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Save the Date!
Analyzing and Addressing Community Level Work
April 17, 2019
WELCOME!
THE PROMISE OF COMMUNITY ACTION
Community Action changes people’s lives, embodies the spirit of hope, improves communities, and makes America a better place to live. We care about the entire community and we are dedicated to helping people help themselves and each other.
Purpose: The purpose of the LCRC is to analyze Community Action outcomes and identify effective,
promising, and innovative practice models that alleviate the causes and conditions of poverty.
BUILD CAA CAPACITY TO FIGHT POVERTY!
Tiffney MarleyProject Director, LCRC
Subject Matter Expert
Barbara Mooney, Ed.D.Director, Association of Nationally Certified ROMA Trainers
Results at the Community Level Subject Matter Expert
Today’s Discussion
• Context for focus on community level work
• Lessons that we bring from prior LCGs
– Definitions, points of clarification, ideas for further exploration, resources
• Identify the sections of Module 3 of the CSBG Annual Report that support the development and reporting of this work.
CSBG Performance Management Framework (PMF)
Local Organizational Standards
State and Federal Accountability Measures
Results Oriented Management and Accountability (ROMA)
CSBG State Plan
CSBG Annual Report
ACSI Survey
9
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When agencies conduct Community Needs Assessments, they identify causes and conditions of poverty that may be unique to their own community.
Standard 3.4
• The community assessment includes key findings on the causes and conditions of poverty and the needs of the communities assessed.
Causes and Conditions of Poverty
Levels of Need
• Individual or Family Level
– Some needs are related to specific individuals or group of people.
• Community Level
– Some situations are identified as being systemic in the community – impacting the community at large.
– These needs are often considered to be the “causes” or “conditions” of poverty that produce individual and family needs
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How well does the
Network operate?
• Local Organizational standards
• State and Federal AccountabilityMeasures
• Results Oriented Management and Accountability System
What difference does the Network make?
• Individual and Family National Performance Indicators
• Community National Performance Indicators
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PERFORMANCE MANAGEMENT
• When an agency is willing to work on elimination or reduction of the causes of poverty, it will plan for different strategies than when they decide to provide services directly to individuals and families.
• This raises some questions about how your agency may rethink its approaches to the work it will do. – The agency will devote resources to an issue, and so will
want to be sure their investment is going to make a difference.
– Engaging in a strategic thinking process will help to assure that the agency’s work will be productive.
Local Theories of Change
So what is community work?
Key Elements of Community Level Work
Has three things:
• A clearly identified community level need
• An expectation of a community change that can be observed – and knowledge of how it will be observed and
measured
• Community strategies that include those outsidethe CAA– May include your customers, community partners or
others in the low-income community
Identify the Need
Whose Need Is It?
• What is the problem/need? How do you know it is a problem?• Don’t confuse agency needs with community needs
• Don’t confuse individual and family needs with community needs
• What/who is the target population that you are trying to help?
– Demographics, and conditions of that population
– Be as specific, concise and clear as possible
Avoid Circular Reasoning
• Don’t assume everyone knows the circumstances and conditions that prompted the project– Some times we think that identifying the absence of
something can be identified as the need.
• For example: The problem is that we have no youth center.
The solution is to build a youth center.
• But why do you want a youth center? What makes you think a youth center is needed?
What data will back up your identification of this as a need?
Gather and Review the Assessment Data to Support the Need
Qualitative data: • What do people tell you about the need?• Who are the people with the need? What is
important to them?Quantitative data:• What statistics verify the need? • How recent is the data? • What is scope? • Is there concentration in one neighborhood? • One segment of the population?
Clarify the Need
• Build out and understand your CNA data:• Baseline related to the need• Trends over past few years • Story behind the data• What efforts have been tried? What have they learned?
• Make sure statement of need has local data– The need/problem may be a national problem as well,
but you must establish that it is a local problem too, through relevant data.
– Make sure the data is up-to date (current).
• Is the need important? Is it urgent?
Understand the Components of the Need
Recognize the circumstances, facts, or influences that contributes to a situation.
If the need is increasing: what is contributing to that increase?
What would contribute to making a change?
Increasedesired result
(contributing factor)
Decrease desired result
(restrictive factor)
What Will Change?
Being “Results Oriented” means that the change you want to see
must be the core of your initiative.
RESULT
What Will Change?
• What will increase or decrease?
– (remember: to know the answer to this, you must have a baseline – a place to start – so you can say what will be different)
• How will the change impact the causes of the identified need situation?
Identifying Change:
• How much change is needed?
• What is reasonable to expect to change?
• How long will it take for the change to happen? • What can happen this year?
• How will you know if change happens?
– What are the indicators of change?
• The changes you expect to affect in the community are your outcomes.
• In addition to identifying the outcomes, the agency must identify “indicators” that can be measured. – An indicator is a specific piece of information that
allows you to measure all or part of the outcome.
– You often need to use several different indicators to get a sense of progress toward the outcome.
Connecting Indicators With Outcomes
They are:
• well defined • it is clear that this will demonstrate the expected change.
• meaningful • the indicator is clearly related to the outcome
• actionable • it is possible to change the indicator by activities/strategies
employed by an organization, group or collaboration
• measurable • it is clear what data is needed and how to collect it.
Good Indicators Generally Have the Following Characteristics:
CSBG Annual Report - Module 3, Section B: Community National Performance Indicators (NPIs)
• The CSBG Annual Report allows for tracking and reporting of community level work using the CNPIs
• These are a “menu” of options arranged in the domains identified in the National Theory of Change
– They provide a standard set of indicators for our entire network
• There are two indicator types:
– counts of change
– rates of change.
• Every domain includes an “other” option
National Performance Indicators (NPIs)Module 3
NASCSP | Module 3 31
National Performance Indicators (NPIs)Module 3
NASCSP | Module 3 32
NASCSP | Module 3 33
What Will You Do?
• One of the first steps in identifying what YOU will do, is to identify the other individuals, groups, organizations, businesses, policy makers, etc. who will have a role in this initiative.
– Consider who is recognized as being connected with the specific need you will be addressing.
– Identify others with a similar mission to yours (related to this initiative).
Who Is With You?
Agree on Goals• Even when “partners” come together because
they have a common purpose (e.g.: decrease
homelessness/increase school graduation rates), it is important to clarify and agree upon the specific goals of THIS initiative.
• Once you understand WHO all will be engaged, and WHAT you expect to achieve, THEN you will move to the selection of strategies
Identifying Powerful Strategies(from the Annie E. Casey Foundation’s Results Based Leadership)
Strategies - a set of coherent actions that collectively has the power to accelerate achievement of results.
Strategies are the means, method or “the how” and can impact more than one factor.
Strategy Criteria:Reach: Can you or your partners get to the population you need?Scale: Can you impact a large enough portion of your demographic to reach your target?Impact/Success Probability: How likely are you to get your intended outcome?Community Fit: Does it make sense given community context?Capacity: Do you have the organizational bandwidth and resources to implement the strategy?
• Remember that community level work will engage many different activities that are pulled together to create a comprehensive strategy.
• It is important to identify the partners that will work together to address the big community need. Each of these will have unique strengths and resources to add to the overall strategy.
• Don’t jump to a strategy before you understanding what is contributing to the condition you want to change.
Community Level Strategies
There is a decision point – where your agency will decide what it will do differently to address a community need.
What does your agency need to know to consider or enhance community level work?
The decision will include:• What resources can be devoted to the initiative?
– Staff? Facilities? Funds? Other resources?– What does this mean for the overall agency strategic plan? (are there
things that will not be included so these resources can be shifted? Or are these new resources?)
• How much time will staff need to assign to this initiative?– Will it be part of regular duties? Added to what they are already doing
or replacing something else? – Will new staff be needed?
What Will You Do?
Are These Community Level?• Working with clients in rural locations• Creating a set of public engagement toolkits• Offering new programs in the community• Addressing school readiness of children in
families with low income• Working with agencies and employers to
provide a job fair• Being a member of the Human Service
Provider Council • Chairing the local Homelessness
Prevention/Continuum of Care Alliance
• The “Kids on Track” project is also an example of a theory known as “Aligned Contributions.”
• This theory posits that population level changes are most likely to occur if a core group of multi-sector, cross-agency leaders take aligned actions at scope and scale towards a result.
The Theory of Aligned Contributions
CSBG Annual Report - Module 3, Section C: Community Level Strategies
• The new CSBG Annual Report includes a bank of community strategies
• These have been collected through Network input
• They do not include all activities you might do
• Every domain includes an “other” option
NASCSP | Module 3 Workshop 44
Measuring Change
Collecting Your DataYou want to make sure the data is …
• Available
• The data source exist or can exist in a timely manner.
• You can access it at the interval you need it.
• Reliable
• The data is accurate, complete and timely.
• Valid
• The data measures what you are claiming it does.
Data Collection Considerations• How often will you measure the data?
• Is there currently a process in place that will enable your organization to regularly track the data, report on it and learn from it?– If so, what is it? Does if work for your project?– If not, what will it take to get a process in place?
• Who will make sure the data is pulled and indicators/performance measures are measured, analyzed and reported?
• Who else (partners) do you need to help with your data process?– Are data sharing agreements in place?
• Who will you report your progress to and how?
Some Ideas About Where to Get Data to Document the Change
• Reports from individuals and families
• Statistical data
• Reports from partners
• Agency service data
• …
Closing Thoughts
Three examples of often referenced community level projects - typically these include baseline data.
• Agencies working to actually build or improve existing buildings so that more affordable housing stock is available.
• Agencies working with partners to address educational outcomes – both school readiness and high school graduation
• Agencies engaged in systems change initiatives – working with partners to increase the way services from
multiple providers are working together to meet multiple needs of individuals and families.
From the Field
Items included that need more information:
• Programs provided in the community that serve individuals and families.
• Identification of use of a strategy listed in Module 3, but not connected to a community initiative.
• Initiative that is identified with very broad goals (e.g.: reduce homelessness) without knowing what the measurable change will look like.
From the Field -- Needing More Information
Community Initiative Status (CIS) Form
Pulling the narrative together
Using the CSBG Annual Report Module 3
NASCSP | Module 3 52
NASCSP | Module 3 Workshop 53
NASCSP | Module 3 54
MLTC Community Initiative Workshop 55
What’s Different for Community Level Logic Models?
• Community baseline data helps to identify the need, so we can understand the community initiatives
• The “indicators” of success are not dependant on the number of people served and the number of those who achieve an outcome, but rather are based on counts or rates of change found in the community at large.
Resources
Many resources are posted at the Community Action Partnership site:
https://communityactionpartnership.com/search-page/?fwp_1=community-level-work
Also check the resources at the site for the National Association for State Community
Service Programs
www.nascsp.org
Community Action Academy
Learning Community Use:
• On-demand videos & resources
• Activities & Assignments
• Peer engagement through online discussion platform
• Tracking of progress through LCG
Moodle is an online learning platform designed to provide trainers and learners with a single robust, secure, and integrated system to create personalized learning environments. https://moodle.communityactionpartnership.com
Free & Accessible to the entire
Community Action Network!
On-Demand LearningeCourses available to the entire CAA Network through
Community Action AcademyCategory: Learning Community 2018 Open LCGs• Results at the Community Level• Health Intersections• Cultivating Data Centered Organizations
Category: Learning Community Topical Courses• Family-Centered Coaching• Advancing 2Gen in the Rural Context
Category: ROMA Training ROMA NG Training Series• Creating a Local Theory of Change• Understanding Community Level Work• Data Collective, Analysis, and Use
NEW! ROMA for Boards Training Series
April 24th, 2019 – 2pm ET
Addressing the Needs of Immigrant and Migrant Families
https://communityactionpartnership.com/events/category/webinars/
Next Week!
Community Action: A Voice for Change
2019 National Community Action Partnership
Annual Convention
For more information or questions contact The Learning Communities Resource Center Team:• Tiffney Marley, Director of Practice Transformation
• Hyacinth McKinley, Senior Associate for Learning & Dissemination
• Kevin Kelly, Director of Community Economic Development
• Lindley Dupree, Senior Associate for Research
• Courtney Kohler, Senior Associate for Training & Technical Assistance
• Liza Poris, Program Associate for Training & Technical Assistance
[email protected] presentation was created by the National Association of Community Action Agencies – Community Action Partnership, in the performance of the U.S. Department
of Health and Human Services, Administration for Children and Families, Office of Community Services Grant Number, 90ET0466. Any opinion, findings, and
conclusions, or recommendations expressed in this material are those of the author(s) and do not necessarily reflect the views of the U.S. Department of Health and
Human Services, Administration for Children and Families.
For More Information