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In
2002, the Department of Human Services (DHS) began
developing an internal framework which articulated
its key strategies and intended impact. This work
is reflected in the DHS Theory of Change. Over six months, both large (80) and small
groups (10) came together to explore and develop
a new mission statement and elements of the Theory
of Change which includes: focus issues, assumptions,
key strategies, expected change and environmental
context. Completed in 2003, the Theory of Change
provided all DHS programs with a common framework
for how they worked together to impact the lives
of individuals and families in Oakland.
In 2004, the work continued. Programs began
to strengthen their alignment within DHS (based
on the Theory of Change) and in the broader
Mayor/City Council framework (Goals and Objectives).
To do so, technical assistance and training
were provided to programs in order to complete
a program narrative. The program narrative
was designed to guide program teams through
a process of reflection and strategic thinking
about the underlying purpose of their efforts
and to identify targets and measures for tracking
implementation and impact (See
Narrative Template page).
Throughout the process, teams have expressed greater knowledge
and understanding of the work of their colleagues.
Opportunities for increased integration
and collaboration have surfaced and a common language has been developed throughout
the Department. In July 2005, DHS completed its strategic framework and revised its Theory of Change to reflect the work thus far.
Once the program narratives
are complete, DHS can look across the department programs and identify and set performance targets that
more accurately reflect the work that is being
done in the field and the impact it is having
on the lives of Oakland residents. Meanwhile, DHS continues to refine current
performance measures and other mechanisms for
evaluating and monitoring outcomes.
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