outcomes or results · • the governing board receives an annual update on the success of specific...

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Trainers

• Diane Rogers, NCRT/Master Trainer

• Shawn Howell, NCRT/Master Trainer

• Ilona Nagy, NCRT/Master Trainer Trainee

• Angel Walker, NCRT

ROMA DEFINED

“A sound management practice that incorporates the use of

OUTCOMES or RESULTS

into the administration, management, and operation of Community Action Agencies”

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“In developing its strategies and plans, the CAA shall take into account the area of greatest need, the availability of resources, and its own strengths and limitations. It should establish realistic, attainable objectives, consistent with the basic mission established in this instruction, and expressed in concrete terms which permit the measurement of results.”

Instruction 6320‐1 (1970)

Establish performance goals to define the level of performance to be achieved by a program activity

Express such goals in an objective, quantifiable and measurable form

Describe the operational processes, skills, technology, and the human capital, information, or other resources required to meet the performance goals

GPRA (1993)

Establish performance indicators to be used in measuring or assessing the relevant outputs, service levels and outcomes of each program activity

Provide a basis for comparing the actual program results with the established performance goals

Describe the means to be used to verify and validate measured values

GPRA (1993)

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CAAs must not focus on program based delivery systems, but rather see how programs work together within the agency to PROMOTE CHANGE, not just provide units of service.

The effectiveness of CAAs is measured by the positive impact on the client resulting from participation in one or multiple programs of the CAA.

Information Memorandum #49 (2001)

EVIDENCE

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Peter F Drucker

1. What is our mission

2. Who is our customer

3. What does our customer value

4. What are our results

5. What is our plan

Guiding Influences

Reginald Carter

1. How many clients are you serving

2. Who are they

3. What services do you give them

4. What does it cost

5. What does it cost per service delivered

6. What happens to the clients as a result of the service

7. What does it cost per outcome

Guiding Influences

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Establish/Convene a Community Assessment Team

Compile a list of resources needed

Assessment

Qualitative

Interviews/Surveys with primary customers

Interviews/Surveys with team members

Interviews/Surveys with partners/local government/private sector

Interviews/Surveys with local citizens

Assessment

Quantitative

Federal Statistics

State Statistics

Regional Statistics

Local Statistics

Agency Data (Previous FY)

Assessment

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Quantitative Data Sources

US Census Tables

US Census Quickfacts

HUD Homeless Count

Bureau of Labor Statistics

Department of Labor

National Low Income Housing Coalition

NCAA

UGA County Guide

Georgia Department of Education

Assessment

Evaluate Community Resources

Identify service duplications

Identify service gaps

Identify potential partners

Assessment

Analyze Data

Identify the conditions

Identify the causes

Identify the level of the need (Family, Agency, Community)

Identify how the data relates to select demographics

○ Gender

○ Age

○ Race/Ethnicity

Assessment

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Board Approval

Formal presentation to the Board of Directors

Formal approval by the Board of Directors

Assessment

Organizational Standards

• A needs assessment has been conducted within the past 3 years. (3.1)

• The assessment includes poverty data specific to gender, age, race/ethnicity. (3.2)

• The assessment includes qualitative and quantitative data. (3.3)


• The needs assessment includes key findings on the causes and conditions of poverty for the communities assessed. (3.4)

• Customer satisfaction data and customer input are included in the community assessment. (1.2, 1.3, 6.4)(A formal process must be in place to collect, analyze, and report to the Board)

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• The assessment includes information gathered from key sectors of the community (community based organizations, faith‐based organizations, private sector, public sector, and educational institutions). (

• The governing board formally accepts the community assessment.

Reference the needs assessment

Review resources available (team members, finance, partners)

Define desired outcomes

Planning

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Identify strategies that will be provided to achieve the desired outcome

Services Model

Strategic Thinking Model

Planning

Do existing programs need to be strengthened

Would a different approach or team member training improve the success of the program

Does the agency need to secure additional funding to support the program

Planning

Do existing programs need to be abandoned

Does the agency have the capacity to continue operating the program

Does the program take resources from another program with better results

Is another organization better equipped to provide this program

Planning

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Accountability

Establish a timeframe

Identify the estimated number of customers to be served

Estimate the number of customers to achieve the outcome

What evidence will be used to verify the outcome has been achieved

Planning


• The organization has an agency‐wide strategic plan in place that has been approved by the governing board within the past 5 years. (6.1)

• The plan ties directly to the needs assessment. (4.2)

• Customer satisfaction data and customer input are collected as a part of the plan. (6.4)


• The plan contains family, agency, and/or community goals. (6.3)

• The Community Action Plan and Strategic Plan document the continuous use of the full ROMA cycle. (4.3)

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• The plan addresses the reduction of poverty, revitalization of low‐income communities, and/or empowerment of people with low‐incomes to become more self‐sufficient. (6.2)

• The plan is anti‐poverty focused. (4.2)

• The plan is Outcome Based. (4.2)

Outcome Indicators

Outcome Indicators

• Identify the number of customers that will be served.• Identify the number of customers that you anticipate

will achieve the outcome.• Establish a timeframe for the program.

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Outcome Indicators

• ___A____ out of ____B____ or ____A/B____% will achieve the outcome within ___C____.

• A – Number to achieve the outcome• B – Number to be served• C ‐ Timeframe

Outcome Indicators

# anticipated to achieve the outcome (n)__________________________________

# to be served (d)

Outcome Indicators

20 out of 50 or 40% of unemployed individuals will obtain a job

within 12 Months.

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Evidence

• Measurement tools• What evidence will you use to measure success?

• Data Source • Where will the evidence be stored?• Who will collect the evidence?• How will the evidence be collected?

• Frequency• How often will you collect/report

“Work doesn’t get done by a magnificent statement of policy. Work is only done when it is done. Done by people. By people who are properly INFORMED, ASSIGNED and EQUIPPED.”

‐ Peter F. Drucker

Implementation

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Ensure team members are properly Informed. Mission Statement

Details of the plan (define expectations)

Agency policies

How to provide services/strategies documented in the plan

How to record/report services provided○ How many Clients are you serving (Carter Q1)

○ Who are they (Carter Q2)

○ What services do you give them (Carter Q3)

○ What happens as a result of the service (Carter Q6)

Support Staff

Implementation

Ensure team members are properly Assigned.

Based on personal skills/qualification

Based on regional needs

Implementation

Ensure team members are properly Equipped.

Office Furnishings

Computers/Servers

Internet Access

Software

Office Supplies (pens, paper, staplers, etc.)

Implementation

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Outreach

Brochures

Websites

Social Media

Partner Meetings

Community Forums

Implementation

Service Coordination

Interagency meetings

Established referral process

Collective Impact

Implementation

• The organization has a system in place to track and report client demographics and services customers receive. (9.1)

• The organization documents having used the services of a ROMA‐certified trainer to assist in implementation. (4.3)

• The governing board receives programmatic reports at each board meeting. (5.9)


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• Employee handbooks are made available to staff. (7.2)

• A staff evaluation policy is established. (7.6)

• The organization has a board approved whistleblower policy in place. (7.7)

• New employees receive orientation within 60 days. (7.8)


• Staff development training (including ROMA) is provided to staff on an ongoing basis. (7.9)

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Scales

Baseline

○ Demographics, income, expenses must be complete and reflect the applicants situation at the time they walk in the door

Post Service

○ Demographics, income, expenses are updated to reflect changes that occurred in the household situation due to program intervention

Results

National Performance Indicators

Individual Indicators

Family Indicators

Community Indicators

Agency Indicators

Results

Reporting

Board of Directors

Funding Sources (DHS, DCA, etc.)

NASCSP

Annual Report (public document)

Results

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Scales

Scaling

Scaling

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Scaling

Scaling

Success MeasuresIn Industry

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Executive Management Recruitment,

_______% Placement Rate.

New Magazines,

_______% Survives 12 Months.

Movies, One In _____ or _____%

Make A Profit.

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Broadway, One In _____ Or _____%

Make A Profit.

Music Recordings (CDs)

________% Make A Profit.

Prescription Drugs

________% Make It To Market.

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Of The Prescription Drugs That Make It To Market, _____% Make A Profit.

DuPont, One In _____ Or _____%

Of Ideas Generate One Marketable New Product.

On Time Railroad Delivery

=/‐ ______ Hours.

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Baseball:

One in ____ or _____% Is a Successful Hitter

One in ____ or _____% Is a Superstar.


• The organization has a system or systems in place to track family, agency, and/or community outcomes.

• The governing board receives an annual update on the success of specific strategies included in the Community Action Plan. (4.4)


• The governing board receives an annual update on the success of specific strategies included in the Community Action Plan. (4.4)

• Board receives an update on progress meeting the goals of the strategic plan within the past 12 months. (6.5)

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Efficiency

Total program cost

Cost per client (unduplicated)

Cost per service provided

Cost per positive outcome

Return on Investment (ROI)

Program Evaluation

Effectiveness

How many clients did you serve? (unduplicated count)

○ Agency wide

○ Program Specific

Who are they? (demographics)

What services were provided?

What outcomes were achieved? (success rates)

Program Evaluation

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• The organization has presented to the governing board for review or action, at least within the past twelve months, an analysis of the agency’s outcomes and any operational or strategic program adjustments and improvements identified as necessary. (9.3)


• The organization submits its annual CSBG Information Survey (IS) data report and it reflects client demographics and organization‐wide outcomes. (9.4)

• The organization communicates its activities and results to the community. (2.3)

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Economic Opportunity Act (including 1967 amendments)

Instruction 6320‐1

Government & Performance Results Act (GPRA)

GPRA Modernization Act

Information Memorandum 49

The Five Most Important Questions – Peter Drucker

The Accountable Agency – Reginald Carter

Creating Magic – Lee Cockerel

www.romaresources.com

outcomes or results · • the governing board receives an annual update on the success of specific...

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