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

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. Outline. Evaluation Framework and Purposes

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

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  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

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