Transforming Together: Implementation Guide
Community Voice is Essential Another key first step to setting priorities and goals is committing to examine agency- collected data, discuss implications and possible priorities, and find solutions in collaboration with community members. In particular, county leaders should invite to the table those who have been harmed in the past by prior efforts or requirements, in order to minimize new harm going forward. Data can help guide this process—when reviewed collectively across systems, it can reveal patterns of inequity, surface systemic barriers, and illuminate where policies or practices may have caused or perpetuated harm. By leveraging shared data responsibly, counties can strengthen trust and ensure that future decisions are grounded in transparency and accountability (see here). County leaders can invite more authentic involvement in these ways 10 : 1. Invite and support historically underserved communities to identify actions necessary to create an ecosystem that earns trust (and recognizes any mistakes and harmful programs, policies, or practices). 2. Seek out accessible forums (traditional and non-traditional) and safe spaces that foster the conditions that allow for authentic community feedback to occur. 3. Commit to co-create shared goals that can become transparent metrics for success, tracked through a local dashboard that is accessible and understandable to all.
data in identifying community needs and shared outcomes. This can be in the form of interviews, focus groups, listening sessions, etc. Tool Spotlight: The Summary of Interviews (ESC Toolkit) captures insights from partner agencies and community members, offering counties a structured method to compare stakeholder perspectives with quantitative data. Tool Spotlight: The CYBHI County Case Studies provide detailed examples of how local leadership teams are advancing system-of-care integration through shared governance, data alignment, and cross- sector collaboration across nine California counties. From a data perspective, each case offers quantitative insights about a given county’s demographics, behavioral health outcomes, and resources compared to statewide averages. Each report also describes the working relationship of county agencies with one another through quantitative and qualitative means. With detailed references for each data source, these reports offer practical replicable models of shared dashboards and metrics for consideration. Making the most of system macrodata sometimes requires input from advisors with experience in system design, data strategy, and technology. These experts can help county leaders and agency staff navigate the inevitable challenges that come from aligning efforts and synthesizing data. Tool Spotlight: The Existing Needs Assessment Tools and Data Resources (ESC Toolkit) provides counties with a catalog of common data sources and assessments already in use, reducing duplication and helping leadership teams leverage what’s available before commissioning new studies.
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