Measures of Effective Comprehensive Community Action

Community Action DevelopmentMeasures of Effective Comprehensive Community Action

•Measures of•Effective •Comprehensive •Community •Action

MECCA

What is a MECCA?• A place that attracts people of a particular group

or with a particular interest

• A place that is regarded as the center of an activity or interest

• Our Dimensions, quantity, or capacity as ascertained by comparison with a standard?

Measures• Measures - Dimensions, quantity, or capacity as ascertained by comparison

with a standard• Music Measure - The metric unit between two bars on the staff; a bar

What are CAAs Measures – Our Dimensions, quantity, or capacity as ascertained by comparison with a standard?

Organizational Standards

A capacity-building tool to help ensure agencies not only operating in accordance

of the law, but also using it are functioning at a high, best practice level.

What are the Organizational Standards

• Maximum Feasible Participation

• Consumer Input and Involvement

• Community Engagement

• Community Assessment

• Vision and Direction

• Organizational Leadership

• Board Governance

• Strategic Planning

• Operations and Accountability

• Human Resource Management

• Financial Operations and Oversight

• Data and Analysis

Theses areas do not silo alone but

rather must be managed with a comprehensive

understanding of their attachment.

But Why….

• The Organizational Standards came into being because of increased emphasis on well-functioning, accountable agencies

• They will help the agency assess its practices and operations to see what is going well and identify areas needing some strengthening.

• The directive from the funder is that agencies will be monitored using the Community Action Organizational Standards. But more importantly they will help the agency assess its practices and operations to see what is going well and identify areas needing some strengthening. They were developed to help the agency increase its capacity and have a solid organizational foundation to operate programs from.

MAXIMUM FEASIBLE PARTICIPATION

Category One: Consumer Input and Involvement

• Standard 1.1 • private The Organization demonstrates low-income participation in its activities.

• Standard 1.1 • public The Department demonstrates low-income participation in its activities.

• Standard 1.2 • private The Organization analyzes information collected directly from low-income individuals as part of the Community Assessment.

• Standard 1.2 • public The Department analyzes information collected directly from low-income individuals as part of the Community Assessment.


Category Two: Community Engagement• Standard 2.2 • private The Organization utilizes information gathered from key

sectors of the community in assessing needs and resources. This would include at minimum: community-based organizations, faith-based organizations, private sector, public sector, and educational institutions.

• Standard 2.2 • public The Department utilizes information gathered from key sectors of the community in assessing needs and resources. This would include at minimum: community-based organizations, faith-based organizations, private sector, public sector, and educational institutions.


Category Three: Community Assessment• Standard 3.1 • private The Organization conducted a Community Assessment and issued a report

within the past 3 years.• Standard 3.1 • public The Department conducted or was engaged in a Community Assessment

and issued a report within the past 3 years, if no other report exists.• Standard 3.2 • private As part of the Community Assessment, the Organization collects and

includes current data specific to poverty and its prevalence related to gender, age, and race/ethnicity for their service area(s).

• Standard 3.2 • public As part of the Community Assessment, the Department collects and includes current data specific to poverty and its prevalence related to gender, age, and race/ethnicity for their service area(s).

• Standard 3.3 • private The Organization collects and analyzes both qualitative and quantitative data on its geographic service area(s) in the Community Assessment.

• Standard 3.3 • public The Department collects and analyzes both qualitative and quantitative data on its geographic service area(s) in the Community Assessment.

VISION AND DIRECTION

Category Four: Organizational Leadership• Standard 4.2 • private The Organization’s Community Action Plan is outcome-based,

anti-poverty focused, and ties directly to the Community Assessment.• Standard 4.2 • public The Department’s Community Action Plan is outcome-based,

anti-poverty focused, and ties directly to the Community Assessment.

• Standard 4.3 • private The Organization’s Community Action Plan and Strategic Plan document the continuous use of the full ROMA cycle or comparable system (assessment, planning, implementation, achievement of results, and evaluation). In addition, the Organization documents having used the services of a ROMA certified trainer (or equivalent) to assist in implementation.

• Standard 4.3 • public The Department’s Community Action Plan and Strategic Plan document the continuous use of the full ROMA cycle or comparable system (assessment, planning, implementation, achievement of results, and evaluation). In addition, the Department documents having used the services of a ROMA certified trainer (or equivalent) to assist in implementation.

OPERATIONS AND ACCOUNTABILITY

Category Seven: Human Resource Management

• Standard 7.9 • private The Organization conducts or makes available staff development/training (including ROMA) on an ongoing basis.

• Standard 7.9 • public The Department conducts or makes available staff development/training (including ROMA) on an ongoing basis.

Operations and AccountabilityData and Analysis

• Standard 9.1 • privateThe Organization has a system or systems in place to track and

report services customers receive.

• Standard 9.1 • publicThe Department has a system or systems in place to track and

report direct services customers receive.


• Standard 9.2 • privateThe Organization has a system or systems in place to track

Family, Agency, and/or Community outcomes.

• Standard 9.2 • publicThe Department has a system or systems in place to track

Family, Agency, and/or Community outcomes.


• Standard 9.3 • privateThe Organization has analyzed its outcomes within the past 12

months.

• Standard 9.3 • publicThe Department has analyzed its outcomes within the past 12

months.


• Standard 9.4 • privateThe Organization submits its annual CSBG Information Survey

Data Report and it reflects organization-wide outcomes.

• Standard 9.4 • publicThe Department submits its annual CSBG Information Survey

Data Report and it reflects CSBG-funded outcomes.

Effective Successful in producing a desired or intended

result.

How do we know when we are effective?

CAAs have historically measured things like:

the number of food baskets distributed

the number of Meals-on-Wheels delivered

the number of children attending Head Start centers

the number of families receiving WIC services

the number of adults attending GED classes

the number of clients served per day

Why is reporting on services provided by our agencies not enough?

While services (9.1) are important,

we must also be able to identify

how these interventions

produce

RESULTS. (9.2)

It is important that our agency staff and Board understands:the community needs and resources, the agency mission, and the desired results that are to be achieved by agency activities

BEFORE you decide on what services and strategies you will support.

How will “lives be changed?” In what ways will “communities be improved?”

We want to know:

The number and percentage of low-income participants in community action employmentinitiatives who get a job or become self-employed as measured by one or more of the following:A. Unemployed and obtained a job.B. Employed and maintained a job for at least 90 days.C. Employed and obtained an increase in employment income and/or benefits.D. Achieved “living wage” employment and/or benefits.

Not just:

The number of low-income participants for whom barriers to initial or continuous employmentare reduced or eliminated through assistance from community action as measured by one or moreof the following:A. Obtained pre-employment skills/competencies required for employment.B. Completed ABE/GED and received certificate or diploma.C. Completed post-secondary education program and obtained certificate or diploma.D. Enrolled children in before or after school programs.E. Obtained care for child or other dependant.F. Obtained access to reliable transportation and/or driver’s license.G. Obtained health care services for themselves or family member.H. Obtained safe and stable housing.I. Obtained food assistance.J. Obtained non-emergency LIHEAP energy assistance.K. Obtained non-emergency Weatherization energy assistance.L. Obtained other non-emergency energy assistance (State/local/private energy programs.

What are CAAs Results or Outcomes?

The Six National Goals

Goal 1. Low-income people become more self-sufficient. (Family)

Goal 2. The conditions in which low-income people live are improved. (Community)

Goal 3. Low-income people own a stake in their community. (Community)

Goal 4. Partnerships among supporters and providers ofservices to low-income people are achieved. (Agency)

Goal 5. Agencies increase their capacity to achieve results. (Agency)

Goal 6. Low-income people, especially vulnerable populations, achieve their potential by strengthening family and other supportive systems. (Family)

ROMAHow we do manage our practices based on Results?

Results Oriented Management and Accountability

But Why ROMA?

….Because We Said We Would

In 1993, Congress passed theGovernment Performance and Results Act (GPRA)

The purposes of this Act are • to improve Federal program

effectiveness and public accountability

• by promoting a new focus on results, service quality and customer satisfaction.“GPRA -- Section 2 (b) Purposes

In 1994, The Monitoring and Assessment Task Force was formed in response to GPRA.•The Task Force produced a National Strategic Plan which endorsed a “results-oriented” approach for CAAs.

•In the Strategic Plan, the MATF identified six national goals, so that all CAAs could talk about their results using one or more of these goals.

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Next, in 1998, the CSBG Act was amended,

mandating implementation of a comprehensive performance-based management system, “Results-Oriented

Management and Accountability,” or ROMA,

across the entire Community Services Network.

Performance reporting, using ROMA, from all partners in the Network

began October 1, 2001.

But ROMA is also sound management practices…

WHY did it need a Next Generation?

• There are two components of ROMA – management and accountability. • Unfortunately many agencies focus on the latter rather than the former. ROMA

NG is not anything; it is just a revival of the former. Additionally, the ROMA NG project is helping Community Action to re-evaluate what is success and how we will measure this aka why the performance indicators are being updated. RPICs play a key role in helping ensure agency input is obtained aka a bridge between the local and national levels, dissemination of pertinent information, and provide training/technical assistance to aid agencies with ROMA Next Generation.

*Julie Jakopic, Creating the Vision, and Barbara Mooney, Community Action Association of Pennsylvania, created “Planning for Results” in 2006 as a guide for a results oriented planning process. Initially for this document, they developed the ROMA Cycle to help contextualize the planning process within the full range of ROMA activities identified in IM 49.

What does Management based on Results look like?

Provision of Services

• Organized to meet specific short term services

• Provide Services because funding is available

• Failure to link activities together to form a comprehensive set of services

• Unintended Consequences?

Strategic Thinking Model

• “Bundling of Services” to treat the patient and not the ailment

• Must identify the combination of services that are invoke change

• Outcomes not outputs• Impact of creating community

engagement• Strengthening of partnerships to

fill needs of bundle

STEP ONE: Assumptions Theories on the causes of poverty are the foundation upon which poverty reduction strategies are based.

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

STEP TWO: PreconditionsThe intermediate goals or MAJOR MILESTONES Community Action believes come before achievement of its long-term goals… Family

•The ability to meet family basic needs •The ability to meet family basic needs without public or private assistance •The ability to meet family basic needs without public or private assistance, and to have sufficient discretionary income for savings and emergency expenses

Community •Community services and resources are accessible and affordable for populations with low incomes or other barriers •The communities in which people live are improved •Communities are supportive of family self-sufficiency for people with low incomes

STEP THREE: Interventions The approach Community Action uses to reach its long-term goals…

Community Action designs a range of “light touch” single service interventions and “deep touch” intensive, comprehensive and bundled service interventions to move families toward self-sufficiency and communities toward revitalization. Community Actions “light touch” and “deep touch” service interventions cover the nine CSBG Service Categories included in the CSBG Statute (employment, education, income management, housing, emergency service, nutrition, linkages, self-sufficiency and health).

But how do we Get more precise Development?

Comprehensive

Adjective

-Complete; including all or nearly all elements or aspects of something: "a comprehensive list of sources".

-Of large content or scope; wide-ranging.

Adjective

*Julie Jakopic, Creating the Vision, and Barbara Mooney, Community Action Association of Pennsylvania, created “Planning for Results” in 2006 as a guide for a results oriented planning process. Initially for this document, they developed the ROMA Cycle to help contextualize the planning process within the full range of ROMA activities identified in IM 49.

Comprehensive Agency Development

Personnel Evaluation

Leadership Review

Leadership Development

Plan

Succession Plan

Staffing Review

T&TA Plan Operations Procedure

Business Evaluation

Needs/ Market Assessment

Strategic Plan Program Service Plans Business Plan Committee

Work Plans

Resource Evaluation

Resource Review

Resource Development

Strategy

Revenue Development

Strategy

Comprehensive Assessment Agency

Evaluation

External Internal

Community Needs

Quantitative

Primary Secondary

Qualitative

Primary Secondary

Community Assets

Formal

Family Services

Community Opportunities

Informal

Family Services

Community Opportunities

QuantitativePrimary - Customers research using agency

intake and assessment forms and stored in PBJCEOC’s data system – (e)logic Model Manager;

Secondary - Community research through multiple Federal and other national data sources including use of the Community Action Partnership community assessment tool; Qualitative

Primary - Public opinion through distributed surveys and public forums.

Secondary – Public opinion through partnership meetings and surveys

Planning to meet those NeedsWhat is the outcome we want? What is the changed life?

What service or group of services must we give them to have the best opportunity to reach the outcome?

How many can we serve? (Budget)

How many do we project will have outcome?

Time Frame?

Outcome IndicatorNeed: Customers lack a high school

diploma/GED

Desired Outcome: Customers obtain a GED

Services: Combination of Income (stipend payment), Child Care (referral to partner agency that provides subsidized care), Transportation (bus voucher provided by transportation program) and Housing and Education Services

How many can we serve: Budget = admin + resource cost + staffing opportunity (number of staff * hours of operation)

How many do we project will have an outcome: This is based on either evaluation of our previous programs or research of other programs.

25 of 100 customers who receive the combination of services will obtain a GED in the program year.

We project 25/100 or 25% of the program will produce a result

Performance AccountabilityMeasurement Tool Data Source, Data Collection Procedures, Personnel Frequency

A signed Baseline Matrix including an Education Scale showing 100 customers In-Crisis with not High School Diploma/GED

Data Source: Universal Data SystemPersonnel: Case Manager complete, Program manager reviewProcedure: Case Manager will complete at first encounter, Program Manager will review

At first encounter. Quarterly review

A signed service plan that list internal and external services.

Data Source: scanned into Universal Data System, client filePersonnel: Case Manager filed in client file, Program manager reviewProcedure: Case Manager will complete at each encounter, Program Manager will review

With a week of first encounter. Quarterly review

Payment records and receipt of voucher payments

Data Source: scanned into Universal Data SystemPersonnel: Case Manager filed, Program manager review, Finance will combine all payment costProcedure: Case Manager will complete at first encounter, Program Manager will review

At completion of service delivery

Follow – Up Assessment Matrix

Data Source: Universal Data SystemPersonnel: Case Manager filed, Program manager reviewProcedure: Case Manager will complete at first encounter, Program Manager will review

Quarterly follow-up, end of the 12 month period record all 100 clients

Identified Problem, Need or Situation

Service or ActivityIdentify the # of clients to

be served.Identify the time frame

for the project.May also include the # of units of service offered

OutcomeGeneral statement of

results expected

IndicatorProjected # of clients

expected to achieve each outcome divided by the number served; the % expected to achieve

Actual ResultsThe Actual # of clients

achieving the outcome, divided by the number

served; the % of clients who achieved each outcome

Measurement Tool Data SourceInclude Collection

Procedure, Personnel Responsible

Frequency of Data Collection and Reporting

(1) Planning (2) Intervention (3) Benefit (4) Performance (5) Performance (6) Accountability (7) Accountability (8) Accountability200 families will receive housing assistance, July 1, 2007 -June 30, 2008

203 families actually received housing assistance, July 1, 2007-June 30, 2008

Families are at risk of being evicted.

One month emergency rent payment will be issued for 150 families.

Families remain in their own residence.

150 of 150, or 100%, of families remain in their own residence 30 days..

142 of 155, or 92%, of families remain in their own residence 30 days.132 of 155, or 85%, of families remain in their own residence 60 days.90 of 155, or 58% , of families remain in their own residence 90 days

Housing application.Housing activity log.Waiting list.Client case record.

Case record. Data entered into automated case record at time of encounter. Data entered by CAA case-manager.

Data collected at time of encounter. Summary report generated to supervisor daily. Weekly report generated to department head each Monday. Monthly report generated for executive director.

Families are homeless. Emergency shelter will be provided for 50 families.

Homeless families obtain emergency shelter.

50 of 50, or 100%, of homeless families obtain emergency shelter lasting no longer than 30 days.

48 of 48, or 100% , of homeless families obtain emergency shelter lasting no longer than 30 days.

Housing application.Shelter log.Client case record.

Case Record. Data entered into case record at time of encounter. Data entered by shelter case-manager.

Data collected at time of encounter. Daily electronic report emailed to CAA at daily close of business.

: To ensure that all families have access to safe, clean shelter. Proxy Outcome: None.

ROMA Logic Model 2.0A – ExampleNational ROMA Peer-To-Peer Training Program – Training Model – One Dimension

Organization: CAA Program: Emergency Housing Family Agency Community� �

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How do we track processes

from front to back?

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Client-Centric Approach Decouple information from separate programs

and combine into one data system. It means beginning with the customer needs,

discovering services needed to overcome roadblocks and obstacles, describing this

information clearly, and then exposing it to all partners for customers’ success. In

understanding the customers’ information, we need to ensure we maximize all resources to

develop the best possible opportunity for self-sufficiency.

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To Start:Do ONE

Baseline assessment, use many times

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.

Core Scales Verification

Core Scales Are Part of All Assessments

Employment NPI

ThrivingFull-time work above minimum wage with all employer provided benefits

10 1.1A Pay Stubs (Place in file)

Safe

Full-time work above minimum wage with some employer provided benefits

8 1.1A If self employed, income tax forms) or quarterly

estimated payment forms (Place in file)

Full-time work above minimum wage without employer provided benefits

7 1.1A

Stable

Full time work at minimum wage with employer provided benefits

6 1.1A

Full time work at minimum wage without employer provided benefits

5 1.1A

VulnerablePart-time employment with benefits 4 1.1A

Part-time employment without benefits 3 1.1A

In CrisisUnemployed with work history or skills 2 n/a

Unemployed without work history or skills 0 n/a

NA -1 n/a

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DimensionsBenchmarks

Income Employment Housing Education Transportation Childcare

Thriving(9-10)

> 200% of poverty adjusted for family size. (10)

Full-time work above minimum wage with employer-provided benefits. (10)

Home Ownership (10A)Condominium Ownership (10B) Co-Op Home Ownership 10C)Non-subsidized rental housing (10D)

Post-Secondary degree: masters or doctorate. (10)Post-Secondary degree: bachelors, associates. (9)

Family members always have transportation needs met through public transportation, a car, or a regular ride. (10)

Child enrolled in unsubsidized, licensed childcare setting of own choice. (10)

Safe(7-8)

Between 176%-200% of poverty adjusted for family size. (8)

Full-time work above minimum wage without employer benefits. (8)

Safe and secure non-subsidized housing, choices limited due to moderate income, homeowner. (8A)Safe and secure non-subsidized housing, choices limited due to moderate income, renter. (8B)

Post high school vocational education, non-college business, or technical or professional training, or some college credits. (8)

Family members have most transportation needs met through public transportation, a car , or a regular ride. (8)

Child enrolled in licensed, subsidized child care of own choice. (8)Child enrolled in licensed, subsidized childcare, limited choice. (7)

Stable(5-6)


Full-time work at minimum wage with employer-provided benefits. (6)Full-time work at minimum wage without employer provided- benefits. (5)

Safe and secure subsidized Section 8 housing. (6A)Safe and secure subsidized rental apartment. (6B)Safe and secure subsidized public housing. (6C)

High school diploma or G.E.D. (6) Family members have some transportation needs met through public transportation, a car, or a regular ride. (6)

Child provided childcare by a family member or friend. (6)

Prevention Line Prevention Line Prevention Line Vulnerable(3-4)


Part-time employment with benefits. (4)Part-time employment without benefits. (3)

Safe and secure transitional housing. (4)Unaffordable home (3A)Unaffordable non-subsidized rental (3B)Unaffordable subsidized rental (3C)Temporary shelter (3D)

Reading, writing, and basic math skills present, possible TABE, no high school diploma or G.E.D. (4)

Family members rarely have transportation needs met through public transportation, a car, or a regular ride. (3)

Child on waiting list for enrollment in childcare. (3)

Feb. 1 Feb. 1 Feb. 1 Feb. 1 Feb. 1

In-Crisis(0-2)

Between 50%-100% of poverty (by family size.) (2)Between 0% - 49% of poverty (by family size) 0

Unemployed with work history and skills. (2)Unemployed without work history or skills(0)

Living with relatives (2)Substandard or unsafe housing (1)Homeless (0)

Reading, writing, and basic math skills absent. (0)

Family members do not have public transportation, a car, or regular ride. (0)

Child not enrolled in childcare. (2) Child enrolled in unregulated or unlicensed childcare facility. (0)

Feb. 1

53

WE MUST

DEMAND IT!

Follow Up, Follow Up, Follow Up

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DimensionsBenchmarks

Income Employment Housing Education Transportation Childcare

Thriving(9-10)

> 200% of poverty adjusted for family size. (10)

Full-time work above minimum wage with employer-provided benefits. (10)

Home Ownership (10A)Condominium Ownership (10B) Co-Op Home Ownership 10C)Non-subsidized rental housing (10D)

Post-Secondary degree: masters or doctorate. (10)Post-Secondary degree: bachelors, associates. (9)

Family members always have transportation needs met through public transportation, a car, or a regular ride. (10)

Child enrolled in unsubsidized, licensed childcare setting of own choice. (10)

Aug. 1

Safe(7-8)


Full-time work above minimum wage without employer benefits. (8)

Safe and secure non-subsidized housing, choices limited due to moderate income, homeowner. (8A)Safe and secure non-subsidized housing, choices limited due to moderate income, renter. (8B)

Post high school vocational education, non-college business, or technical or professional training, or some college credits. (8)

Family members have most transportation needs met through public transportation, a car , or a regular ride. (8)

Child enrolled in licensed, subsidized child care of own choice. (8)Child enrolled in licensed, subsidized childcare, limited choice. (7)

Aug. 1 Aug. 1 May 1

Stable(5-6)


Full-time work at minimum wage with employer-provided benefits. (6)Full-time work at minimum wage without employer provided- benefits. (5)

Safe and secure subsidized Section 8 housing. (6A)Safe and secure subsidized rental apartment. (6B)Safe and secure subsidized public housing. (6C)

High school diploma or G.E.D. (6) Family members have some transportation needs met through public transportation, a car, or a regular ride. (6)

Child provided childcare by a family member or friend. (6)

Aug. 1 Aug. 1 May 1 Aug. 1 May 1

Prevention Line Prevention Line Prevention Line Vulnerable(3-4)


Part-time employment with benefits. (4)Part-time employment without benefits. (3)

Safe and secure transitional housing. (4)Unaffordable home (3A)Unaffordable non-subsidized rental (3B)Unaffordable subsidized rental (3C)Temporary shelter (3D)

Reading, writing, and basic math skills present, possible TABE, no high school diploma or G.E.D. (4)

Family members rarely have transportation needs met through public transportation, a car, or a regular ride. (3)

Child on waiting list for enrollment in childcare. (3)

May 1 Feb. 1 May 1 Feb. 1

May 1 Feb 1 Feb. 1 Feb. 1

In-Crisis(0-2)

Between 50%-100% of poverty (by family size.) (2)Between 0% - 49% of poverty (by family size) 0

Unemployed with work history and skills. (2)Unemployed without work history or skills(0)

Living with relatives (2)Substandard or unsafe housing (1)Homeless (0)

Reading, writing, and basic math skills absent. (0)

Family members do not have public transportation, a car, or regular ride. (0)

Child not enrolled in childcare. (2) Child enrolled in unregulated or unlicensed childcare facility. (0)

Feb. 1

THIS ONE FAMILY PROCESS

COMPLETED 99 MORE TIMES

What makes Community Action so Special?

•FAMILY•AGENCY •COMMUNITY

We can’t forget the Community Goals!

Goal 2. The conditions in which low-income people live are improved.

Goal 3. Low-income people own a stake in their community.

New OpportunitiesWhat if there

is no Adult Education location?

However, it is an important part of our original mission to help improve

communities so that low income people have opportunities to improve

their lives.

Community goals are often the hardest to define.

This means that they are also the hardest to identify

results and indicators.

Low-income people volunteer and participate in formal public organizations, government, boards or councils that provide them the ability to be involved in decision-making and policy setting activities.

Low-income people participate in advocacy activities.

Help persons of low income to start a businesses or have access to homes in their communities.

Some examples of increased community participation:

Don’t forget the Agency Goals!

Goal 4. Partnerships among supporters and providers of services to low-income people are achieved.

Goal 5. Agencies increase their capacity to achieve results.

Do More With Less

TRAIN, TRAIN, TRAIN

We are asked to answer this question:

Not just the number, yet the

evaluation of the results of these partnerships.

What is better as a

result of this

partnership?

Implementing ROMA in our agency:

What are the measures you are listening for as you oversee our agency?

What are the steps you need to take to assure that ROMA is integrated into the

operation of our agency?

MECCA

Measures - quality to a standard - commit to the process as you remain

creative from within it (CAA Standards)Effective - focus on production of Results (ROMA)Comprehensive - Develop the agency, not a program Community - Create opportunities

- Successful Measured PartnershipsAction - Assessment, Planning, Implementation,

Achievement, Evaluation, Repeat

Produced in Partnership with the following:

Developed by:David Knight, VP of Planning & DevelopmentHinds County Human Resource [email protected]

Presentations & Public Speaking

Measures of Effective Comprehensive Community Action