelters are not equipped to handle patients and it has been shown that homeless shelters do not have an ideal environment for recovery from surgeries and/or illnesses. National Healthcare for Homeless Council identifies that only 10 respite beds currently exist in the entire State of Missouri; five in the Springfield area and five in the Kansas City area. Need: One shelter/organization to take on providing respite beds in Jasper and Newton Counties. (Q. From Barbara, Is this initiative about ESC working to get a shelter to establish beds? What do you see ESC's role here? these are Deb's comments: In the old days, we used CCRD -- Coordination, CCRD - Revitalization, and I can't remember the other one, maybe "D" for development), so thinking of this like that are we the lead or catalyst for change, or are we working one on one with an organization(s). I think once this question is answered, the rest of this will flow better.)

Systematic Approach: 1. Engage local partners. 2. Survey local medical providers to assess scope of need for this project. (seems like you have done this already -- need has been established or why would you try this?) We knew it was a need but part of year one was to meet with hospitals. 3. Use existing shelters 4. What would need to be done to serve the need. 5. Visit Missouri respite programs Target: 1 shelter develops 5 respite beds

Jasper/Newton County has respite beds for people exiting hospital stay who do not have a home to return too.

One Shelter Provider creates 5 respite beds by 2020

Baseline: As of 2018, Jasper and Newton Counties

had 0 respite beds available for people

exiting hospitals who did not have a home to return too.

National Healthcare for Homeless Council

report and local survey, work is

completed by the Assistant Community

Developer

National Healthcare for Homeless Council, Assistant Community Development Director will be responsible for collection of the data from this source.

Annually

Agency Planning

ESC’s Theory of Change & Strategic Plan A Theory of Change can help to define the work of the Community Action Network by linking the

purpose of Community Action to the actual strategies implemented by Local CAAs. Creating this clear

link requires articulation of ideas about the best approaches for selection of programs and reasons to

expect certain results. A Local Theory of Change can be utilized for this purpose, as well as create an

entryway into the Strategic Planning process and communicate their work. ESC used the process of

Creating a Local Theory of Change to set up the primary elements of their Strategic Plan, as well as

explore the assumptions behind their work and re-examine their agency mission and vision. Once this

piece was drafted, ESC identified their indicators and created action plans for implementation to

complete their planning process.

The draft and final version of ESC’s Local Theory of Change are included within this case study, as well as

here on the ESC website. In addition, the 2019 updated version of their Strategic Plan is included to

show the continuation of the work.

https://communityactionpartnership.com/publication_toolkit/roma-next-gen-curriculum-creating-a-local-theory-of-change-workshop-materials/

https://escswa.org/menus/our-mission-vision.html

Economic Security Corporation Local Theory of Change (Board approved: 9/6/2018)

[Type text]

Head Start

Step Up to Leadership Classes

Asset Development

Rental Assistance

Housing Assistance

Chance

Case Management

Soar

Utility Assistance

Agency Capacity Building

Resource Development

Communication Strategy

Weatherization

Home Repair

Housing Development

Transportation

Job Creation

Children are ready for school

Families are ready to engage

The agency is ready to support

The community is ready to invest

Basic Needs | Housing | Education | Health | Food Security | Economic Stability | Thriving Community | Thriving Agency

Assumptions Services/Strategies Outcomes Broad

Agency Goals

• Everyone can get help • ESC has

comprehensive services to provide

• People don’t have hope and ESC can instill hope

• ESC can eliminate the conditions of poverty in SW Missouri

• Neighbors are struggling • ESC has opportunity to

share to help neighbors achieve self sufficiency

Family • Increased engagement child development

• Increased engagement in community • Sufficient income to support needs • Insured and equipped with medical payment options

Agency • Increased knowledge of agency programs internally and externally

• Higher Employee Wages • Increased flexible funding • Established communication strategy

Community • Increased reliable transportation options • Increased afforable/quality childcare options

• More living wage employment opportunities

• Additional safe, healthy, affordable, energy-efficient housing units

Vision: A thriving community of neighbors that is free from poverty.

Mission: To provide comprehensive services that instill hope and share opportunities to eliminate the conditions of poverty and help neighbors achieve self-sufficiency.

A\ A\

ECONOMIC

SECURITY CORPORATION

OAtiiJ;i P A R TNE R SHIP

AMERICA'S POVERTY FIGHTING NETWORK

I I

2018-2021Strategic Plan

2019 update

2018-2021 Strategic Plan Board of Director’s approved: 9/5/18

Updated to BOD: 1 August 2019 Approved by Board: 5 September 2019

EXECUTIVE SUMMARY

Economic Security Corporation of Southwest Area (ESC) is part of the Community Action Agencies (CAAs) network. CAAs are distinct from other community organizations in critical ways. Each is governed by a board that represents all sectors of the local community, including its low-income residents. They regularly conduct comprehensive community assessments to identify pressing local needs and design effective responses. They are well-established and wide-ranging networks of private and public partners, including health care providers, social service organizations and judicial system, local governments and thousands of local volunteers. CAAs are holistic in their approach and trusted in their communities.1

CAAs receive core funding from the Community Services Block Grant (CSBG), which provides flexible resources that can be used to fill gaps in services and address unmet needs; their CSBG allotments also enable CAAs to access and administer other public and private resources to benefit their communities. 2

CAAs typically hold forums and conversations for the community at large and in collaboration with community partners. We go far beyond education, however, and actively reach out to our communities to identify and connect people with needed services. CAAs are innovative, for example, providing staff to assist with a community hunger banquet. 3

People in poverty face daunting challenges as they work toward recovery. A lack of stable housing, education, employment, reliable transportation, or access to health care can undermine the best intentions and well-laid plans. The mission of Community Action is to identify causes and conditions of local poverty, and to ensure that people have access to services that will help them gain control of these factors and lead productive and self-sufficient lives. 4

CAAs are multigenerational and serve children, adults and families as a whole. CAAs provide case management. CAAs work closely with schools, businesses, City, County governments, mental health agencies and faith-based organization. 5

1 National Community Action Foundation website 2 National Community Action Foundation website 3 National Community Action Foundation website 4 National Community Action Foundation website 5 National Community Action Foundation website

2

2018-2021 2019 update: in Purple Green denotes Completion ESC’s Strategic Plan

CAAs are leaders in their communities, as well as service providers. By design, CAAs reflect the population and circumstances of their individual communities. 6

INTRODUCTION: This strategic plan was developed for ESC to chart a course for the next three years. This provides guidance to maintain and build agency capacity while development of a new vision focuses on a “thriving community of neighbors free from poverty.” The strategic plan is focused sharply on strengthening our organization and its services while we explore possibilities for more flexible funding and the potential for new formal partnerships and collaborations. This is the context for the ESC’s 2018-2021 Strategic Plan.

PURPOSE: ESC is part of a 1,000 strong Community Action network. Our purpose is clear, as a member of the National Community Action Partnership: reducing poverty, the revitalization of low-income neighborhoods, and giving direction back to low-income families and individuals in rural and urban areas.

We are charged with these duties through strengthening of related issues associated with the elimination of poverty, so that this assistance can be used in a manner responsive to local needs and conditions. ESC has a range of opportunities related to the needs of our neighbors. These opportunities have a measurable and potentially major impact on the causes of poverty in our local communities and help our neighbors take control of their own lives, leading them to economic security.

6 National Community Action Foundation website

3


LEVEL OF INFORMATION/METHOD

Method Level of information Surveys General input from large numbers of people Focus Groups More targeted information from a

representative sample of stakeholders Community Forums General input from a broad cross-section of

stakeholders

STAKEHOLDERS:

Internal Stakeholders External Stakeholders Tripartite Board Members/Advisory Boards Customers Head Start Policy Council Members Advisory groups (e.g. One Joplin, etc.) Leadership Team Key partners (cities, counties, etc.) Human Resources Funders (Head Start, Community Services

Block Grant, etc.) Fiscal Public agencies (health departments, etc.) Facilities and management Information Technology (IT) Quality improvement teams Front line staff

Other service providers (NGOs, etc.) Elected officials Faith-based community Private sector

MANDATES/RESPONSIBILITIES: COMMUNITY SERVICES BLOCK

GRANT (CSBG), HEAD START PERFORMANCE STANDARDS, ORGANIZATIONAL STANDARDS AND RESULTS ORIENTED

MANAGEMENT AND ACCOUNTABILITY (ROMA) An important CSBG mandate that impacts strategic planning is the role of the agency’s tripartite board in the process. 42 USC § 9910 Section 676B of the CSBG Act requires that, as a condition of designation, private nonprofit entities and public organizations administer their CSBG program through tripartite boards that “fully participate in the development, planning, implementation, and evaluation of the program to serve low-income communities.” Supporting the role and responsibility of the tripartite boards in planning, The Department of Health and Human Services’ Office of Community Services (OCS) Information Memorandum (IM) 82 states that “Tripartite boards are important participants in agency annual and longer-range planning activities. Specifically, individual members of the board, and the board as a whole, ought to contribute to, and benefit from, various aspects of program planning.” As such, participation of boards is essential in strategic planning discussions of how the agency should accomplish its mission through its programs and activities and how the agency will determine what constitutes success.

4


Community Services Block Grant Organizational Standards In January 2015, the Department of Health and Human Services’ Office of Community Services (OCS) released Informational Memorandum (IM) 138, State Establishment of Organizational Standards for CSBG Eligible Entities, under 678B of the CSBG Act, 42.U.S.C § 9914. This established 58 organizational standards for private nonprofit CAAs and 50 for public CAAs that are organized into nine categories. Category Six of the Organizational Standards addresses requirements for strategic planning.

Organizational Standard Number

Organizational Standard Description Organizational Standards Documentation

Organizational Standard 6.1

The organization has an agency-wide strategic plan in place that has been approved by the governing board within the past 5 years.

ESC’s last strategic plan was completed May 2015 and approved by the Board of Directors in June 2015. The 2018-2021 Strategic Plan is in a draft form, presented to the Board of Directors, August 2018 and expected to be approved at the September 2018 Board of Director’s meeting.


The approved strategic plan addresses reduction of poverty, revitalization of low-income communities, and/or empowerment of people with low incomes to become more self-sufficient.

ESC’s approved strategic plan strategies can be found on pages, 9-10 of this document.


The approved strategic plan contains family, agency, and/or community goals.

ESC’s approved strategic plan strategies can be found on pages, 9-10 of this document.


Customer satisfaction data and customer input, collected as part of the community assessment, is included in the strategic planning process.

ESC’s customer satisfaction data and customer input, collected that was used from the Community Needs Assessment for the strategic planning process is found on pages 5-6.


The governing board has received an update(s) on progress meeting the goals of the strategic plan within the past 12 months.

Progress on strategic plan for the past 12 months will found in the Board of Director’s Minutes, October 2017 (escswa.org).

Head Start Performance Standards ESC is a grantee for Head Start and Early Head Start programs in Southwest Missouri. One of Head Start performance standards that impact strategic planning is the role of the agency’s tripartite board and Head Start Policy Council to be involved in the process §1302.11(b) determining community strengths, needs and resources.

Results Oriented Management and Accountability (ROMA) The Department of Health and Human Services’ Office of Community Services (OCS) Community Services Block Grant (CSBG) Informational Memorandum (IM) No. 49 Program Challenges, Responsibilities and Strategies reflect a need for technical assistance and training to standardized national performance outcomes. OCS believes that the three national ROMA goals reflect a number of important concepts that transcend CSBG as a stand-alone program. The goals convey the unique strengths that the

5


broader concept of Community Action brings to the Nation's anti-poverty efforts, focusing our efforts on client/community/organizational change, not particular programs or services. As such, the goals provide a basis for results-oriented, not process-based or program-specific plans, activities and reports. Understanding the interdependence of programs, clients and community working together is better. We recognize that CSBG does not succeed as an individual program. The goals presume that Community Action is most successful when activities supported by a number of funding sources are organized around client and community outcomes, both within an agency and with other service providers.

VISION, MISSION AND VALUES Vision: A thriving community of neighbors that is free from poverty.

Mission: To provide comprehensive services that instill hope and share opportunities to eliminate the conditions of poverty and help neighbors achieve self-sufficiency.

Values: Respect Adaptable Integrity Dignity

Kind Caring Hope Opportunity Teamwork Compassion Committed Open

Understanding Helpful Passion Innovation Leading Evolving Empowerment Knowledgeable

Informative Fairness Courtesy Warriors Change

During strategic planning sessions held during May 2018, the Community Action Partnership facilitated Economic Security Corporation of Southwest Area’s Vision, Mission and Values work that was revised and presented to the Board of Directors during their August 2018 meeting. During the September 2018 Board of Directors meeting, the revised Vision, Mission and Values were approved. This will be presented to entire agency in September.

ASSESSMENT SUMMARY Economic Security Corporation utilized the following support data to provide the principles in the thoughtful development of our strategic plan. This information was utilized in developing essential planned series of strategies that would lead us to our Agency’s Broad Goals. It is important that family strategies empower our neighbors. Community strategies must advance our communities. All of this will assist with our overarching vision: a thriving community of neighbors that is free from poverty.

Community Needs Assessment Support Data ESC conducted an agency-wide community needs assessment in 2016 and has provided annual updates to this information. We utilized the Community Commons website and the Missouri Community Action Network’s hub for localized data. ESC also reviewed other national, state, local and county needs assessments, such as the Community Health Needs Assessments (CHNA). In addition, we surveyed Head Start and Early Head Start parents, customers,

6


partners, employees, Head Start Policy Council, Jasper County Public Housing Authority and Board of Directors in gathering key informant information and data. Then we held a community forum which included: partners, customers, Head Start parents, Head Start Policy Council, Board of Directors, employees in varying job positions, local elected officials and city government. We were able to pool this vast information into a county by county needs assessment to identify and prioritize the needs. The Board of Directors approved the Community Needs Assessment for 2016-2019 on October 2016, Updated 2017, 2018 and 2019. For more in-depth CNA information or the CNA document, please contact ESC’s Resource Development Director, 417-623-2013

High Priority Needs The high priority needs were identified and prioritized using ESC’s Community Needs Assessment that was developed during 2016. This document was approved by the Board in October 2016 and has had annual updates with the 2017 Community Needs Assessment information presented to the Board of Directors for approval.

Children (F) • Families lack engagement in their child’s development/education for school readiness (F)

Family (F) • Families lack engagement in their community (F) • Families lack income to afford housing, childcare, transportation, etc. (F) • Families lack the ability to access affordable insurance or medical payment options (F)

Agency (A) • Employees, Board, Policy Council, and the community lack knowledge of other agency

programs in various departments (A) • Employee’s wages, especially for grades 1-4 are too low (A) • The agency lacks flexible funding that is non-state/federal in source or is unrestricted (A)

(Identified as a challenge) • The agency lacks a communication strategy, both externally and internally (A)

Community (C) • The community lacks reliable transportation options for low-income individuals (C)

(Identified as a challenge) • The community lacks rental units that are affordable, smaller, and available (C) • The community lacks affordable/quality childcare options (C) • The community lacks living wage employment opportunities (C) • Update 2019: The community lacks resources for permanent housing (C) • Update 2019: The community lacks teenage pregnancy prevention programs (C) • Update 2019: The community lacks respite beds (C)

7


Campaigning the Cause (Communication Plan, Resource Development Plan) Needs Identified ESC’s strategic communication plan can be found as part of this plan in addendum 1. The bullets listed below were noted as high priority items.

• Agency lacks flexible funding that is non/state/federal in source or is unrestricted (A) 2019 update: found 1 Foundation that was interested in the work ESC is doing, we did not continue engagement.

• Agency lacks a communication strategy, both external and internal (A) 2019 updated: completed August 2018, Board Approved: September 2018)

Human Resources’ Needs and Analysis Human Resources development and deployment is a very important factor for the success of any organization, including ESC. The Human Resources department has identified additional manpower in order to execute programming and employee benefit services.

The following has been identified as a short-term need and the target goal: a new Early Head Start Childcare Partnership (EHS-CCP) grant was received 15 months ago, during these past months, it has been determined that the human resource department is in need of an additional full-time employee. (Updated 2019: 1/2 FTE was added to staff this Spring 2019)

Currently, the Human Resource department has 4 Human Resource staff to maintain central office receptionist duties, hiring, training, benefits management, and termination (voluntary and involuntary) for 374 employees. The Early Head Start Child Care Partnership (EHS-CCP) grant has added an additional 60 employees than we had last year at this time plus an increase with open employment offerings.

This has been identified as a long-term need and the target goal: develop a plan to minimize employee turnover in our lower paying job positions specifically looking at employment job grades 1 and 2. These employment positions have the highest turnover rate. The Human Resources, Fiscal and other program divisions will be reviewing budgets to see if we can possibly raise the wages for these identified positions to keep these employees from voluntarily leaving ESC for better pay in other organizations. (Completed October 1, 2018)

Risk Analysis The most recent risk assessment was completed by ESC in 2017. After a recent review, we will be organizing a risk assessment team by the end of 2018 to review the 2017 risk assessment and the analysis summary.

This team will be charged with making recommendations based on the identification of risk and the risk analysis beginning in 2019. They will also help in updating the 2019 risk assessment, at the direction of the Fiscal Director.

Update 2019: Risk Assessment was formed in May 2019, three meetings have been held, Low, Moderate and High Risks have been identified by this team according to the Risk Summary and Assessment conducted in 2017. The Team has identified 2 quick wins that can be completed by 30 September 2019 and then will begin work for the coming year.

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Financial Projections Financial projections monitor the overall health of the organization. Being a non-profit organization where profit is not the motive, financial projections are fix expense budgets that must be within allocated resources for various activities. ESC reviews annual budgets with the board of directors on a monthly basis for effective monitoring of actual performance and timely correction of deviations.

In addition, ESC’s Board of Directors reviews the entire agency’s budget in October of each year for approval by the board. This is the time for review of short-falls for the agency’s coming fiscal year.

As a not-profit, ESC can spend only what it raises as grants and funds from its beneficiaries. It becomes extremely important for ESC to know how much we can spend on various activities to be within the available funds' position. In addition, where expenses go beyond the projected limits, ESC’s leadership team must be able to take corrective action to bring down such expenses.

2018 SWOT Analysis The information below was gathered during ESC’s Strategic Planning sessions, May 2018. Staff, Board members, and Head Start Policy Council members reviewed ESC’s Community Needs Assessment, with annual updates to complete the SWOT analysis.

Strengths • Staff – tenured, caring, knowledgeable, &

work well together • Tenured leaders • Financially stable • Good reputation, clean audits, good

reviews • Strong relationships with community

partners • Comprehensive & wide number of services • Disaster recovery & reaction time

Weaknesses • Communication with public, between

departments, and board • Central office is not centrally located for

families • Departments within the agency don’t

understand the different programs being offered

• Limited resources • Employee wages are low (some living in

poverty) • High employee turnover in direct service

staff Opportunities

• Apply for new grants & unrestricted funds • Cross-training for staff • Increase employee wages • Build stronger relationships with

legislators & community leaders • Expand teen services

Threats • Current administration and potential

funding cuts • Complacency • More competition, shrinking funding • Rise in substance abuse • Lack of income to rising cost of living • Resistance to Community Action programs

9


Assumptions • Everyone can get help • ESC has comprehensive services to provide • People don’t have hope and ESC can instill hope • ESC can eliminate the conditions of poverty in Southwest Missouri • Neighbors are struggling • ESC has opportunity to share to help neighbors achieve self sufficiency

Broad Agency Goals 1. Children are ready for school 2. Families are ready to engage 3. The agency is ready to support 4. The community is ready to invest

2018 LOCAL THEORY OF CHANGE (TOC) ESC has developed a local theory of change graphic that includes mission, vision, assumptions, services and strategies, outcomes, broad agency goals and Community Action national goals. This graphic may be found as addendum #3.

OUTCOMES, SERVICES AND STRATEGIES

We have identified strategies utilizing the following categories: Family (F), Agency (A) or Community (C). These categories will address the National Community Action Goals listed here:

• Individuals and families with low incomes are stable and achieve economic security, or • Communities where people with low incomes live are healthy and offer economic

opportunity, or • People with low incomes are engaged and active in building opportunities in

communities.

Family strategies (Broad agency goals 1 & 2: children are ready for school and families are ready to engage)

• Families increase engagement in their child’s development/education to be school ready. (F). o By 2021, increase VROOM application with Head Start and Early Head Start families

by 10% (FNPI 2a) o By 2021, 95% school readiness skills will be demonstrated by Head Start children (3

to 5). (FNPI 2b)

10


• Families increase engagement in their community. (F) o By 2020, increase 160 families’ social capital connections in the community. (FNPI

6a1). Effort is being led by: Tammy Walker • Families increase income to support their needs such as housing, childcare and

transportation. (F) o By 2021, 80 families experiencing homelessness obtain employment. (FNPI 1b) o By 2021, 80 families experiencing homelessness maintain employment for 90 days.

(FNPI 1c) o By 2021, 62 families experiencing homelessness maintain employment for 180 days.

(FNPI 1d) o By 2021, 48 families experiencing homelessness increase their income. (FNPI 3g,

FNPI 3h) o By 2021, 150 families experiencing homelessness are permanently housed. (FNPI4z

1) o By 2021, 54 families obtain employment. (FNPI 1b) o By 2021, 54 families maintain employment for 90 days. (FNPI 1c) o By 2021, 36 families maintain employment for 180 days. (FNPI 1d) o By 2021, 4 families obtain degree or diploma. (FNPI h, FNPI 2g) o By 2021, 72 families increase their overall household income. (FNPI 3g, FNPI 3h) o By 2021, 350 weatherized homes. (FNPI 4h)

Agency strategies (Broad Agency Goal 3: the agency is ready to support) • By 2020, increase employees, Board, Policy Council and the community’s knowledge of

other agency programs in various departments by 25%. (A), Update: 2019, ESC’s Vision, Mission and Theory of Change (TOC) was presented to 293 staff and ESC’s Board of Directors, through pre/post testing at least 32% showed an increase of knowledge.

• By 2019, employee’s wages, especially for grades 1-4 increase by 2.6%. (A), completed as of October 1, 2018, in the last 12 months seen a turnover decrease of 31%.

• By 2021, the agency’s flexible funding increases by 4 new non-federal/state grants. (A) Update 2019:

o Resource Development Director was engaged with a foundation that wanted to work with families and children, last January, leadership team did not have any projects, so we told them not at this time, and they asked us to keep in contact with them for future needs.

o Chuck-E-Cheese fundraiser, October through December raised $555 for Head Start and Early Head Start, leadership team felt this was not what we first thought we might be able to use the funds for.

o Engaged in a Joplin Bungalows Furnishing Campaign (June 2 to November 11), target is $100,000.

o By 2020, acquire an additional $5,000 for rental assistance. Update 2019: o We haven’t located any foundations or a donor that will provide cash for rental

assistance as of July 2019. • By 2020, the agency establishes a communication strategy, both externally and internally.

Increase by 25% the knowledge of Community Action and programs via pre/post annual surveys. (A) Update 2019: the agency has published a quarterly newsletter, however,

11


we have no way to track this measure. This item has not been achieved this year, however during ESC’s Strategic Planning update session held in June, a plan was developed (Lunch and Learn, will include: Self-Care and Agency Programs), being led by Leisa Harnar, Head Start and Early Head Start Operations Director.

• By 2019, agency establishes a three year Information and Technology (IT) strategic plan. (A), completed 2019.

• Update 2019: By 2020, IT Strategic plan, taking the lead on this is Travis Mitchell (A) o IT Strategic Plan Item: 4.2.1 Devices

A written plan to identify tablets and laptops in Head Start and Early Head Start that are able to be upgraded to Windows 10.

o IT Strategic Plan item: 4.1 Services Get a climate control into server room by 10/1/2020

o IT Strategic Plan item: 4.2.2 Data Retention In addition to data retention, explore increased backup capacity costs.

• By 2019, open 1 full-day Head Start classroom to help with childcare so parents can work. (A), completed 2019.

• By 2020, increase Head Start classroom hours for 90 children. (A) • By 2021, Increase agency building capacity by obtaining written commitments with City of

Joplin for the potential available 1 Spiva Arts Center building, when it becomes available. Leading this outcome, John Joines. (A)

• By 2020, Human Resources develops employee materials that will help with identification of child care resources for sick children, provided to both new employees and employees on an annual basis. Leading this effort: Jerry Nichelson. (A)

Community strategies (Broad Agency Goal 4: the community is ready to invest) • The community has increased affordable/quality childcare options. (C)

o By 2021, create 70 new childcare slots for infant/toddler care. (CNPI 3a.6, CNPI 3b.6), Update 2019, ESC did make an Early Head Start application in 2019, unfortunately we were not awarded this opportunity.

• The community has affordable, smaller housing units that are safe, healthy, and energy-efficient. (C) o By 2020, add 20 smaller homes, safe, healthy and energy efficient. (CNPI 4a) o By 2021, add 2 owner-occupied housing. (CNPI 4a)

• The community creates a transportation network with existing resources. • By 2020, reduce the Teen Pregnancy rate by 5% in McDonald County. (CNPI 5k) • By 2020, create 5 homeless respite beds in Jasper/Newton Counties. (CNPI 4c ) • Number of jobs created to increase opportunities for people with low incomes in the

identified community. (C) o By 2021, hire 36 parents/participants. (CNPI 1a)

• Reducing Homelessness in Jasper and Newton Counties (C) o By 2021, reduce homelessness by 27 people (CNPI 4z)

Economic Security Corporation’s Board of Directors believe these strategies coupled with our Local Theory of Change to provide comprehensive services will lead to hope and shared opportunities to eliminate the conditions of poverty and help neighbors achieve self-sufficiency.

ROMA Results & Evaluation

ESC’s Agency-Wide Score Card In order to tell the story of Community Action and communicate impact, progress and success must be

monitored and evaluated. ESC used ROMA to track performance and increase clarity and accountability

related to the results being achieved through the development of an agency-wide scorecard. Their

focus has been on outcomes, not just outputs or implementation progress. Both staff and board receive

the agency-wide scorecard on a regular basis and it includes all agency outcomes related to the strategic

plan, as well as individual programs. Their next step is to integrate infographics to provide a visual

representation of results overtime and fuel further analysis.

Economic Security Corporation’s Community Action Impact Report October 1, 2018 through March 31, 2019

2nd Quarter Target = 50%; 40% and up is on track, if under 40%, over 120%, need an explanation

SP=Strategic Plan Updated item, Green= within 20% of the target, Yellow=within 30% of the target, Red=less than 31% of the target

Pg. | 1

INFRASTRUCTURE AND ASSET BUILDING NPI GOAL TARGET ACHIEVED PERCENT

SP CNPI 3a6

Number of new accessible assets/resources created in the identified community: Other Public Assets/Physical Improvements by 2021. (Early Head Start – Childcare Partnership repurposed community buildings) Progress: federal application was made before 12.31.2018. We were notified in March 2019 that we were not selected.

2 C

SP CNPI 3b6

Number of existing assets/resources made accessible to the identified community: Other Public Assets/Physical Improvements by 2021. (EHS-CCP expanded services) Progress: federal application was made before 12.31.2018. We were notified in March 2019 that we were not selected.

1 C

CIVIC ENGAGEMENT & COMMUNITY INVOLVEMENT NPI GOAL TARGET ACHIEVED PERCENT

FNPI 6a1a The number of Community Action Program participants who improved their leadership skills. (all low-income ESC, Head Start Policy Council, Jasper County Public Housing Agency Resident Advisory Board members) Progress: we had not included the Head Start Policy Council members in the target, we will get them added to the target next year.

9 11 122%

SP FNPI 6a1b

Increase Head Start and Early Head Start families’ social capital connections in the community. SP Target: 10 families by 2020. Progress: Head Start is working on this item and will have data to share during the 3rd quarter report.

10

FNPI 6a2 The number of Community Action Program participants who improved their social networks. (all low-income ESC, Head Start policy council, Jasper County Public Housing Agency Resident Advisory Board members) Progress: we had not included the Head Start Policy Council members in the target, we will get them added to the target next year.

9 11 122%




Pg. | 2

FNPI 6a3 The number of Community Action Program participants who gained other skills, knowledge and abilities to enhance their ability to engage. (all low-income ESC, Head Start policy council, Jasper County Public Housing Agency Resident Advisory Board members) Progress: we had not included the Head Start Policy Council members in the target, we will get them added to the target next year.

9 11 122%

EDUCATION & COGNITIVE DEVELOPMENT NPI GOAL TARGET ACHIEVED PERCENT

FNPI 2a1 The number of children (0 to 5) who demonstrated improved emergent literacy skills. (Head Start and Early Head Start) Progress: This item is reported on after June 10. Based on 3D reporting, this item is on track.

600

SP FNPI 2a2

Increase VROOM application skills with Head Start and Early Head Start Families. SP Target: Increase by 10% by 2021. Baseline: Progress, base line: 30. Note: First year utilizing this application, so we did not have any history for the target set, we will be able to review what we have done this year and project a better target for next year.

10% Increase

57 new users 107 total

190%

FNPI 2b1 The number of children (0 to 5) who demonstrated skills for school readiness. (Head Start and Early Head Start) Progress: This item is reported on after June 10. Note: based on Head Start’s 3D Internal ROMA reporting, this item is on track.

600

SP FNPI 2b2

School readiness skills will be demonstrated by Head Start children (3 to 5) SP Target: 95% School Readiness. Progress: This item is reported on after June 10. Note: based on Head Start’s 3D Internal ROMA reporting, this item is on track.

95%

SP

FNPI h

The number of individuals who obtained a recognized credential, certificate, or degree relating to the achievement of educational or vocational skills. (Community Development)

5 3 60%




Pg. | 3

SP CNPI 2a

Number of accessible and affordable early childhood or pre-school education assets or resources added to the identified community. (Early Head Start-CCP) SP Target: 70 by 2021. Progress: federal applications were made on or before 12.31.2018. We were notified in March that we were not selected for this program year.

70

FNPI z11 The number of individuals or households who have a positive change in their future decisions. (REALL Simulation)

180 79 44%

HEALTH AND SOCIAL/BEHAVIORAL DEVELOPMENT

NPI GOAL TARGET ACHIEVED PERCENT FNPI 5e The number of parents/caregivers who demonstrated

increased sensitivity and responsiveness in their interactions with their children. (Head Start and Early Head Start) Progress: This item is reported in June.

200

FNPI 5d The number of individuals who improved skills related to the adult role of parents/caregivers. (Head Start and Early Head Start)

75 39 52%

FNPI 5b1

The number of individuals who demonstrate improved physical health and well-being (Early Head Start)

70 34 49%

SP FNPI 5b2

The number of individuals who demonstrate improved physical health and well-being (Increase access to affordable insurance) Progress: This item is reported in June.

90

FNPI 5a The number of individuals who demonstrated increased nutrition skills (e.g. cooking, shopping, and growing food) (Head Start and Early Head Start)

80 41 51%

CNPI 5g Percent decrease in childhood obesity rate in the identified community. (One Joplin Health Team), target due 2021. Progress: baseline data has been established. This is updated annually by September 30th from the One Joplin website, dashboard.

Rate of change 2.5%

C




Pg. | 4

CNPI 5k Percent decrease in the teen pregnancy rate in the identified community target due 2020. (Community Development) Progress: work continues in year two of project.

Rate of Change 5%

C

CNPI 5m Percent decrease in substance abuse rate, target due 2021. (One Joplin Health Team) Progress: baseline data is established, from the One Joplin website, dashboard.

Rate of Change 5%

C

CNPI 5n Decrease in Domestic Violence Assault reports. Rate of change was changed to counts of change in contract. Target due 2021. (One Joplin Human Services Team) Progress: baseline data is established. One Joplin continues work on this goal, from the One Joplin website, dashboard.

674 C

EMPLOYMENT INDICATORS NPI GOAL TARGET ACHIEVED PERCENT

SP CNPI 1a

Number of jobs created to increase opportunities for people with low incomes in the identified community. SP Target: 36 by 2021. Progress: Head Start/Early Head Start/Community Development all report in this category. (CD reporting 2, HS 15)

36 17 47% C

SP FNPI 1b1

The number of unemployed adults who obtained employment (up to a living wage) (Community Development, target 36 and Housing, target 6) SP target is 36 by 2019 for CD.

42 37 88%

SP FNP 1b2

The number of families experiencing homelessness obtain employment by 2019 SP Target: 46 by 2019 (Community Development’s Transitional Housing and Employment and Homeless Employment program, CHANCE)

46 21 46%




Pg. | 5

SP FNPI 1c1

The number of unemployed adults who obtained and maintained employment for at least 90 days (up to a living wage) (Community Development, target 36 and Housing, target 15) Target: 36 by 2019. Progress: this program reports most of its progress during the 3rd and 4th quarters. (To date: 10 customers achieved for Community Development and 5 for Housing. CD has 4 customers that obtained jobs in Feb/March so they will be reported during the 3rd Q.)

51

SP FNP 1c2

The number of families experiencing homelessness maintain employment for at least 90 days. SP Target: 44 by 2019. (CHANCE) Progress: this program reports most of its progress during the 3rd and 4th quarters. (To date: 8 jobs were obtained in Feb/March so they will be reported during the 3rd Q.)

44

SP FNPI 1d1

The number of unemployed adults who obtained and maintained employment for at least 180 days. (Community Development, target 22 and Housing, target 15) SP Target: 22 by 2019 is for CD.

37 20 54%

SP FNPI 1d2

The number of families experiencing homelessness maintain employment for 180 days. SP Target: 44 by 2019 (CHANCE) Progress: this program reports most of its progress during the 3rd and 4th quarters.

44

INCOME AND ASSETS BUILDING NPI GOAL TARGET ACHIEVED PERCENT

FNPI 3c The number of individuals who opened a savings account or IDA. (Housing) Progress: Progress: Housing’s Family Self-Sufficiency Program, is referred to as New Beginnings, new participants open a personal savings account, if they currently don’t have one. This is strictly voluntarily. Housing does request documentation of this item.

4 1 25%




Pg. | 6

FNPI 3d The number of individuals who increased their savings. (Housing) Progress: have reached this goal in the first 6 months.

6 6 100%

SP FNPI 3g

The number of families that increase their income. SP Target: 320 by 2019. (What dept.?) This item will be removed from the 2019 updated SP version.

320

SP FNPI 3h1

The number of families experiencing homelessness who increase their income. SP Target: 44 by 2019. (TH and CHANCE) Progress: Community Development measures this outcome, when families exit the program. This program reports most of its progress during the 3rd and 4th quarters. To date: we have engaged 35 families, 18 families have exited and 13 achieve an increase in income.

44

SP FNPI 3h2

The number of families who increase their overall income. SP Target: 36 by 2019 (Community Development)

36 21 58%

HOUSING NPI GOAL TARGET ACHIEVED PERCENT

FNPI 4b The number of households who obtained safe and affordable housing. (Housing) Progress: the Housing Choice Voucher (HCV) and Permanent Supportive Housing (PSH) program will always have the number of voucher holders being close to the target due to required federal requirements of maintaining at least a 95% lease-up policy. Note: Housing has experience more turnover this year than in the past, they also received a new grant in November, which added 16 more housing vouchers.

350 376 107%




Pg. | 7

FNPI 4g The number of households who experienced improved health and safety due to improvements within their home (e.g. reduction or elimination of lead, radon, carbon dioxide and/or fire hazards or electrical issues, etc.) (Home Repair, target 23 and Weatherization, target 75) Progress: Home Repair received additional funds for three more homes and Weatherization has increased the number of homes completed monthly. Note: Home Repair and Weatherization have teamed up more to provide more bundled style of services, so there maybe some duplicated numbers on this report that will need to be adjusted next quarter. A plus because we are bundling services with Home Repair our average cost has gone down, which is allowing Weatherization to select more homes. The funding source at the State level, with Low Income Home Energy Assistance Program (LIHEAP) has moved the carryover deadline up to 80% spent by June, versus in the past it was September.

98 86 88%

SP FNPI 4h

The number of households with improved energy efficiency and/or energy burden reduction in their home. (Weatherization, target 75). SP Target: 275 by 2021 Progress: Home Repair received additional funds for three more homes and Weatherization has increased the number of homes completed monthly. Note: Home Repair and Weatherization have teamed up more to provide more bundled style of services, so there may be some duplicated numbers on this report, which will need to be adjusted next quarter. A plus because we are bundling services with Home Repair our average cost has gone down, which is allowing Weatherization to select more homes. The funding source at the State level, with Low Income Home Energy Assistance Program (LIHEAP) has moved the carryover deadline up to 80% spent by June, versus in the past it was September.

75 70 93%




Pg. | 8

SP FNPI 4z 1

The number of families experiencing homelessness are permanently housed. (SP Target: 112 CD and 78 Housing by 2019)

190 124 65%

CNPI 4c Number of shelter beds created by 2021. (Respite Care Bed Project) Progress: Community Development is in the planning phase, of the ROMA cycle.

5 C

CNPI 4e Reduce homelessness by 27 people within five years by 2020. (Note: Contractual change, rate of change was changed to numerical people count of change) Progress: 2017 to 2018, experienced an increase, however, over the past 10 years, we have experienced a 15% decrease. Baseline: September 30 2018: 275 homeless individuals. 2019: 237 homeless individuals.

(-27)

(-38) 141% C

SP CNPI4a

Number of safe and affordable housing units developed in the identified community by 2020. SP Target: (Home Repair=2, JBLLC=32) by 2021. Progress: Home Repair acquired not just one property but two properties in Sarcoxie, MO. They are currently taking applications for sub-contractors. Joplin Bungalows has earthwork about 80% completed. Note: the Joplin Bungalows project received a reduction in the number of units from 32 down to 20 units, this will be corrected during the 2019 SP update.

34 C




Pg. | 9

AGENCY IS READY TO SUPPORT

BROAD GOAL

AGENCY GOAL TARGET ACHIEVED PERCENT

SP Agency

1

Increase employee, Board, Policy Council and the community’s knowledge of other agency programs in various departments by 25% by 2020. Progress: ESC Board members increased their knowledge by 48%. ESC staff: 336% increase knowledge of vision, broad agency goals and ROMA cycle.

25% Minimum increase was

48%

192%

SP Agency

2

Increase employee’s wages, especially for grades 1-4 increase by 2.6%. Progress: October 1, ESC raised our lowest hourly wage earners up to $10/hour. In six months, this has resulted in a reduction of employee turnover by 1.6%.

Salary Scale Grades 1-4

increase each by 2.6%, = decrease

turnover rate

The Salary Scale for

Grades 1-4 increased by 2.6% on 10/1

(-1.6%)

SP Agency

3

Increase agency’s flexible funding increases by 4 new non-federal/state grants by 2021. Progress: No new non-federal/state grants have managed to make it to the application stage. Note: Two inquiries through a foundation (LOI), one, we weren’t eligible. We were approached by a Foundation, but we did not have any interest among our leadership team to move forward.

4

SP Agency

4

Acquire an additional $5,000 for rental assistance by 2020. Progress: Haven’t located any non-federal or non-state grants that would pay for rental assistance, yet. Note: ESC did contact two foundations to see if this was something they might do, resulting in not eligible activity.

$5,000




Pg. | 10

SP Agency

5

Agency establishes a communication strategy, both externally and internally. Increase by 25% the knowledge of Community Action and programs via pre/post annual surveys by 2019. Progress: ESC Board members increased their knowledge by 48%. ESC staff: 336% increase knowledge of vision, broad agency goals and ROMA cycle.

Increase 25%

Minimum increase was

48%

192%

SP Agency

6

Agency establishes a three year Information and Technology (IT) strategic plan by 2019. Progress: The agency has a 3 year IT strategic plan, work plan is being implemented, and this item is completed.

1 1 100%

SP Agency

7

Open 1 Full-Day Head Start classroom to help with child care so parents can work by 2019. Progress: federal funding was received for two classrooms, Joplin Midtown.

1 2 200%

SP Agency

8

Increase Head Start Classroom hours for 90 children by 2020. Progress: August 18, 2018, started increase in Head Start Classroom hours for 30 children at Joplin Midtown. March 2019, received funding award notification of increase in funding for more Head Start Classroom hours for 60 new children that starts, August 2019. Note: change of target number: from 1 to 90 children.

90 30 33%




Pg. | 11

Service Counts NPI Employment Service Unduplicated

Individuals Served 2019

2018 Numbers

SRV 1f Skills Training- Job Readiness 43 72 SRV 1h Career Counseling - Coaching 43 SRV 1i Job Search -Coaching 53 35 SRV 1j Job Search -Resume Development 36 35 SRV 1k Job Search- Interview Skills Training 33 34 SRV 1o Post- Employment -Coaching 49 68 SRV 1q Employment Supplies 20 34

Education and Cognitive Development Services

SRV 2a Early Head Start 236 281

SRV 2b Head Start 561 592

Income and Asset Building Services

SRV 3o VITA, EITC or Other Tax Prep 383 254

SRV3H

Health Insurance 3 2

SRV 3I Social Security/SSI 2

SRV3L SNAP 8 1

Housing Services

SRV 4b Financial Coaching/Counseling 35




Pg. | 12

SRV 4c Rent Payments 31 76

SRV 4d Deposits 19 46

SRV 4f Eviction Counseling 5

SRV 4g Landlord /Tenant Mediations 0 8

SRV 4I Utility Payments 1699

SRV 4n Transitional Housing Placements 0 1

SRV 4j Utility Deposits 8 26

SRV 4o Permanent Housing Placements 124 75

SRV 4p Rental Counseling 21 75

SRV 4Q Home Repairs (e.g. structural, appliance, heating systems. etc.) (Including Emergency Home Repairs)

25

SRV 4R Independent-living Home Improvements (e.g. ramps, tub and shower grab bars, handicap accessible modifications, etc.)

25

SRV 4s Healthy Homes Services 25 165

SRV 4t Energy Efficiency Improvements 25 165

Health and Social/Behavioral Development

SRV 5a Immunizations 772 730

SRV 5b Physicals 849 608

SRV 5c Developmental Delay Screening 822 619




Pg. | 13

SRV 5d Vision Screening 820 610

SRV 5g Maternal/Child Health 22 20

SRV 5m Contraceptives N/A 223

SRV 5n STI/HIV Prevention Counseling Sessions N/A 233

SRV 5o STI/HIV Screenings N/A 94

SRV 5II Life Skills Coaching Sessions 10 17 SRV 5bb Adult Dental Screening/Exams 13 SRV 5ee Child Dental Services (including Emergency Dental

Procedures) 116

SRV 5dd Child Dental Screenings/Exams 845

SRV 5mm Parenting Classes 164

SRV 5ii Prepared Meals 181,039

Civic Engagement and Community Involvement

SRV 6b Leadership Training 0 8

Services Supporting Multiple Domains

SRV 7c Referrals 656

SRV 7a Case Management 110

SRV 7b Eligibility Determinations 190

Conclusion: What can you do? One of the first steps to ROMA Implementation is recognizing how ROMA is integrated in what the

agency is already doing. This is why the concept of a ROMA Audit can be an effective tool for local CAAs,

as it was for ESC. In addition to the components within the Implementing ROMA curriculum, the

following list can start the process of detecting what the CAA is already doing, who is doing it, and how it

is being documented. This can then identify areas where ROMA principles and practices are missing.

What are you already doing?

Meeting the CSBG Organizational Standards

Have a comprehensive Community Assessment? Agency-wide Strategic Plan?

Implementing high quality direct services and engaged in community strategies

Reporting on the CSBG Annual Report using National Performance Indicators

Integrating reports for other funding sources into agency wide impact report

Considering what the reports tell you about your success (and the success of your customers)

Use existing systems for the analysis of data and use it for improvements The next step is to get the conversation going and utilize the tools available. Talk with peers and colleagues to involve them in the concepts behind performance management and true implementation of Results Oriented Management and Accountability.

Resources & Contact Information

Resources: Partnership Website: https://communityactionpartnership.com/publication_toolkit/roma-next-

generation-resource-guide/

Community Action Academy:


Contacts: Debbie Markman, NCRT, Economic Security Corporation: [email protected]

Barbara Mooney, Director, ANCRT: [email protected]

Carey Gibson, NCRI Project Manager, ANCRT: [email protected]

Jarle Crocker, Director of T/TA, NCAP: [email protected]

Courtney Kohler, Senior Associate of T/TA, NCAP: [email protected]

This training material was created in collaboration with the Association for Nationally Certif ied ROMA Trainers (ANCRT)

and the Community Action Partnership (Partnership).

This publication was created by National Association of Community Action Agencies - Community Action Partnership in the

performance of the U.S. Department of Human Services, Administration for Children and Families, Office of C ommunity

Services Grant Number 90ET0465.

Any opinion, f indings, and conclusions, or recommendations expressed in this material are those of the authors and do not

necessarily ref lect the views of the U.S. Department of Health and Human Services, Administration for Children and

Families.

https://communityactionpartnership.com/publication_toolkit/roma-next-generation-resource-guide/






mailto:[email protected]





implementing roma: a story from a local caa · courtney kohler, senior associate t/ta, ncap barbara...

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