The Systems to Family Stability (SFS) National Academy was an OFA initiative that consisted of eight teams (comprised of state TANF agencies, OFA representatives, and subject matter experts) that were organized to design and build collaborative systems within and across agencies to improve family economic security. In this second of three videos that were produced as a result of this initiative, leaders from the SFS National Policy Academy offer advice and ideas on supporting change.

The Systems to Family Stability (SFS) National Academy was an OFA initiative that consisted of eight teams (comprised of state TANF agencies, OFA representatives, and subject matter experts) that were organized to design and build collaborative systems within and across agencies to improve family economic security. In this first of three videos that were produced as a result of this initiative, SFS National Policy Academy participants share practical tips and ideas based on how they implemented strategies to expand their agency's capacity and support system-wide changes.

This report from the Urban Institute shares the experiences of women who have received TANF cash assistance for more than five years in the District of Columbia. Recently, the District changed their policy to do away with the five-year time limit for full benefits and as of April 1, 2018, those past the five- year limit will still receive full benefits. The report does not evaluate the DC TANF program but provides a picture in time of the participating women's experiences as DC embarks on services changes and improvements to their program.

The Systems to Family Stability (SFS) National Academy was an OFA initiative that consisted of eight teams (comprised of state TANF agencies, OFA representatives, and subject matter experts) that were organized to design and build collaborative systems within and across agencies to improve family economic security. In this one of three videos that were produced as a result of this initiative, SFS National Policy Academy participants provide guidance and tips to engage staff in change management processes as agencies prepare and implement new practices.

This blog post from the U.S. Department of Health and Human Services, Administration for Children and Families describes a new report commissioned by the Alliance for Strong Families and Communities and the American Public Human Services Association entitled “Our North Star: Transforming Human Services through Strategic Partnerships with Communities.” The report shares ACF’s vision for strengthening human services by uniting with community-based organizations and other partners, aligning efforts, and crossing program boundaries to improve the lives of children and their families. Also featured are some “north star” initiatives and examples; these initiatives include committing to measuring long-term outcomes, investing in capacity for innovation, developing strategic partnerships, and reducing regulatory barriers.

On August 17, 2017, the Office of Family Assistance (OFA) sponsored a technical assistance site exchange for Ramsey County (Minnesota) Workforce Solutions to meet with staff from the Maryland Department of Labor, Licensing, and Regulation’s (DLLR) Division of Workforce Development and Adult Learning, and Maryland Department of Human Services’ Office of Workforce Development to discuss service delivery methods. During the site exchange, Ramsey County shared materials that reflect their approach to adopting and implementing a comprehensive, strengths-based, service delivery model, including how they built staff capacity through training on coaching, motivational interviewing, and executive functioning skills. (When using these materials, Mathematica, Goodwill Easter Seals of Minnesota, and Ramsey County Workforce Solutions should be credited.)

A virtual roundtable was held on November 30, 2017 from 1:00-5:00 p.m. EST, co-presented by the Office of Family Assistance, the Office of Child Support Enforcement, and the Family and Youth Services Bureau. Via plenaries and breakout sessions, the roundtable  defined family violence, explained good cause, and highlighted examples of excellence across the nation.

The Opening Plenary Session was titled, "Family Violence and Accessing and Applying for Public Benefits and Work Supports: Challenges and Solutions," and was led by Dr. Janet Mickish, Lead Trainer and Manager of Staff Development, Colorado Department of Human Services and Krista Del Gallo, Public Policy Manager, Texas Council on Family Violence (TCFV).

The Plenary was followed by 4 breakout sessions to include:

• Breakout Session #1: Discussion Around Building Good Relationships with DV Coalitions and Programs
• Breakout Session #2: Promoting Disclosure and Safety for Victims Accessing Child Support
• Breakout Session #3: Establishing Good Cause
• Breakout Session #4: Family Violence with Native American Populations

The roundtable closed with a plenary titled, "State and Local TANF/Child Support Programs of Excellence," led by Meghan McCann, National Conference of State Legislatures; Amber Harchuk, Temporary Assistance to Domestic Violence Survivor’s (TA-DVS) Policy Analyst and DHS Domestic Violence Co-Located Advocates Program Coordinator; Belit Burke, Self-Sufficiency Program Administrator, Oregon Department of Human Services; and Traci Underwood, Program Coordinator, Economic Justice Project, Washington State Coalition Against Domestic Violence. 

This Urban Institute brief examines the experiences of clients applying for work supports, such as Supplemental Nutrition Assistance Program (SNAP) benefits, Medicaid, and child care assistance. Applying for these benefits can be a daunting process for low-income families, so six states participated in the Work Support Strategies initiative to streamline and improve the application and service delivery process. The authors describe the experiences of families applying for work supports, then they identify three areas where the process could be improved. Those areas include minimizing wait times so families can receive their benefits sooner, improving customer service so families applying for benefits are treated with respect, and providing clearer information about the process of applying for benefits. The authors recommend that states provide a range of options for applying for benefits and aim for providing benefits on the same day that a client applies.

This MDRC brief is part of a series that documents the implementation of the Change Capital Fund, an economic mobility initiative in New York City. The Change Capital Fund was a consortium of donors who invested in local community development corporations that were pursuing antipoverty strategies that integrated housing, education, and employment services. In this brief, the authors focus on how the Change Capital fund used program data as a tool for continuous learning and improvement, including the specific assistance that grantees received to build their capacity to use data for performance management.

This report by the Urban Institute describes findings of the Work Support Strategies (WSS) initiative, which helps states improve their service delivery, run programs more effectively, and modernize. Through technical assistance, grants, and peer learning, WSS aids state programs in Colorado, Idaho, Illinois, North Carolina, Rhode Island, and South Carolina. This report discusses business process redesign efforts undertaken by these states and the outcomes of these efforts.