Lessons from the 2015
Award for Excellence Winner
Jennifer Brooks-Smith, MSW, CCAP
PO Box 490 * Barbourville, KY 40906
606-546-3152
www.povertyisreal.org
8/27/2015
2:00 to 3:30 pm
Service Delivery
-- Data Collection -An integrated service delivery approach is key to improving outcomes for
our individuals and families; and, our agency as a whole.
• Data is collected on all clients enrolled in a program and/or served
through the agency. KCEOC utilizes the Community Action
Kentucky Castinet database to collect all Section G data on all
clients served, resulting in an unduplicated count.
• KCEOC has an integrated service delivery system in which every
department, with the exception of Child Development enters client
data directly into the Castinet database. So how do we integrate
Child Development? Actually, it is easier than you think if you are
willing to invest the necessary resources.
Service Delivery continued….
• Program specific staff serve as the primary point of contact for
individuals in need of services. Each program has unique information
that is gathered during intake; however, a set of uniform questions are
asked that facilitate entry into a single client tracking system
(Castinet).
• Each program has different eligibility criteria, depending on the
source of funds; therefore, documents meeting the requirements of a
specific program and CSBG are gathered.
Database Maze
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•
•
•
•
•
ChildPlus
Castinet
EKOS
HCO
HMIS
AASC
*
X
+
]
*Will make a difference Section G numbers by at least the number
of children enrolled in the program
* In addition to ROMA
Service
Delivery
continued….
Regardless of the program in which the client is applying, staff ensures
participants gain knowledge of services provided by the agency and by
external sources via a client needs assessment. Needs identified are
matched with a possible referral source.
•
•
•
•
Referral to agency from external source (in)
Internal agency referral (in)
“Named” referral to external source from agency (out)
“Custom” referral to external source from agency (out)
*You do not need a “Doesn’t Need” column; this is irrelevant
*Staff should fill in possible referral sources in advance
Service Delivery continued….
• Service Referral Forms are completed for both internal and external
referrals. For internal referrals, the initial staff person completes the
referral. It is given to the client who then is responsible for
delivering it to the next case worker.
• Staff then logs the results of the referral into Castinet; they note
whether or not the service was received. Castinet then generates an
additional document showing the referral.
• For external referrals, the initial Staff completes the referral. It is
given the client who then is responsible for delivering it to the
service agency. There is a statement on the form requesting the form
to be returned to the noted Staff within 30 days. When/if the form is
returned, it is logged into Castinet. Referrals are tracked, and -since
multiple services are linked to better outcomes- strongly encouraged.
Other
-- Data Collection -In addition to our CSBG and Head Start Community Needs Assessments,
KCEOC also collects data through customer feedback via a sophisticated
customer service process, which includes the following:
• A customer service manual outlining processes and procedures for collecting
and analyzing data
• An active and engaged customer service team
• A customer service collection tool that is regularly reviewed and updated
• A dedicated customer service team leader who is responsible for entering
data into the customer service database, which analyzes the data collected
and provides reports for the customer service team, staff, management team,
board members, and others to review progress and make suggestions for
improvement.
Data Usage
• Board members use data to make decisions about the direction of the agency,
including maintaining, expanding, and redirecting programs (e.g., doing well at
a small rental project will likely lead to Board support for a larger project);
without enough data, good decisions simply cannot be made
• The agency is seen as more accountable to the Board since much of the
information is black and white. In other words, it is what it is; but, it needs to
be clean and consistent.
• Critical decision making at the staff level for Board recommendations (e.g.,
COC rapid rehousing)
• Formulating action plans, including planning for the number of clients served in
the upcoming year
Data Usage continued….
• A compilation of client needs assessments can help to recognize their greatest
needs as well, in some cases by population (e.g., what are the needs of the
homeless in addition to permanent housing)
• Reporting to funders
• Utilizing data as local documentation to support grant requests
• Trending for needed changes in the scope of existing program (e.g., shelter
expansion to serve households for men)
• Data driven practices does not save time or money, but it is an investment in
the long term success to your organization. Once you put practices into place,
you have to maintain them (e.g., setting aside CSBG funds for inputting Head Start families)
Data Usage continued….
And finally…. If you don’t use the data you
collect and analyze, you have wasted a lot of
time and effort. You may also discourage
the staff who have collected and inputted,
only to see no benefit or results for the
agency.
Lessons Learned from the
Award for Excellence Process
• Your first thought may be, “Oh my gosh! What have we gotten ourselves in to!”
• What we were already doing, in a lot of cases, was already meeting the standard;
others just needed tweaking, and others needed a lot of work. We were surprised
though at how well we were already doing.
• The process takes a team effort! You need at least 7 team members to head up
Categories. Staff still have their regular job duties, but should be able to dedicate
some time to this process when they understand the possible results:
1. Organizational Leadership- Head Start Director
2. Strategic Planning and Direction- Strategic Plan Lead
3. Customer, Constituent, and Partner Focus- Customer Service Committee Chair
4. Measurement, Analysis, and Performance Management- Internal Auditor
5. Human Resource Focus- Personnel Director
6. Organizational Process Management- Purchasing Manager
7. Organizational Results- President/CEO
*Category leaders do not have to be experts in all the areas of the assigned category, especially since the assigned category may branch off
into many different directions. They do have the option of recruiting others internally to help complete the category questions (e.g.,
purchasing manager worked with the CSBG Director to answer question regarding 6.5, covered partially in this presentation)
Lessons Learned from the Award for
Excellence Process continued…
• A dedicated team leader is critical. It doesn’t necessary have to be a someone in
administration, but it definitely needs to be someone who is at least somewhat familiar
with all the facets of the agency covered by the standards. Also, it has to be someone
who shows little to no resistance when taking the lead, works well with others, works
well under pressure, and doesn’t mind to take charge and be assertive if the situation
arises…and it will.
• A consultant is a great idea! A consultant will keep your team on track, helping to set a
timeline and goals for the timeline; however, it is up to the team to do the work. They
are also great to combine the work of all your team members. Your self-study needs to
read like there is one author.
• Plan early and be specific in scheduled goal dates. For instance, we began working on
our strategic plan in 2012. When the Organizational Standards draft come out, we
reviewed and decided to incorporate these into the strategic plan and, where necessary,
into agency operations. Our Executive Secretary created a schedule based on the
Organization Standards requirements long before guidance was made available.
Lessons Learned from the Award for
Excellence Process continued…
• Collect documentation as you proceed; don’t wait until it is time for the team to come.
As you work through the process, start pulling together your documents.
• Make sure everyone has the correct documents to work from, even if you are the lead
and sent everything out. People are hit with a ton of information and it can be
confusing and overwhelming. Go to each person and review what they have been
given and make sure it is correct.
• Gain the buy-in of everyone in your agency before the official process starts. Staff
need to understand this is a group process. They need to understand that this is not a
win for the Excellence Team, this is a win for the whole agency. Keep them informed.
• Gain cooperation immediately, now is not the time to have to go through a supervisor
to get a document from frontline staff. Make sure supervisors convey to their staff that
they are to submit information requested immediately.
Lessons Learned from the Award for
Excellence Process continued…
• Don’t be afraid or reluctant to contact previous award winners to obtain examples of
how they met a standard. Some of the documents/practices may be unfamiliar or not
clearly understood. Previous winners are a great resource and are very willing to help.
But…..you don’t want to copy everything they are doing verbatim. Make it your own,
a fit for your agency.
• Remember, its about your process. Keep the teams focus on the systematic process
associated with the standards. Its very easy to get off track since we are all use to
reporting on results.
• Don’t over-sophisticate your processes. Remember, if you can’t easily understand it,
how will you properly convey it to the reviewers?
• You are not competing against other agencies, you are competing against the
standards.
Lessons Learned from the Award for
Excellence Process continued…
• Make the review as easy and convenient as possible for the Reviewers; use dropbox
and ipads, be detail oriented and consistent in how information is organized.
• Make sure everyone understands in the beginning, any revised or new practices put
into place are permanent. You are transforming your agency into Excellence for the
long term. If you “earn” the Award, there will be pressure to stay on top.
• This is a great way to bring your staff together, working as a real team. We always
worked really well together, but this gave us a common goal in which everyone was
100% dedicated.
??? Questions ???