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Displaying the Results (But First Some Other Important Topics). Presented by Frederick Richmond, CEO The Center for Applied Management Practices 2008 ICEP National Peer to Peer ROMA Training and Certification Project September 24, 2008, Holiday Inn Historic District, Philadelphia, PA.

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Displaying the Results (But First Some Other Important Topics)

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Displaying the results but first some other important topics

Displaying the Results (But First Some Other Important Topics)

Presented by Frederick Richmond, CEO

The Center for Applied Management Practices

2008 ICEP National Peer to Peer ROMA Training and Certification Project

September 24, 2008, Holiday Inn Historic District, Philadelphia, PA


Two fundamental issues facing caas

Two Fundamental Issues Facing CAAs

  • How will the CAAs handle their new customers in terms of increased caseload, competition for limited resources and programming.

  • How will the Community Action Network via CSBG compete in the federal budget process against the demands placed on the federal government to fund/finance its way out of the current housing and fiscal crisis?


Three questions asked of caas

Three Questions Asked of CAAs

  • Who is your typical client/customer?

  • Have your clients/customers changed?

  • Are there more persons seeking services?


Answers to the question one

Answers to the Question One

Who is your typical client/customer?

  • A single woman with three children.


Answers to question two

Answers to Question Two

Have your clients/customers changed?

  • We are seeing people who are about to loose their homes since they cannot pay their mortgage and who are in immediate need for money to pay their mortgage.

  • We are seeing people who need housing because they could not pay their mortgage and lost their homes.

  • We are now seeing people who lost their jobs (related to the housing/financial crisis) people in the trades, skilled people, people who worked for mortgage companies and other related industries.


Answer to question three

Answer to Question Three

Caseloads are increasing.

Actual numbers are not yet known.


Application of baseball card to collecting statistics

Application of Baseball Card to Collecting Statistics


Application of baseball card to collecting statistics1

Application of Baseball Card to Collecting Statistics

  • Chess Club Manager Onscreen Demo The Player Stat Sheet

  • All the data for a player is recorded on the Player Stat Sheet shown below. Here's where you can review an individual's progress or update their information. The Stat Sheet can be printed, and when it is, it includes a list of every game played along with summary statistics of that player's "chess batting average", to show them how they've done overall, as White, as Black, and against stronger or weaker opponents. It's like a baseballcard of statistics, for each and every player in your club!


Performance measures for two successful employment programs

Performance Measures for Two Successful Employment Programs

Intensive Employment Program

  • 34 of 40 clients or 85% obtained jobs.

    Not So Intensive Employment Program

  • 50 of 625 clients or 8% obtained jobs.

    Outcome expectations are realistic for both programs but no one knows that. No one wants to communicate the actual performance for the second program.


Csbg funding compared to bailout of us financial system

CSBG Funding Compared to Bailout of US Financial System

  • $1,000,000 – Million dollars

  • $642,000,000 – CSBG dollars

  • $1,000,000,000 – Billion dollars

  • $1,000,000,000,000 –Trillion dollars

    642,000,000/1,000,000,000,000 = .000642


Csbg funding compared to bailout of us financial system1

CSBG Funding Compared to Bailout of US Financial System

  • $642,000,000 – CSBG dollars for very low and low-income or poverty clients.

  • $1,000,000,000,000 – A trillion dollars for corporate interests not “trickling down” to low-income clients.

    $1.00 dollar of bailout, .000642 dollar for CSBG or 6/1000 of a dollar for CSBG compared to bailout.


Six national goals

Six National Goals

Goal 6. Low-income people, especially vulnerable populations,

achieve their potential by strengthening family and other supportive systems. (F)

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

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

improved.(C)

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

Goal 4. Partnerships among supporters and providers of

services to low-income people are achieved.(A)

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


Displaying the results but first some other important topics

Data


Data collection

Data Collection


Weaving data into the fabric of information

Weaving Data Into the Fabric of Information


Seven carter questions

Seven Carter Questions

  • 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?


Hud elogic model

HUD eLogic Model


Hud management questions

HUD Management Questions


Hud management questions1

HUD Management Questions


The process

The Process

  • Identify the management questions

  • Identify the services/interventions you believe address the need.

  • Identify the outcomes that will result from these interventions.

  • Collect projected and actual data for services and outcomes.

  • Associate specific services with outcomes. We need to know which outcomes produce which outcomes. There are four models which cab be captured in the eLogic Model:

    • One service many outcomes

    • Many services many outcomes

    • One service one outcome

    • Many services one outcome


The process1

The Process

  • Analyze the data. Ideally, a statewide network could do this across CAAs if common terms and language were used.

  • Learn from the data. Identify consistent relationships between services and outcomes using the four models.

  • Establish performance measures and calculate performance.

  • Compare results over time.

  • Establish benchmarks like the industry measures.


The process2

The Process

  • Use the results to improve or terminate programs. You can also extrapolate this to people.

  • Identify best practices and make those known.

  • Publish results. There is a dearth of information, published papers about Community Action. Do not publish anecdotal best practices which are a common practice in this network as well as presentations at conferences.

  • Post documentation to a public web site. This is public information and accountability would be better served if we are more transparent.


Eintake and assessment tool initial baseline assessment

eIntake and Assessment Tool Initial (Baseline) Assessment


Eintake and assessment tool initial baseline assessment on outcome matrix

eIntake and Assessment Tool Initial (Baseline) Assessment on Outcome Matrix


Eintake and assessment tool third assessment on outcome matrix

eIntake and Assessment Tool Third Assessment on Outcome Matrix


Intake and assessment data report data

Intake and Assessment Data Report Data


Visual reports of assessment and outcome data

Visual Reports of Assessment and Outcome Data


Visual reports of assessment and outcome data1

Visual Reports of Assessment and Outcome Data


Visual reports of assessment and outcome data2

Visual Reports of Assessment and Outcome Data


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