ROMA NEXT GENERATION 101
Community Action Partnership
2016 Convention
August 31, 2016
PRESENTERS
• Jackie Orr, CSBG State Assistance Director
• Rae Tamblyn, Research and Communications Analyst,
National Association for State Community Services
Programs
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OBJECTIVES
• Learn about the components of ROMA Next
Generation
• Find how ROMA Next Generation compares with
the current IS Report and what you have been doing
• Learn about the Theory of Change
• Review data analysis and ROMA Next Generation
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WHY ROMA NG
• ROMA NG will help Community Action at all three
levels shift to a culture of continuous learning
rather than a compliance and reporting culture.
• ROMA NG is a system for continuous quality
improvement to enable the network to measure,
analyze and communicate performance.
• Ultimately, ROMA NG will help the CSBG Network
generate robust results for individuals with lowincomes and the communities served.
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WHY ARE WE DOING THIS? WHY
NOW?
• Back to purpose -- improve results for individuals and families
with low incomes and communities
• Part of the larger Performance Management Framework
• A “complete package” of Community, State, and Federal
Accountability
• ROMA NG allows for progress on data modernization,
infrastructure, and capacity for analysis
• Positions CSBG and Community Action as model of credible
national performance management
• Enhanced credibility
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WHERE ARE WE?| WHERE ARE WE GOING?
Where we are . . .
Where we are going . . .
• Varying data quality and
analysis
• Infrastructure for multi-level
analysis
• CSBG IS minor changes
since ROMA added
• No picture of services and
strategies
• No picture of new service
recipients
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• Updated report across all
modules
• Multi-level information of
services & strategies
• Multi-level information on
new service recipients
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WHERE ARE WE?| WHERE ARE WE GOING?
Where we are . . .
Where we are going . . .
• No data on State and Federal • Results on State and Federal
accountability measures
accountability
• No data on Org. Standards
• Results on Organizational
• Very thin data on community
level efforts
• No ability to show
community level work over
multiple years
• Not OMB Cleared
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Standards
• Added Community Indicators
• Space to report community
level work over time
• 3-year OMB Clearance
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CONTINUOUS IMPROVEMENT| THE NEXT WAVE
• In 1993, the Government Performance and Results Act
(GPRA) established the requirement that Federal programs
engage in performance management activities such as
setting performance goals, measuring results and reporting
progress.
• GRPA launched a performance management wave in the
public and private sector that resulted in the reporting of
results externally, to funders and other stakeholders.
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GPRA MODERNIZATION ACT
• In 2010, the GPRA Modernization Act set new
expectations for Federal agencies and leaders to:
• set clear and ambitious goals;
• measure, analyze and communicate performance
information to identify successful practices to spread
and problematic practices to prevent or correct; and
• frequently conduct in-depth performance reviews to
drive progress on the agencies priorities.
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GPRA MODERNIZATION ACT
• GPRA Modernization reflects the most recent wave in
performance management.
• This latest reform wave calls for focusing on analyzing
data on results and using information to improve
programs and the outcomes achieved, rather than merely
reporting to outside stakeholders
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IMPROVED PERFORMANCE MANAGEMENT
“Our goal is to create a performance management framework
that encourages good management and innovation without
fear of penalty for failing to achieve every ambitious target
that has been set but with heightened pressure to achieve
breakthrough gains on priorities.”
OMB, M-11-17, April 14, 2011 Executive Office of the President of the United States,
Delivering on the Accountable Government Initiative and Implementing the GPRA
Modernization Act of 2010.
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PERFORMANCE MANAGEMENT
FRAMEWORK
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ROMA NEXT GENERATION
A brief history of ROMA
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ROMA AND THE SIX NATIONAL GOALS
• Through a consensus process, the Monitoring and
Assessment Task Force with input from all levels of
the network, in the 1990s, identified Six National
Goals for the community action network
• and identified possible measures to track success at
reaching these goals.
• They also created the Results Oriented
Management and Accountability principles as an
approach to provide a foundation for CAA’s to use in
their anti-poverty work.
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SIX NATIONAL GOALS AND THE
NATIONAL THEORY OF CHANGE
• The Six National Goals served us well, but do not provide a
complete foundation for our work.
• It is time that our network embraces a national statement
that identifies what we believe, what we do, how we do it
and what we expect to accomplish.
• Going forward, this national statement will be adapted for
specific local needs and approaches by local CAAs.
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SIX NATIONAL GOALS AND THE
NATIONAL THEORY OF CHANGE
• Through this national statement and the current work of
the network, we use the national theory of change to inform
the refining of the six national goals, creation of an
improved performance management system and the work
that we do with families in our communities.
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THEORY OF CHANGE
What is it?
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THEORY OF CHANGE
• The National Community Action TOC is the
articulation of the underlying beliefs and
assumptions that guide a service delivery strategy.
• It identifies the “why” and the “how” of the
activities undertaken and it identifies the “what” of
change and improvement produced.
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System Capacity: Our Foundation
• Includes local CAAs, State Associations, State Offices,
National Partners
• CSBG office
• Mobilized communities
Other elements of this statement:
• Over 1000 CAAs
• High performing
• To fight poverty
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THE CORE
PRINCIPLES
ARTICULATE OUR
ASSUMPTIONS
ABOUT:
• The nature of poverty
• Importance of local determination
• Continuum of needs (stability to security)
• Individual change and community change are interrelated
• It takes a village (people with low income, partners, citizens)
and a range of resources (local, state, federal)
• Direct service alone will not produce systemic change
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HOW WE USE
PERFORMANCE
MEASUREMENT &
MANAGEMENT:
• Organizational Standards for local CAAs
• State and Federal Accountability Measures
• Results Oriented Management and Accountability used at all
levels
• NPIs to measure OUTCOMES (results, changes)
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Services and Strategies implemented by local
agencies are HOW we get to our goals.
• The icons show our work on two levels (family/individual
and community)
• Show that we address a wide range of issues related to
poverty (which may be the preconditions for success in one
or more of the national goals)
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Proposed National Goals
1. Individuals and families with low incomes
are stable and achieve economic security.
2. Communities where people with low
incomes live are healthy and offer
economic opportunity.
3. People with low incomes are engaged and
active in building opportunities in their
communities.
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THE CSBG ANNUAL REPORT
Building on current IS reporting
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WE HAVE A RICH HISTORY
• Accountability has always been a part of our network’s
survival
• None of the early systems lasted more than a few years
• Our current IS system has been in place since 1987, with
major changes occurring in 2001
• 2001 was first mandatory reporting under performance
management (ROMA) language that was included in
legislation in 1998
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CSBG ANNUAL REPORT
• The CSBG Annual report will be the tool that pulls together
all of the elements of the new performance management
system
• This will take information submitted in the State Plan and
provide opportunity for reporting on what actually
happened.
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DRAFT CSBG ANNUAL REPORT
TABLE OF CONTENTS
• Module 1: State Administration
• Module 2: Agency Expenditures, Capacity, and Resources
• Module 3: Community Level
• Module 4: Individual and Family Level
*The Theory of Change is not included in the OMB Clearance packet. Using
input from the field, NASCSP and OCS will continue to revise the Theory of
Change during the OMB Clearance process.
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ROMA NEXT GENERATION AND
THE ANNUAL REPORT
• The CSBG Annual Report will provide clearer descriptive data
that will demonstrate outcomes at the Individual, Family and
Community Level.
• ROMA NG and the Annual Report will move us toward
thinking about data and analysis as a profit center instead of a
cost center and support agencies in becoming learning
organizations.
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NEW ANNUAL REPORT
• The CSBG Annual Report is intended to replace the
CSBG IS Survey.
• The CSBG Annual Report incorporates existing
elements of the CSBG IS Survey:
• CSBG Expenditures
• Resources Administered by the CSBG Network
• Participant Demographics
• National Performance Indicators
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CSBG
ANNUAL
REPORT
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CSBG
ANNUAL
REPORT
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CSBG
ANNUAL
REPORT
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CSBG
ANNUAL
REPORT
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HOW DO THE ROMA NG
ELEMENTS FIR INTO THE ROMA
CYCLE?
Building on the ROMA foundation
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CRITICAL CLARIFICATIONS
ROMA NEXT GENERATION
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CRITICAL CLARIFICATION #1
LOCAL FLEXIBILITY
• Local flexibility, as evidenced in the TOC Core
Principles, is stronger than ever. There is no effort to
require case management, community change or other
services and strategies.
• CAAs are expected to conduct local assessments, set
goals that are appropriate for their community and
pick the very best strategies or services to achieve
those goals.
• Agencies only report on those NPIs that are relevant
to achieving the goals and outcomes set by the CAA
based on local needs and conditions.
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CRITICAL CLARIFICATION #2
COMMUNITY LEVEL-WORK
• While not required, the National TOC reflects the
importance of addressing poverty on both the
individual/family and community levels.
• It is even more critical in today’s world that CAAs analyze
community needs and conditions and aggressively pursue
partnerships that are right for that particular agency.
• Community reporting recognizes that community–level
work takes time and provides optional “progress” format
that is based on the evidence based Collective Impact
model.
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CRITICAL CLARIFICATION #3
AGENCY WIDE RESULTS
• CSBG funding provides assistance to a network of
Community Action Agencies for the reduction of poverty,
the revitalization of low-income communities and the
empowerment of low-income families and individuals.
• The CAA is responsible for achieving these goals using
CSBG in ways that leverage and maximize Federal, State
and Local funding and local resources.
• Therefore CAAs will continue to report on the work of the
entire agency.
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CAPTURING DATA ABOUT
STRATEGIES AND SERVICES
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OUTCOMES, SERVICES, PEOPLE
At the individual and family level, ROMA Next Generation
connects outcomes, services, and participants to facilitate
robust analysis.
• Outcomes (Examples): Obtained jobs, completed
education, increased income, improved parenting, secured
housing
• Services (Examples): Job Training, Work Experience,
Scholarships, Financial Education, Support Groups, Housing
Counseling, Food Assistance
• People: Unduplicated count of people served.
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STRATEGIES
At the community level, ROMA Next Generation will allow
CAAs to:
 Capture the scope or scale of the impact/intervention.
 Show movement on larger community or population
level change.
 Show progress over time.
 Be easy to understand and allow some meaningful
summary at national level.
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WHAT WORKED?
LEARNING FROM THE DATA
USING DATA FOR DECISION MAKING
MANAGEMENT BASED ON DATA
We can’t “manage” performance if we can’t define and
measure it.
• First, we need to collect appropriate data
• Organize the data into useful reports
• Find out “what happened” (both what went well and what
can be done differently)
• Identify actions to take to improve or strengthen outcomes
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QUESTIONS FOR ANALYSIS
• Was there something unexpected that influenced the
outcomes?
• Are some populations achieving outcomes at different
rates than others?
• Do we need additional resources?
• Did the outcomes validate our assumptions?
• Did we make an impact on the identified needs and
identify steps to improve interventions and impact?
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WHAT WILL IT TAKE?
WHAT ARE WE DOING NOW?
WHAT MUST WE DO DIFFERENTLY?
WHAT RESOURCES DO WE NEED TO MAKE THE
CHANGES?
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CONSIDERING RESOURCES
Think about what you do now.
• What resources are needed to improve:
• Data collection processes
• Recording data
• Analyzing it and reporting data
• Using the data for improvement
• What resources currently exist and how can you leverage:
• Staff
• Current systems
• Partnerships – internal and external
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QUESTIONS AND DISCUSSION
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FOR MORE INFORMATION
WWW.NASCSP.ORG