Transforming Together: Implementation Guide
• Facilitating access to one another’s data outcomes and outputs . Sharing data allows partners to measure impact and streamline service delivery. One partner’s programmatic or fiscal impact is often visible in the outputs or “gains” of a partner agency. Note that while many outcomes can be shared and analyzed without any legal concern, some data sharing requires complex agreements or memoranda (which is also why a designated leadership body needs to be engaged in resolving any roadblocks). • Identifying or redeploying financial resources to sustain the otherwise isolated funding within any singular partner agency. • Tapping the wisdom and experience of peer leaders in adjacent departments within the system , who have a view of the whole to augment or clarify county or community needs. This collective wisdom allows a leadership team to recognize and sustain its transformative role. 2 • Co-developing and offering a new, comprehensive array of services and supports –allowing agencies and communities to address various needs collectively, develop the continuum of programs and services needed to keep children and youth at home, in school, and outside of youth corrections. This chapter–and the entire Implementation Guide–regularly refers to a decision-making structure with two separate but intertwined tiers that county leaders can deploy to support creating and implementing a new Ecosystem of Care: an Integrated Leadership Team (ILT) and an Executive Advisory Committee (EAC).
Systems change requires committted and sustained leadership. Collective impact, System of Care, Community Schools, and other research- informed practice approaches provide venues where leaders of partner organizations can develop and maintain a shared vision and goals and oversee cross-agency implementation.
The What Key Components of an Ecosystem of Care Leadership Structure Identify and support a two-tiered leadership structure
Systems change requires committed and sustained leadership. Collective Impact, System of Care, Community Schools, and other research-informed practice approaches provide venues where leaders of partner organizations can develop and maintain a shared vision and goals and oversee cross- agency implementation. We invite system leaders to be actively involved in guiding and sustaining the change process. Shared leadership, supported and anchored in a high-functioning leadership body, is essential for persevering through the numerous obstacles to cross-agency collaboration. Working together regularly, partners can successfully address common challenges such as:
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