Transforming Together: Implementation Guide
2 Increased political credibility and support When agencies work together and show how their programs contribute to shared outcomes–and can achieve a better “return on investment” than prior, siloed efforts–they gain credibility with boards, commissions, and elected officials. For example, a health services department leader who can say, “Our investment not only helped us meet our goals, but also improved school outcomes and reduced foster care entries,” sends a powerful message about impact and efficiency. Boards are more likely to support funding when they see coordination and shared success across agencies. 3 Stronger positioning for grants and external funding Funders—both public and private—want to invest in efforts that show collaboration, impact, and clear return on investment. When counties can tell a unified story, backed by shared data and outcomes, they become stronger candidates for funding. 4 Less duplication and administrative burden Some agencies have robust means and capacity for tracking outcomes and improving services; others have more limited staff and systems. By aligning outcomes and creating joint dashboards or data reports across all agencies, counties can reduce duplicated work (refer to Sacramento County vignette in Chapter 1), identify gaps, and better support agencies with fewer resources. This approach helps everyone spend more time improving services and less time on paperwork.
5 Clearer, more consistent communication with the community
When partners agree on key metrics they are tracking and why, their messages to the public become clearer and more trustworthy. Communities, elected officials, and local stakeholders are more likely to engage when they hear consistent, coherent, and transparent updates about outcomes. 6 More meaningful engagement with youth and families It is not easy for government agencies to involve youth, parents, and caregivers in government planning efforts. However, by looking for creative avenues and working hard to craft shared outcomes, the county’s ILT can cultivate deeper and more authentic engagement. When community members help shape how success is defined, the work becomes more relevant and accountable. Listening to lived experience—and incorporating that knowledge into decision- making—is a powerful way to correct past harms and create a new approach to service delivery that better meets families’ needs. Getting Started A county’s Interagency Leadership Team members should convene staff from across all children, youth and family-serving agencies and ask: • Which data does each agency collect about the populations it serves and the efficacy of services? • Do any of the data sources or collection efforts overlap? • How could the county use these data together to improve services and outcomes?
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