CSBG 2015 16 Application Process Needs Assessment Logic

CSBG 2015 -16 Application Process Needs Assessment, Logic Model, and Work Plan Office on Volunteerism and Community Services, Office of Community Services January 20, 2015

� 1. Community Services Block Grant Application coversheet - (CSBG A-01) � 2. Certification of Required Documentation - (CSBG A 02) � 3. List of Grantee Board of Directors - (CSBG A-03) � 4. ◦ Need to have plan for vacancies Certification of Needs Assessment - (CSBG A-04) Application Content

◦ 5. Budget Summary - (CSBG A-05) – 2 Tabs - Federal CSBG and TANF ◦ 6. Program Budget–Non-CSBG Match(CSBG A-06) ◦ 7. Funded Positions by Program Area -(CSBG A-07) – Federal CSBG and TANF ◦ 8. TANF Non-Assistance Expenditures Budget -(CSBG A -08) Application Content (cont’d)

◦ 9. TANF Budget Documentation Worksheet - (CSBG A-09) ◦ 10. CSBG Estimated Outcomes – (CSBG A-10) � New form that matches the reporting form, insert targets for each outcome, and outputs that feed into outcome. ◦ 11. Sub-Grant Summary Sheet – (CSBG A-11) If necessary ◦ 12. Logic Model and Workplan – (CSBG A-12) Application Contents (cont’d)

�A-04 (Cert of needs assessment) ◦ Listing primary needs in each service area �Some may be same in multiple areas �Some may be needs you can’t address personally ◦ Needs shouldn’t match your programs 100% ◦ Must lead in region on finding solutions to needs (partners, planning) �These needs will feed into the logic model �Do not focus on the # ◦ 4 is a minimum, give a good feel for what is needed Areas that have changed

�A-10 CSBG Estimated Outcomes ◦ No listing of $’s per output ◦ New reporting form used �Added target columns �Added instruction to list (in “other” area) the outputs that feed up into outcome (the NPI) �Enables alignment (make sure outputs with correct NPI) �Able to use same form throughout Areas that have changed

�A-12 (Logic Model ◦ New addition Needs Assesment and Workplan) Logic Model Workplan ◦ Process Needs Assessment reviewed for changes next year Logic Model reviewed, feedback given and changes made before contract Workplan reviewed, feedback given and changes made before contract Areas that have changed

Date Action Responsible January 21 -Mar. 31 Develop Application materials CAA (contact OVCS for assistance) April 1 Application Due CAA Submit 2 hard copies, 1 electronic to OVCS April 1 – April 20 All feedback sent by OVCS to CAA’s May 15 All changes made and CAA (approval by approved by OVCS) June 30 Contract preparation Date depends on notification of funding Timeline OVCS

�Needs Assessments address all needs ◦ Constantly improve your processes to get the best information possible ◦ Always conduct a review after to discuss strengths/weaknesses Key points to consider

�Logic Model preparation requires needs, operations, and measurement to complete ◦ This is first year for this requirement. You will need to begin thinking about improvement to this as soon as this application is submitted. �OVCS expectation will be higher next year ◦ Requires input of multiple stakeholders �Is it realistic, measurable, and clear? Key Points to Consider

�Workplan operationalizes the Logic Model ◦ OVCS expectations for next year much higher ◦ As detailed as you need to easily track success/challenges ◦ How all needs are met (identified, may be by partners) Key points to consider

�Logic Model is often confused with the work plan ◦ LM is a support for planning and carrying out the plan ◦ Logic Model shows Changes that occur because of your activity �Connects the operation of the program to measurable outcome Logic Model

�You will be given information for your group (you can create your own) �Follow the format of the Logic Model Template from left to right ◦ Focus on creating clear needs/problems and giving practical but innovative steps for meeting the needs ◦ Follow format ◦ Take the time to really discuss, and list problems/questions you came across Logic Model Group Exercise

�Each group will report out for 3 to 5 minutes ◦ We will discuss NPI matchup �These sample Logic Models will be sent out as resources to the Network Logic Model Group Exercise

�Needs assessment fed into Logic Model �Logic Model shows what we want to happen (the change) �Workplan is how we get there, and how we know we’ve arrived Getting to a Workplan

�Attachment Instructions 2 of the CSBG Application ◦ A list of the elements expected in the Workplan Attachment 2 (Workplan)

� All identified needs addressed ◦ Tied to existing or new programs ◦ Partners identified for those you can’t serve �Includes agreements/resources needed, or those you have and how used �Plan for building additional resources/partners � Clear, measurable, impactful outcomes ◦ Outputs feed up into an outcome ◦ Long-term outcomes have a review process � Specific, detailed ◦ Anyone that reads this should know what you’re doing and why OVCS Expectations

�Responsibilities �Timelines assigned for completion of elements �Who will track progress and how? ◦ The reports people receive, how used ◦ Processes for review of information ◦ Evaluation methods OVCS Expectations

� Programs/activities/strategies � The objective of each program (outcome) ◦ How it was derived ◦ Specific, measurable, achievable, realistic, time-bound � Who are you targeting? How are customers ◦ Marketing of program (traditional, social media) � Means of measuring outcomes ◦ Specific tools, people responsible ◦ Types of data �Who will review it �How its evaluated ◦ Concerns, things to develop Elements of the plan identified?

�Consider Timeline using a Responsibility Chart with ◦ Break down to individual tasks, person responsible, support people needed, when due ◦ There will be upfront burden/work this year, but should become a regular update in future Elements of the plan

�Individual program descriptions ◦ How they fit into the agency mission ◦ How they tie specifically to the outcome and the need Elements of the Plan

�All applications must have a logic model and workplan ◦ Feedback will be given ◦ CAA’s must address/respond to feedback ◦ Technical assistance will be available �This process should be constructive and will result in better contract documents Ultimate requirements

�Eventual goal is that you can provide this workplan to anyone, and they can clearly know what you are doing and how ◦ For our office, this will enable us to understand program needs, what we should be expecting to see in reporting, and ways to target training/additional resources What is the point?

�Your workplan is a tool. Develop it as such �Spend appropriate time on development ◦ For this year, there is an understanding that this will be a first step �Next year, your workplan should be an instructive and useful guide to all things CSBG (and CSBGrelated) Final thoughts

�Questions? �Contact ◦ Bill. stith@dss. virginia. gov ◦ Kia. holder@dss. virginia. gov ◦ Matt. fitzgerald@dss. virginia. gov Thank you!