All in Good Measure: CEDC’s Approach to Capacity Building, Performance Measures, and Outcomes Assessments

1. All in Good Measure:CEDC’s Approach to Capacity Building, Performance Measures, and Outcomes Assessments “All in Good Measure” NTI Symposium Luncheon Presentation By Rodney Fernandez CEDC Executive Director June 28, 2006

2. Outline • Evaluation Framework and Purposes • CEDC’s Answers to Key Questions about Evaluation • Challenges of Evaluation • Benefits of Evaluation

3. Evaluation Framework • Embrace evaluation • Establish a corporate learning culture • Create a comprehensive approach and tool kit

4. Purposes • Share management philosophy, approaches and tools to evaluation and outcomes assessment • Emphasize the crucial leadership role of the CEO, as well as senior management and the board of directors • Encourage a corporate-wide cultural approach to evaluation • Present a comprehensive evaluation framework

5. Key Questions • How do I use evaluation to really help me improve my organization’s work? • How do I choose an evaluation method that meets the needs of multiple stakeholders? • How do I advance the dialog among those stakeholders about what is most valuable to measure? • How do I find the funds in the budget and the time from an over worked staff to properly conduct evaluation?

6. Question 1 Q: How do I use evaluation to really help me improve my organization’s work? A: Evaluation can be used to improve capacity, performance and outcomes • Develop a comprehensive aligned system of evaluation (following slide)

7. A Comprehensive Evaluation System in Alignment

8. Q1: Use of Evaluation to Improve Work • As an example, strategic planning can be used as a tool to increase capacity, competitiveness, and sustainability • Evaluation and participation built into strategic planning through: • SWOT • Stakeholder and community involvement • Use of focus groups

9. Q1: Use of Evaluation to Improve Work • CEDC’s Strategic Planning Outcomes led to four strategies for sustainability • Build up community building capacity • Increase housing development and construction production • Diversify operations, leading to the creation of the NeighborWorks Home Ownership Center • Educate the public about low-income families and affordable housing

10. Q1: Use of Evaluation to Improve Work • Evaluation can be used to: • Take note of accomplishments • Take note of what works, and what does not • Make organizational and program changes sooner rather than later • Increase community and stakeholder involvement • Prepare SMART goals and strategies • Tell you and others what difference your work makes

11. Question 2 • How Do I Choose an Evaluation Method that Meets the Needs of Multiple Stakeholders? • The issue is not to please everyone • The issue is to have a comprehensive, aligned approach • The method needs to be matched to the task • Pick a method for each approach • Success Measures is one example of a tested approach

12. Question 2: Suggested Approach • Pick a staff person to be the leader • Involve the board and managers • Research stakeholder options • Pick a simple approach to start • Involve stakeholders in testing the process and tool (participatory in nature)

13. Question 3 • How Do I Advance the Dialog Among Those Stakeholders About What is Most Valuable to Measure? • Bring in a good cross-section of stakeholders • Reach out to those you normally do not call on • Educate them about the organization first • Second, educate them about outcomes assessments • Provide them with options to choose from • Listen!

14. Question 4 Q: How do I find the funds in the budget and the time from an over worked staff to properly conduct evaluation? A: Evaluation and outcomes work should be viewed as a standard cost of doing business, not as something extra

15. Question 4: Paying for Evaluation • Estimate costs and create a line-item • Raise funds from internal and external sources • Consider not just costs, but benefits (efficiencies, cost savings, leveraging of new revenues) • Identify a lead person who enjoys the work and who has some experience • Involve the Board and managers • Consider ways to involve volunteers and customers • Take the work one step at a time, division by division

16. Question 4: Paying for Evaluation • CEDC FY ‘06 operating budget: $7.0 million • Evaluation costs: approximately 3% of operations ($221,000) • Costs cover: • Strategic planning • Annual goal-setting • Success Measures evaluation for one division

17. Challenges • CEO being open to change and feedback • CEO leadership and senior managers who are willing to open themselves up to divisional self-reflection and external feedback • Finding the right person to lead the process • Looping findings back into performance improvements

18. Benefits • Establishes of a corporate-wide culture of evaluation • Builds a team approach to the work • Creates a learning organization • Increases capacity • Increases performance, and very likely increases funding • Increases understanding of what difference our work has • Enhances our ability to ‘tell the story’

19. Questions and Contact Information • Organization: Cabrillo Economic Development Corporation • Address: 702 County Square Drive, Ventura CA 93003 • Telephone: 805-659-3791 • Fax: 805-659-3195 • Web: www.cabrilloedc.org