CYPB’S 2022 PRIORITIES

CYPB set four priorities to inform its overall work and direction in 2022. See below for detail and results related to each.

1. 1. Strengthened Coordination Practice & Accountability to Delivering Results With Impact
2. 2. Youth Master Plan Implementation & Delivery
3. 3. Increased Access to Healing Opportunities For Youth
4. 4. Quorum

Results were scored by CYPB + Youth Master Plan Steering Committee and Working Group members in December 2022 as a practice in continuous commitment to assess its own work. Average scores, a narrative summary of results, and opportunities for continuous quality improvement are outlined in blue text below each priority.

Priority 1: Strengthened Coordination Practice & Accountability to Delivering Results With Impact

CYPB operations and infrastructure will continue to primarily serve the advancement of the Youth Master Plan with an intentional approach to coordinating across systems and public accountability to action.

HOW DID WE DO?

Average Score: 3/5

Narrative Summary of results:

• Youth Master Plan Partners inform and onboard stakeholders for alignment at various levels as demonstrated by current composition of Steering Committee and Working Groups.
• Introduced data concepts, such as how measured results connect to strategies.
• Working Group members advanced solutions through a coordinated approach to action.
• The creation of the Youth Master Plan Summary document represents a usable tool for shared language, approaches, and alignment to plan implementation.

Opportunities for Continuous Quality Improvement:

• Develop/strengthen formalized and informed coordination structures across sectors
• Increase perceived ownership of the plan beyond CYPB. Raise buy-in and ownership from youth, community, City Council and other government agencies, school leaders, etc.)

Priority 2: Youth Master Plan Implementation & Delivery

• Build-out of Clear Impact to serve as centralized data story platform and project management tool
• Work plan implementation and action, with project management support staff
• Pursuit of funding for early prioritized solutions and beyond
• Demonstration of early wins via pilots
• Increased Public Awareness of Youth Master Plan

What is the Youth Master Plan?

A comprehensive roadmap for creating and sustaining a positive youth development-focused, results-oriented New Orleans. Visit nolayouthmasterplan.org to find the youth vision and Phase 1 and Phase 2 of the plan.  

It is our shared opportunity to:

• Be deliberate about the potential of our city’s youth
• Build pathways to leverage that potential
• Shift the way we do business at every level

How do we move to action?

Phase 3 of the Youth Master Plan is launched for action as of January 2022 with implementation, monitoring, and evaluation. CYPB will continue to convene Solution Owner Communities to advance work plan delivery for positive results, facilitate cross-sector connection opportunities, and monitor collective progress.

HOW DID WE DO?

Average Score: 3/5

Narrative Summary of results: Build-out of Clear Impact to serve as centralized data story platform and project management tool

• Clear Impact is the project management and data holding infrastructure supporting the monitoring of progress around Youth Master Plan implementation.
• Youth Master Plan Steering Committee and Working Group members have “User Accounts” to monitor progress on action steps and movement towards targeted goals.

Opportunities for Continuous Quality Improvement:

• Better operationalize how we calculate success. Build better understanding and clear criteria for baselines and targets.
• Increase accessibility of Clear Impact to create accountability across systems through deeper collaboration.

Narrative Summary of results: Work plan implementation and action, with project management support staff

• Improved work plan implementation and action, as demonstrated by completed action steps per Youth Master Plan Category, June 2022-December 2022. Each category-specific Working Group was dedicated a consistent Facilitator and Youth Master Plan Partner Support.

Opportunities for Continuous Quality Improvement:

• TBD based on February 2023 Working Group meeting.

Narrative Summary of results: pursuit of funding for early prioritized solutions and beyond

• United Way of Southeast Louisiana (UWSELA) and the Mayor’s Office utilized the Youth Master Plan to guide funding and decision-making, as demonstrated by the 2022 Summer Impact Grant, Youth Master Plan Grants Cycle 1, and ARPA.

Narrative Summary of results: Demonstration of Early Wins via pilots

• Aligned and adjacent wins across our landscape include the New Orleans Health Department Nurse-Home-Visiting program, RTA’s adoption of reduced fare for youth up to age 18, a pilot for school-sponsored student RTA passes, comprehensive PLAAY programming in school and community settings, and more.

Opportunities for Continuous Quality Improvement:

• Increase communication of demonstrated results across a broad audience via “Youth Master Plan Wins” campaign in order to increase awareness and alignment.
• Increase coordination across sectors regarding priority areas in order to leverage resources for better results. 

Narrative Summary of results: increased public awareness of youth master plan

• The Youth Master Plan Summary document was published and promoted as an introductory tool for digestible information about the plan.
• A one-pager, talking points, and a social media toolkit were distributed for Steering Committee member use in promoting the plan across networks.

Opportunities for Continuous Quality Improvement:

• Determine metrics for awareness and accessibility of the Youth Master Plan to inform promotion and marketing strategies, especially within the community.
• Build and implement a marketing/alignment campaign plan.
• Using partners’ trusted brands/platforms to consistently uplift the plan’s results and priorities for greater audience awareness and alignment for action.

Priority 3: Increased Access to Healing Opportunities For Youth

The children of New Orleans are not broken or damaged. They are beautiful. We believe in their healing, their restoration, and their future.

We know a bold effort is needed to move from trauma to healing, from deficit mindsets to strengths mindsets, from reactive approaches to visionary strategies that yield outcomes we know are possible.

In 2022, through Called to Care and the Youth Master Plan, we are focused on healing opportunities for youth and those who love and care for youth.

HOW DID WE DO?

Average Score: 3/5

Narrative Summary of results:

• Awareness of the issue and presenting need has increased, as demonstrated by efforts like the re-instituted Behavioral Health Council and its inclusion of a Youth Pillar; the Mental Health Collaborative, and continuous calls from young people to prioritize improving mental health and well-being supports. 

Opportunities for Continuous Quality Improvement:

• Increase shared understanding of which sub-populations of youth we are centering in increasing access to healing opportunities.
• Fill significant gaps along the full continuum of care by expanding service capacity where need is greatest and better tailoring healing services to meet the cultural needs of the fullness of our city’s people–including but not limited to the growing migrant population.
• Given the reality of need greatly outpacing supply, tool up young people with the information and resources around self-care and peer-support while they wait for increased levels of care. 

Priority 4: Quorum

Attendance matters, as it informs our ability to achieve a quorum and move actions/decisions forward that impact our children and youth. We continue our commitment to showing up.

In 2021, Board attendance was at 61% with 11 members in good standing, having met their required attendance percentage of at least 70% of meetings. The challenge is to reach at least 70% of CYPB members meeting their required attendance percentage in 2022.

HOW DID WE DO?

Average Score: 2/5

Narrative Summary of results:

• In 2022, Board Member attendance was at 30% with 6 members in good standing, having met their required attendance percentage of at least 70% of meetings.
• For reference, 2021 Board Member attendance was at 61% with 11 members in good standing, having met their required attendance percentage of at least 70% of meetings.
• The above attendance data reflects the challenges and shift in our environment, including a shift from virtual to in-person meetings, technical difficulties in hybrid meeting options, residual effects from COVID-19, and our approach to combining and re-setting groups.

Opportunities for Continuous Quality Improvement:

• The challenge is to reach at least 70% of CYPB members meeting their required attendance percentage in 2023.