Download A Fawcett Strong Measures presentation PPS

Strong Measures
Getting real about outcomes – the
‘what’ & the ‘why’
Anthea Fawcett & Suzanah Kuzio
CDEP Regional Initiatives & Peer Learning Fund
Building CDEP capacity & peer support
to grow healthy food & healthy communities
Workshop, Cairns
Why do we need strong measures?
STRONG PROJECTS – STORIES
Linkages & partnerships - sustainability
Community Development (CD)
Processes to build org. strengths of community:
engage, strengths based, process, time
Community D’Ment Projects
Respond to community aspirations/needs, need to
support ‘agreed’ recognised CD goals
CDEP
‘Wicked’ but vital role in CD – broker, facilitate
STRONG MEASURES
Planning tool & strategy
Diverse stakeholders, change, core goals to build
common purpose, straddle differences
Core Outcomes – the ‘why’
What people care about!
Monitoring, management,
reporting
Community, partners, investors
Celebrate ‘tell’ success
Benchmark achievements, build business case
Transition/succession planning
Process – changing people, policy
Sustainability & resilience
Management, governance, CD o’ship, funding
CDEP Regional Initiatives & Peer Learning Fund
Building CDEP capacity & peer support
to grow healthy food & healthy communities
Workshop, Cairns
CDEP Projects – Outcome Measures
CDEP projects deliver CDEP outcomes & diverse social development benefits:
 Government, community and investors often want different/competitive outcomes?
 What ‘core’ social development outcomes does everyone want, that ‘stick’
 How can you develop outcome measures that support ‘core’ goals & work for your
community by helping communicate the diverse benefits of your project?
Benefits may be:
 Tangible & readily measurable – eg. volume produce grown, No people trained
 Qualitative - attitudes & perceptions – eg. social inclusion, self-confidence
 Commercial or semi-commercial – profitable? cost neutral? Covers a good % of
costs? delivers social benefits ‘investors’ will invest in to achieve the social benefits
 Good Outcome measures include quantitative & qualitative measures – KISS
Need to get real about & communicate key measures & how they inter-relate:
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Commercial measures – value for money
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Community development measures – Community indicators
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CDEP outcomes
CDEP Regional Initiatives & Peer Learning Fund
Building CDEP capacity & peer support
to grow healthy food & healthy communities
Workshop, Cairns
Goals, Outcomes, Outputs & Activities
Community Development Outcomes – Core Goals, The Impact!
An outcome is a social development benefit that people enjoy from a program, project or
other initiative. Different from an output or activity. Making meals is an activity. The number
of meals provided by a Healthy Takeaway is an output measure.
Improved health & nutritional status are outcomes – common thing people care about!
Commercial Outcomes
A goal may be a self sustaining enterprise. Core outcomes may be products produced and
sold, development of management reporting measures and governance systems. Activities
and outputs to get there may be leadership and training courses undertaken.
CDEP Outcomes
Support community development outcomes, but CDEP Outcomes may be community
development activities & outputs – eg. No. Employed, No trained, Training Plans deliv. d
Tricky?
Focus on a few key KPIS for each key area that relate to CORE social development
outcomes that mean something to your community!
Record and report on them!....
CDEP Regional Initiatives & Peer Learning Fund
Building CDEP capacity & peer support
to grow healthy food & healthy communities
Workshop, Cairns
Community development & CDEP
Community development? Processes that involve community members to:
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express their needs and aspirations
Identify, talk about, & prioritise options to help meet needs & aspirations - outcomes
provide input into what local projects & capacity building pathways to pursue & how
foster local leadership & organisational capacity building
strengthen existing or build new local Aboriginal organisations - Social Enterprises
Various CD ‘approaches’ – different emphases, bottom up, PAR, PM&E, mainstream
planning processes, enterprise & employment, &/or Culture driven.
Who drives? Councils, Health organisations, CDEP organisations, govt agencies &
programs, Local Elders, Leaders, Aboriginal organisations – people/process/r’ships!
Key features? Processes that take time, involve cooperation & negotiation, to build trust,
relationships & partnerships – incremental, learning cycles & reiteration of them
CD is not social work or one off great projects – but learning & working together to
communicate, contribute, & build together - to build & sustain good linked up projects
Linked up projects - STRONG measures, delivers OUTCOMES are CD incubators
CDEP Regional Initiatives & Peer Learning Fund
Building CDEP capacity & peer support
to grow healthy food & healthy communities
Workshop, Cairns
Community Development – involves stakeholders in Action Learning Cycle’s.
Measures can help to develop, build and improve the shared ‘story’, & to focus on
common ground – build the core outcomes that people care about.
How can you involve community members in developing the story & measures for your
projects? How do – or can – you link your projects with local CD processes?
Quantitative and
qualitative data
collection points
Acknowledgement: Dr Mark MoranPrincipal Policy Advisor,
Australia Program, World Vision Australia, Adjunct Associate Professor, University of Queensland
CDEPs ‘wicked’ vital role in CD
Social Enterprises:
Businesses founded on the pursuit of social as well as financial outcomes. Supporting
social causes is the prime motivation of a social enterprise; reinvest profits for social benefit;
run as a business (governance); maintains income by business activity (not as a charity) and
may seek investment from stakeholders (govt, other) who wish to invest in (subsidise) social
outcomes.
Your CDEP either is or partners with Social Enterprises eg. Aboriginal Councils.
CDEP projects & assets need transition plans – clear ownership & responsibilities; a clear
management home & joint plan with your partner organisations.
Developing & communicating strong measures, together, builds strength overall plans
CDEP’s ‘wicked’ but exciting position:
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past & future baggage, policy changes, uncertainty – Strong projects, greater certainty…
Powerful position to access funding & support for capacity building
help communities acquire assets, but you don’t own them – the community does
Community assets need legacy plans - business case & transition plan
CDEP Regional Initiatives & Peer Learning Fund
Building CDEP capacity & peer support
to grow healthy food & healthy communities
Workshop, Cairns
A CDEP PROJECT Business Plan Story – Key components, measures for Sustainability
COMMERCIAL / FINANCIAL INFORMATION
The management ‘home’ – arrangements, agreements key partners
What are the core future activities? CD goal/s – How project will contribute to it
What are the real costs / income forecasts for core activities going forward?
1) Project/enterprise operating costs – staff (real wages), trainers, materials
2) Revenues? – sales? CD subsidies? CDEP outcomes – mix?
3) New capital costs for equipment/assets – costs also community assets (both ledgers)
What existing community strengths/assets will the program use & add value to?
1) Employing local people with skills/interest - keeping money in the community
2) Volunteer contributions – keep real/credible & value
3) Use of existing assets & infra often not valued or under-utilized. List – put value on!
You are leveraging past investments! demonstrating the value of past investments!
AND adding value by maintaining or upgrading them.
A $ value can be put on each of the above sorts of items - these measures help build
the business & management story, help ‘sell & tell’ CD ‘value’ for succession…
A CDEP PROJECT Business Plan Story – Key components, measures for sustainability
COMMUNITY INDICATORS of COMMUNITY DEVELOPMENT
How is the project responding to needs the community has expressed?
1) People want new skills because they want work experience and pathways to a job
2) People want to work together on something the community needs and to create good
energy, eg. better health, school attendance
3) People want something to do that makes them feel good about themselves
4) People want to encourage young people to get involved & think about life options
Participation and informal ‘interest’ rates are good quantitative indicators – both of
people working/training/volunteering in project and of people who dropped by, asked
questions about activities. Record & measure both!
Qualitative indicators – people’s perceptions – good Community Indicators of success.
Involve community members/groups as ‘researchers’ to gather information:
eg. Talking circles, cook-ups & informal surveys etc – various participatory techniques
1) Enjoyed it - want to do another program or work experience in x, y, z
2) Getting people in their community to work together (social cohesion, inclusion)
3) Personal and Community pride
4) Something we could build on here in community – activities or possibly jobs?
4) Daily routine of work & improved understanding of work ethic
6) People have life skills and confidence to seek employment (job readiness)
A CDEP PROJECT – Business Plan Story - Key components, measures for sustainability
CCDEP INDICATORS
What are the key outcomes and their Indicators of Success
1) Number employed employment placement payments
2) Number trained
- Training commencement payments
- Accredited training AND Non-Accredited training and participation
3) Quality improvements
- Providers management of change
- Community satisfaction with provider
- Training plans completed for all participants
- Successful links with Employment Service providers
- Community Development Projects that reflect community priorities
* - Great program – people asking for more
* 4) CDEP input to Project Business & Transition Plans for CD Projects, new assets acquired:
- Was the Training Program one off, will it be repeated, built upon for training only?
- Will the community assets acquired be used for other community projects or possible
community enterprise? How?
-What is the plan to take it forward with other CD activities & stakeholders? What Partners,
agreements, resource requirements?
CASE STUDY: Healthy TakeAway & Café Enterprise – Transition plan for
CDEP Training Project
Project Transition Business Plan – key steps & measures
CD
links/measures
OVERALL COMMUNITY GOAL: Healthy kids & families who can afford &
access healthy food they like to eat.
All Community,
Govt. agencies
KEY ENTERPRISE OUTCOMES
1.To be a self sustaining community operated enterprise eg. 3 years
2.To provide healthy meals, takeaways & catering services
3.To provide local employment & work experience/pathways
Community events,
Health Promotion
activities, Jobs,
Families – life skills,
affordable food
KEY STEPS – quantitative & qualitative marketing ‘sell & tell’ investors
- Governance: Partner agreements - ownership, management
responsibilities, process, staff & start up assets; ongoing financial inputs
- Business plan – operating costs & revenues/sales – products
- Further CDEP Training payments - % return to enterprise
- Staff plan: Manager and staff/participants
- New/additional capital & equipment
- Marketing Plan: products /services: individuals, organisations, events
-Events, activities community groups: Women Youth Aged Care Elders
Enterprise ‘Home’
Partnerships – in &
out of community
Community use &
feedback
Community place to
meet & socialise
Community
pride/self
confidence
Select key measures for KEY OUTCOMES & KEY STEPS – record goals
and actuals now, monitor, benchmark & celebrate achievements, time
Community
indicators
Community Development Shared Goal – Common Ground for Story & Partnerships
THE WHY: Healthy kids & families who can afford & access healthy food they like to eat.
CD Strategies – Healthy & Active Lifestyles campaign and local Food Security strategy
Measure/s: Child anaemia, failure to thrive rates, diabetes, obesity, heart disease rates.
Who responsible –multiple agency partners, with community, integrated strategy
THE WHAT - CDEP contribution to Community Development Strategy & Goals:
- Operates community farm in p’ship with Council to sell to local people
- Starts Healthy TakeAway Shop & Café Enterprise, build on training projects & assets
- Runs a non-accredited CD gardening program for households & the local school
THE FARM
Goal & Core Outcome Measure/s: To become cost neutral and produce
70% of local F&V for community needs in 3 years – viable Social
Enterprise in partnership with Council.
What other core measures – to measure NOW and over TIME?
HEALTHY TAKEAWAY & CAFÉ
Goal & Core Outcome Measure/s: Commercial training kitchen to become
hub for Social Enterprise in partnership with Council in 3 years, to transition
to community owned entity, to be self sustaining in 5 years.
What other core measures – to measure NOW and over TIME?
HOUSEHOLD & SCHOOL GARDEN PROGRAM
Goal & Core Outcome Measure/s: Healthy life skills & fun
activities for kids to eat well & increase school attendance;
Gardening workshops & support for parents & community
members to learn skills for home or community gardens.
What other core measures – to measure NOW and over TIME?
Community Garden Program, West Arnhem
Shire, West Arnhem Land.
•
CDO supports 3 supervisors and provides
informal on the job training to all participants.
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3 gardens; 1 supervisor per garden, and as
many CDEP participants in each community as
interested.
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Supervisors are being trained to manage the
gardens as businesses by 2012 (post CDEP)
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Gardens at Gunbalanya/Oenpelli, Warruwi
community on Goulburn Island, 3rd planned
for Minjalang community on Croker Island
Each gardens is about 0.8ha
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Foods grown include banana, paw paw, sweet
potato, sweet corn, watermelon, rockmelon,
pumpkin, cucumber and tomato
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Produce is grown for sale and consumption
within the community - through the
community stores and Aged Care Services
Gunbalanya/Oenpelli Market Garden- kg produce
sold over 18 months to June 2011, ¾ ha (7000m2)
.
Acknowledgement and thanks to Alex Debono, Community Development Officer,
Market Gardens, West Arnhem Shire.
Alex estimates approx. ¼ to ½ of above (additional), was taken home by the people
working in the garden but not recorded. This garden is about ¾ ha (7000 m2) and
was mostly set up prior to the above data period. Fencing, irrigation and a banana
orchard were already in place. Upgrades included the irrigation system, building a
storage space, planting a wind break and relocation of the banana orchard. In this
period, time was also allocated to training. 2-4 staff worked in the garden daily for
approximately 3 hours per day.
Discussion/Break out Groups
Your Projects
What are your core goals for them?CD core goals?
How do you share and build the story with your community and
Community Development processes that are in your community?
What key measures do you currently keep track of and share?
What could you measure better NOW and track over TIME?
To Sell and Tell your story to the community and investors
- Commercial – value for money
- Community Development indicators
- CDEP Outcomes
CDEP Regional Initiatives & Peer Learning Fund
Building CDEP capacity & peer support
to grow healthy food & healthy communities
Workshop, Cairns