Transformation through the Learning Community€¦ · 3. Of the 41 active participants, 37 (90%)...
Transcript of Transformation through the Learning Community€¦ · 3. Of the 41 active participants, 37 (90%)...
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Transformation through the Learning Community
Management & Leadership Training Conference
2019 | Community Action: A Voice for Change
New Orleans, LA
Tiffney Marley – Director of Practice Transformation
Community Action Partnership – National Office
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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.
THE PROMISE OF COMMUNITY ACTION
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AGENDA
• Welcome and Overview
• York County Community Action – Whole Family LCG
• Enrichment Services Program – Whole Family COP
• Wayne Metro Community Action – Integrated Services
• CAP Kern – Integrated Services & Financial Empowerment
• Panel Discussion
• Q & A
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WHY?
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The nation is finally seeing poverty rates
return to levels comparable with those
before the great recession. This is
improvement; however, more needs to be
done to ensure a thriving economic future
for EVERYONE.
STATE OF POVERTY
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While the poverty rate in 2016 declined to
12.7%, poverty among many subgroups is
unacceptable. For example, in 2016 10.8% of
non-Hispanic white children lived in poverty
while 30.8% of African American children
and 26.6% of Latino children were poor.
IT IS NOT OKAY
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•As CAA LEADERS, we have long history of
moving individuals and communities forward.
•Still we can and we must do more.
•We must dismantle, forces that are pulling
our communities apart along social and
economic lines.
•We have an opportunity to empower more
low-income persons to thrive and become
active members of their communities.
UPROOTING POVERTY
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THE GOAL
PRACTICE TRANSFORMATION
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York County Community ActionCarter Friend
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Whole Family Approach LCG
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Whole Client/Patient Approach
Our Elements
Assessment and Goal Setting
Coaching
Service and Resource Alignment
Centralized Data
CAA and CHC integration
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Community Action Agency
And
Community Health Center
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Meet Urgent Needs
And
Increase Self-Sufficiency
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Proof of Concept
Service and Resource Alignment
Centralized Data
CAA and CHC integration
Our Goals
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1
Assessment and Goal Setting
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2
Coaching
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3 Auto
RepairHousing
Health
CareTraining
Service and Resource Alignment
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4
Centralized Data
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5
CAA and Community Health Center Integration
Robert Wood Johnson Foundation County Health Rankings
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Challenges/Barriers
Client/Patient Engagement
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Challenges/Barriers
Service and Resource Alignment
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Shifts in Thinking
Increased Focus On Outcomes
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Ah-Ha Moments
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Successes & Outcomes
Short Term, Long Term
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Inspiration
CAAs as Change Agents
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Impacts
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Next Steps
• Refine and Expand Pilot
• Centralized Data
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Jamie Austin, Director of Community Services
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Whole Family Approach Community of Practice
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Head Start Parent Employment
Training• Customized training
program
• Community partnerships
• Designed around Head Start hours
• Addressing parent’s barriers
• Paid internship
• Ongoing support
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Partnerships
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• Leadership focus on integration of services
• Eliminate silos
• Bundling services to improve outcomes LCG 2015 - 2017
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Design services/programs around family needs to help make them stronger
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Listen!
1
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Brainstorm!
2
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Recruit!
3
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• Transportation• Support system• Self confidence
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Training for program leaders and case management staff on
Family-Centered Coaching and Trauma Informed Care
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Ah-ha moment!
We had everything we needed to get started!
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What changed?
• Engagement – staff & customers• Positive communication• Relationships
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Success!
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Success!
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Create your own opportunities
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Next Steps
• Continued round table discussions
• Explore a “whole family” Head Start Center
• Second cohort of students
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Wayne Metropolitan Community Action Agency
Mia Harnos
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Integrated Services to Improve Impact
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Plans to Stay Pilot
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Purpose: Prevent
foreclosure for Detroit owner-occupant residents who have defaulted on their property tax payment plan with the Wayne County Treasurer.
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Pilot Process
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Plans to Stay PurposeEmpower Detroit owner-occupant residents who have defaulted on their
property tax payment plan to maximize their own potential to improve
their long-term financial situation.
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Goal: Support clients to assess their housing options and improve their financial situation.
5 organizations. 6,400 residents.
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Outreach
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Financial
Coaching/Counseling
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Pilot Findings
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• Accessing services impacted by lack of transportation
• Lack of awareness about the different programs offered by
the City and County
• Challenge filling out the detailed forms and understanding
how to manage the process
• Payments based on the debt, not a person’s income
• Financial counseling as a standalone service
Pilot Barriers
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Putting Humans First
WHO IS CIVILLA?
Tech-Town based design firm that re-designed MDHHS
Application. Working with Flint MDHHS to streamline benefit
application, eligibility, & enrollment
WAYNE METRO’S WORK WITH CIVILLA:
Partner on a WRAP Detroit research project to generate
user insights and measure the effects of simplifying and
scaling a digital application & enrollment process● Philanthropic funding will support three phases of work:
research, design and product development, and pilot.
● Will span multiple iterations of the technology
development and will focus on measuring benefits for
both clients and agencies.
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Human Focus ○ EXPERIMENT #1 - Complete digital application,
upload photo ID, wrap around service referral -
COMPLETED
○ EXPERIMENT #2 - Complete digital application,
submit photos of all documentation, determine
eligibility virtually - COMPLETED
○ EXPERIMENT #3 - Pursue an application design &
process that is simple, scalable, and efficient - NOT
STARTED
70% have 1 or more
disabled person
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National Perspective
Panel
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Local Perspective
Panel
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I am so grateful to Wayne Metro.
They really helped me out when I
had nowhere to turn.
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Going from Good to Great….
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Oh the Possibilities….• Detroit Cities for Financial Empowerment
• Advancing Cities & JPMC Service Corps
• Detroit Residents' First Funders Collaborative
• Kresge Detroit NextGen
• NeighborHUB, CSBG-D, Innovation Fund, Ralph Wilson, Walmart
• Water, Energy, Homeless, Weatherization
• Detroit Head Start:• Serving pregnant women and young children though Detroit’s Health Department
• Stabilizing housing quality and serving Detroit’s homeless population with the
Department of Housing and Revitalization and our Land Bank
• Providing safe housing for victims of crime in partnership Ceasefire an initiative of
the Detroit Police Department
• Building Detroit’s Cities for Financial Empowerment with the Department of
Neighborhoods
• Providing water assistance and home conservation services with the Department of
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Next Steps
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OUTCOMES
1. 250 Detroit residents were contacted 2-3 times
2. 43 Detroit residents enrolled in the CFE Pilot. Two withdraw before their 1st session.
3. Of the 41 active participants, 37 (90%) participated in 5 coaching sessions for a total of 195
sessions.
4. 32 (78%) participants were successful and reenrolled in IRSPA while saving $11,475 within 5
months.
5. These participants paid the Wayne County Treasurer Office a total of $26,475 including their savings
and match reducing their overall property tax debts.
Financial Wellbeing:
1. Before, 2% feel that they could handle a mayor unexpected expense. Now, 13% feel that they can
handle it, 11% increase on feeling of wellbeing.
2. Before, 64% fell that often were behind their bills. Now, only 30% fell behind their bills, 34%
decrease on feeling behind on bills.
Story Telling…
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Community Action Partnership of Kern
Pritika Ram, Director of Administration
Sheila Shegos, Outreach and Grant Administrator
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Integrated Services to Improve Impact
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Why did we join the Learning Community?
Lack of coordination & integration among programs
To respond to the ever-changing non-profit environment based
on outcomes & data-driven information
Integrated Services
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Meeting People At Their Point of Need
Volunteer
Income Tax
Assistance
(VITA)
Shafter
Youth
Center
Central Kitchen
Food Bank
Migrant Childcare
Migrant Childcare
No Single
Entry Point
Current Journey Map
Individual programs “own system”
Varying eligibility/intake processes
Program & reporting requirements
2-1-1 Call Center
Referral to all programs, inside & outside agency
Not intentionally directed to 2-1-1
Lack of proper referral & follow-up/impacts outcomes
Data collection & reporting
Duplication in counts
Lack of standardization in tracking of demographics
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CAPK
Integrated Software System
Operated through 2-1-1 CALL
CENTER
Head Start/Early Head Start
Women’s Infants & Children
East Kern Family
Resource Center
2-1-1 Kern County
Energy
Friendship House
Volunteer
Income Tax
Assistance
(VITA)
Shafter
Youth
Center
Central Kitchen Food Bank
Migrant Childcare
Ideal Journey Map
Meeting People At Their Point of NeedClients would call into one recognized phone number, 2-1-1, and would go through a brief but enlightening client intake form that will serve multiple purposes:
• Create an individual profile of the client & family members
• Identify eligibility of all CAPK programs
• Link the client to immediate resource/offer other services they may be eligible for, or interested in.
• Create an electronic referral to program specific staff members (referral or eligibility workers).
• Follow-up with the programs to track outcome of referral(s).
• Report out the data, focusing on reporting and performance metrics and frequency.
• Centralized or disseminated among programs
• Information shared at program, directors, Board of Directors, and stakeholders.
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What are our goals?
With the assistance of subject matter experts and software vendor(s), create an integrated system among software systems used within the agency to includes programs, human resources, and finance.
Standardized aggregate reporting and assess programs based on data.
Track and monitor all clients of the Agency, despite which program services they use.
Report to current and potential funders, stakeholders, and the Board of Directors on the agency’s performance holistically – and potentially change the model of service delivery to respond to the needs of the community.
Increase accessibility for clients and service providers for services.
Create a centralized client intake process to allow for the collection of standardized information for each client, despite the program, and create linkages to services for the client.
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Evaluate current platforms used by all programs and processes to determine current gaps and program needs.
1
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Identify roadmap and vision to consolidate and streamline technology landscape.
2
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Review software vendors that meet our needs, immediate and future, and begin phased implementation process.
3
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Cost of program software & integration tools
Leadership & program buy-in & ongoing support
Lack of cooperation from software vendors for integration (i.e. WIC, Head Start)
Timeliness
Challenges
and Barriers
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Ah-Ha Moment
o ASK/Project too large
• Integrated System
• Single Point of Entry
• Community Information Exchange
o Timeline under or overstated
o Understanding the cost
o Phased scope of work
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Rethink the
proposal
Kept the goals, but revised the approach
• SMART – measurable outcomes
• Decide agency direction based on assessment.
• Decide information required for centralized intake, including CSBG and other funder priorities.
• Develop budget and identify how program funding (allowable) will be allocated.
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Financial Empowerment for Families
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CAPK Financial Empowerment Integration Project
Integrating a unified strategy to provide Financial Empowerment across CAPK’s programs can be an essential element to lift families out of poverty.
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Financial Empowerment is a path out of poverty: Financial skills, knowledge, and access to
resources builds economic stability.
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Financial EmpowermentCurrent Client Journey Map
Hear:
Outside agency referral
Inside agency referral
CAPK 211 Kern
Social media
Flyers
Posters
Community events
Word of mouth
Building signs
Enrollment:
Call program/makes appointment
Walk-in
Some programs do intake/enrollment
on first contact, others make an
appointment.
Participation in Financial Empowerment:
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Financial Empowerment Ideal Client Journey Map
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Financial Empowerment Goals
Broad Goal: Increase access to Financial Empowerment services
Outcome: CAPK clients/families are financially stable
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SURVEY
1
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ACTION PLAN
2
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PROGRAM STAFF TRAINING
3
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ROLL OUT TO CLIENTS/FAMILIES
4
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Program Silos
Leadership and program buy-in and ongoing support
Implementation
Challenges
and Barriers
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Ah-Ha Moment
o When we started we didn’t know what’s happening across our programs—Financial Empowerment
This Photo by Unknown Author is licensed under CC BY-SA-NC
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Rethink the
Proposal
2019 Your Money Your Goals Cohort
Consumer Financial Protection Bureau
• Involve program staff and leadership in process
• Toolkits and Materials
• Training and Technical Assistance
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presenters!
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Panel Discussion
York County Community Action | Enrichment Services Program
Wayne Metro Community Action | CAP Kern
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Community Economic Development: Social Enterprise -Realize the potential of operating a social enterprise, both for meeting community needs for jobs and services and for generating flexible income for your CAA. Learn about the wide variety of social enterprises that CAAs have successfully implemented across the country to adapt to your enterprise.
Health Intersections - Exploring the connections within the health sphere to address the social determinants of health.
Results at the Community Level: Collective Impact -Understanding what community level needs, outcomes, and strategies are and how to observe and document change at the community level.
INTENSIVE LCGs YEAR 2
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Implementing Innovative Practices - This advanced level group will provide participants implementation technical assistance and peer learning and sharing opportunities focused on collective impact, financial empowerment, racial equity, and family centered coaching. Program outcome data will also be collected during key milestones throughout the year to inform needed adaptations to selected approaches for the field.
Participants of this group must have participated in an intensive Learning Community cohort within the last two years. A completed project Goal Plan/Logic Model is also required in order to participate this group.
INTENSIVE LCGs YEAR 2
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Interested agencies should apply online at:
https://moodle.communityactionpartnership.com
APPLICATIONS DUE: January 25, 2019
HOW TO JOIN?
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Components include:
• Agency Overview
• Statement of Interest in Learning Community
• Agency’s experience, current engagement and available resources related to the selected LCG focus area
• Agency Learning Goals related to the selected LCG focus area
• Agency data tracking plan related to the LCG focus area
APPLICATION
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HOW TO APPLY
Interested agencies should apply through the online Community Action Academyno later than January 25 , 2018.
1. Create a new (free) account at https://moodle.communityactionpartnership.com
a. You should receive a confirmation email within minutes
2. Login and click “Learning Communities” under Course Categories on the right on your browser
3. Scroll down and select Learning Community Application
4. Click Application for 2019 Intensive Learning Community Groups
5. Select Self enrollment (Student), then click Enroll.
This will give you access to the Learning Community Application package and all of its components. You will need to read the application package, complete the survey monkey application, and if participating in an intensive LCG or COP, submit the appropriate letter of commitment to the corresponding assignment portal.
Email [email protected] with any difficulties or questions.
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QUESTIONS
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JOIN US!
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For more information or questions contact The Learning Communities Resource Center Team:
Tiffney Marley, Director of Transformation, [email protected]
Jeannie Chaffin, Consultant for CA Economic Mobility Initiative, [email protected]
Jarle Crocker, Director of T/TA, [email protected]
Kevin Kelly, Director of CED, [email protected]
Courtney Kohler, Senior Associate, [email protected]
Hyacinth McKinley, Program Associate, [email protected]
Liza Poris, Program Associate, [email protected]
This 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 INFO