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What does the Board of Directors need to know about ROMA? A Brief Overview for Public Agencies Workshop Agenda The Community Action network context for ROMA Identify foundational concepts of performance management Recognize the key elements of the ROMA Cycle Introduce the role of the Board in a public CAA Consider how to use ROMA to Meet Organizational Standards The Community Action Network CAAs exist in nearly every county across the United States. They are designated as the anti- poverty agent in their service area. They are all different because of the local conditions in the communities they serve but they all receive funding from the Community Services Block Grant (CSBG) which unites them by the purposes and goals identified in legislation. Anti-Poverty Purpose of the Community Action Network In 1964, Community Action was created for three primary purposes: • the reduction of poverty, • the revitalization of low-income communities, and • the empowerment of low-income families and individuals to become fully self- sufficient Supporting the Anti-Poverty Purpose of the Community Action Network The 1998 Community Services Block Grant continued the focus on these goals and added a requirement for all recipients of funding to implement a comprehensive performance-based management system to demonstrate that the network was meeting the goals. That system was identified as Results-Oriented Management and Accountability. Results Oriented Management and Accountability This means that agencies should be “results oriented” -- that is: focused on the changes they will make. And that orientation should be an integral part of all of the management activities throughout the agency. And that there should be processes in place to assure accountability at all levels. ROMA has been the national system used to identify the performance of our network for over two decades. Results Oriented Management and Accountability ROMA Implementing ROMA In a Public Community Action Agency Implementing ROMA is impacted by organizational culture and structure Public Community Action Agencies face different situations and structures that provide both challenges and opportunities. o For instance, many public Community Action Agencies have subcontractors that they need to include in the implementation of ROMA practices and principles. There are Org Standards for Public CAAs specifically related to ROMA Implementing ROMA Context for ROMA principles and practices Community Action Agencies are unique. CAAs are change agents -- not simply service providers. Community Action helps people change their lives for the better, and helps communities become better places to live. How do we become Change Agents? One way is to focus on services. What we are doing (or funding to be done). In this case we collect and report 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 While it is important to be accountable for our services, we must also be able to identify how these interventions produce results. What changed because of these interventions? service outcome Why just looking at the services does not tell the story of your agency’s successes. Looking Beyond the Services MATERIAL FROM INTRO TO ROMA 5.1, 2020 Take Me Out to the Ballgame: Baseball Case Study To boost dwindling attendance, the team promotes that: Outfielders ran three times more laps during spring training. Pitchers threw twice as many pitches during spring training. Batters took four times as much hitting practice during spring training. The team hired two new coaches and invested $100,000 in a state-of-the-art communications system to enable the Manager to talk with them so they can give real-time perspectives on each play from their strategic vantage points in the stands during the games. By the All-Star break, the team is taking an average of 17 more swings at pitches per game . . . Situation: The team finished last in the prior season. And the fans say, because they are still in last place without a single player who deserves to be on the All-Star Team. So while it is important to take actions you must also be able to identify how these interventions produce results. For Community Action Agencies, changing lives and improving communities is how we score runs and win games What has changed because of your agency’s work? If all we tell the community is how many services we provided, our “fans” may also say Results Oriented Management & Accountability (ROMA) is a part of the CSBG Performance Management Framework Where We Are today CSBG Performance Management Framework Local Organizational Standards State and Federal Accountability Measures Results Oriented Management and Accountability (ROMA) CSBG State Plan CSBG Annual Report ACSI Survey Remember these core activities of ROMA? Organizational Standards ROMA and the Organizational Standards ROMA principles and practices are embedded in the Organizational Standards The Standards are adapted to the special circumstances of Public CEEs (CAAs) Many of the Org Standards are directed at the actions of the CAA Board of Directors.* The Org Standards and ROMA principles are expected to be supported and promoted by the Board. CATEGORY FOUR: Organizational Leadership This category addresses the foundational elements of mission and the implementation of the Network’s model of good performance management (ROMA). “Community Action leadership is exemplified at all levels across the organization and starts with a mission that clarifies Community Action’s work on poverty.” CATEGORY FOUR: Organizational Leadership “A well-functioning board, and a focused chief executive officer (CEO)/executive director, well-trained and dedicated staff, and volunteers giving of themselves to help others will establish Community Action as the cornerstone and leverage point to address poverty across the community. Ensuring strong leadership both for today and into the future is critical.” Standard 4.2 The department’s Community Action plan is outcome-based, anti-poverty focused, and ties directly to the community assessment. Standard 4.3 “The department’s Community Action plan and strategic plan document the continuous use of the full Result Oriented Management and Accountability (ROMA) cycle” How will “lives be changed?” In what ways will “communities be improved?” How does the board know what an agency should do? Assessing the needs Collecting and Analyzing Data from Community Needs Assessment Each agency creates a profile of the needs and resources of a given community or target population. Role of Board in Assessing the Community Organizational Standards Related to Assessment Standard 1.3 The department has a systematic approach for collecting, analyzing, and reporting customer satisfaction data to the tripartite board/advisory body, which may be met through broader local government processes. Standard 3.5 The tripartite board/advisory body formally accepts the completed community assessment. Some ideas: o Board Assessment Committee o Help to distribute surveys o Talk to partners o Talk to neighborhood leaders o ETC……… Domain Areas from National TOC It is not sufficient to identify the varying importance of the broad domain areas. Saying “we need housing” does not provide enough information to move to a plan. Who’s need is it? Identify the level of need Education Individuals do not have high school diplomas. (Family) Our community has a low high school graduation rate (Community) Our agency has a need for additional resources to establish or expand GED preparation programs for adult customers who have not graduated high school. (Agency) Area of Concern: high school graduation LEVELS OF NEED It’s all three? Create three statements! What kinds of needs do you see? Are they family, community or agency level needs? Creating the Agency- wide Strategic Plan MATERIAL FROM INTRO TO ROMA 5.1, 2020 Drucker Question One: What Is Our Mission? “A mission cannot be impersonal, it has to have deep meaning, be something you believe in - something you know is right….” Questions that the mission statement should answer: Why are we in business? What results are we trying to achieve? Will we make a difference? What is our relationship with the community? Understanding Mission Statements POPULATION SERVICES OUTCOMES RELATIONSHIPS Assumptions Communicated in Mission Statements About the causes and conditions of poverty About the agency’s role in its reduction Enter agency mission statement Using Mission and Assessment Data to Create a Plan Different kinds of plans Agency-wide Strategic Plan The agency-wide Strategic Plan identifies the agency’s goals. It is the place where connections are made. Review the plan to see: o Are goals clearly connected to the needs identified in the assessment process? o Do the goals include projected changes for individuals and families? For communities? For the agency? o What kind of services are identified that will address the needs and meet the goals? Organizational Standards Related to Planning Standard 6.1 The department has a strategic plan, or comparable planning document, in place that has been reviewed and accepted by the tripartite board/advisory body within the past 5 years. If the department does not have a plan, the tripartite board/advisory body will develop the plan. Standard 8.9 The tripartite board/advisory body has input as allowed by local governmental procedure into the CSBG budget process. Role of the Board in Strategic Planning • The Board should not just approve a plan that supports “what we have always done” but should take the needs identified in the current assessment process into consideration. • What information will help you as you consider the agency’s strategic plan? • Will the services and strategies in the plan help to achieve the agency’s mission? Consider: What is the connection? How does getting a food basket, Meals on Wheels or WIC help strengthen vulnerable populations? How does helping adults to get a GED or improve job skills impact their family’s self sufficiency? How do Head Start services impact families? Community Level Change How do the advocacy activities in which your agency staff, volunteers and board members engage help improve communities? How do partnerships work to give you more resources to help meet local needs? What community conditions will be better because of the agency? As a Board Member, you help the agency focus on identifying how you will “hit a home run” APPROVE The Board will accept the Strategic Plan and record the Board action. Implementing the Plan -- Identifying policies and procedures for personnel and -- Acknowledge the fundamental elements necessary for implementation Moving to Implementation ACT Staff will turn the general plan into Action Steps for Implementation MEASURE Staff will identify measurement tools and processes that will be used to report to the Board. Collection and reporting of data Organizational Standards Related to Reporting Standard 4.4 -- The tripartite board/advisory body receives an annual update on the success of specific strategies included in the Community Action plan. Standard 5.9 -- The department’s tripartite board/advisory body receives programmatic reports at each regular board/advisory meeting. Standard 6.5 -- The tripartite board/advisory body has received an update(s) on progress meeting the goals of the strategic plan/comparable planning document within the past 12 months. Standard 8.7 -- The tripartite board/advisory body receives financial reports at each regular meeting, for those program(s) the body advises, as allowed by local government procedure. Reporting on the Data Reports go to many different audiences funding sources staff the community the Board Analysis Organizational Standards Related to Analysis Standard 9.3 The department has presented to the tripartite board/advisory body for review or action, at least within the past 12 months, an analysis of the agency’s outcomes and any operational or strategic program adjustments and improvements identified as necessary. And will be presented with any suggestions for adjustments and improvements that staff have identified as necessary At least each year, the board will receive the agency’s analysis of Outcomes Operational or strategic performance RE-Assess Use what you have learned for Continuous Quality Improvement Using the Analysis of Data … to see what you thought you would do and comparing it with what you did do. Look back … the decisions you need to make based on what you find out Identify Help to unlock the Implementation of ROMA in your agency! Think about the what you can do as a Board member to assure that ROMA is integrated into the operation of your agency Power Point presentation prepared by The Association of Nationally Certified Trainers (ANCRT) This is a brief introduction to a complex set of principles and practices. For more information contact your state Community Action Association or CSBG office staff or go to www.roma-nptp.org Or you can contact the presenter: Dr. Barbara Mooney barbaramooney@windstream.net Regional Performance and Innovation Consortium Region 3 Coordinator of Regional Activities