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CFBSA PowerPoint Presentation FINAL VERSION

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CFBSA PowerPoint Presentation FINAL VERSION

  1. 1. Key terms
  2. 2. The idea behind the project • To assist the Community Food Bank of Southern Arizona in developing an overall evaluation framework that will enable them to track the outcomes of their feed the line programs • This enables the Community Food Bank of Southern Arizona to identify successful programs and target resources more effectively
  3. 3. Project Scope • Create logic models for each feed the line program. – Tools for completion • Define Food Delivery to Food Justice in The Community Food Bank context – Define the steps required for short term change • Present Evaluation and Process models for long term change.
  4. 4. Implementation Steps • Fill in the gaps in the logic models. – Answer the key Logic model questions for each program • Define a new mission statement for the entire agency – Create an environment of change – Ensure Employee willingness to change – Implement short term changes in the feed the line programs • Choose one of the Process and Evaluation Models to implement for long term change
  5. 5. Immediate Action
  6. 6. Logic Model Construction Completed within outline of programs To be completed by individual programs Food Justice: articulate an overarching goal for the agency
  7. 7. Table of contents Logic Model Questions: Going forward, in order to establish linkages and outcomes, the following questions must be answered: 1. Each program has to define long-term outcomes 2. Each program has to define how they interact with other programs 3. How does each program’s outcome contribute to the goal of food justice for the entire agency?
  8. 8. Agency Market Logic Model Inputs collections from grocers distributors brokers Feeding America Strategies The Agency Market provide s dry and perishable food and non-food products packed in retail and institutional size packaging for the use of non-profit 501(c)(3) agencies with on-site feeding programs. Outputs A high percentage of donated products are acquired through Feeding America, a nationwide network of food banks. Outcomes The Agency Market distribut es 5,938,103 pounds of donated items each year. The Agency Market is currently serving over 140 agencies with 400 agency feeding sites. Impact Obscure or nonexistent measures Rationales/Assumptions: Non-profit agencies such as the Community Food Bank benefit from food contributors of agency markets to provide their facilities with extra produce for their clients. Situation: No Applicable Measures
  9. 9. The Emergency Food Assistance Program (TEFAP) Logic Model Inputs Low-income senior citizens, families Volunteers Donated and purchased food and items Strategies Provides low- income individuals and households with surplus commodities Outputs Dining Room/Soup Kitchen TEFAP Emergency Box Home Meals Mobile Pantry Snack/Meal Program Outcomes An emergency food box created to supplement food needs Impact Obscure or nonexistent measures Rationales/Assumptions: Many families, individuals and elderly persons still require extra food assistance. TEFAP provides additional food options to reduce hunger. Situation: No Applicable Measures ©TEFAP https://www.azdes.gov/main.aspx?menu=359&id=5292
  10. 10. Food Plus (CSFP) Logic Model Inputs Funded by USDA Seniors (Tucson, Marana, Green Valley, Sahuarita, Amado, Nogales) Strategies Provides eligible participants with a food package Outputs Recipients of CSFP-Food Plus receive a one year refillable prescription for USDA commodities. Outcomes As of June 2014, 8 sites: 5,093 households served Nogales Produce: 25,000 lbs Store Donations: 45,000 lbs USDA: 209,190 lbs Impact Obscure or nonexistent measures Rationales/Assumptions: No Applicable Measures Situation: Low income elderly persons requiring additional food assistance
  11. 11. Grocery Rescue Logic Model Inputs Agency Market On-Site Pantry Food Bank clients Food Bank staff Strategies Salvage food nearing the expiration date or no selected by customers Outputs Meat, dairy, prepared and perishable items from Grocery Rescue in Tucson are mainly distributed through our Agency Market program. Outcomes 1,861,068 lbs. of food distributed as of February 2015. Currently seeing a 5% increase in store donations Impact Obscure or nonexistent measures Rationales/Assumptions: Food nearing the expiration date can be salvaged and distributed to food agencies, providing nutritious foods to those in need. Situation: Food nearing the expiration date or unappealing to customers gets thrown out
  12. 12. Supplemental Nutrition Assistance Program (SNAP) Logic Model Inputs Federal Government Low-income individuals and families Strategies Participants receive a debit card with a specific monthly amount that can be used to buy food in most grocery stores. Outputs In July 2012, the average individual on SNAP in Arizona received $29.14 in SNAP benefits per week Outcomes Meant to supplement a household’s food budget to help people put nutritious food on the table. Impact Obscure or nonexistent measures Rationales/Assumptions: Providing extra nutritious foods and benefits to those in need can increase quality of life for those in need. Situation: Low income individuals and families require additional food assistance and health benefits to contend against hunger. 2014 Arizona Food Bank Conference http://www.fns.usda.gov/snap/supplement al-nutrition-assistance-program-snap
  13. 13. Disclaimer • These program logic models were created based on published materials and external sources. • To prevent ambiguities or incorrect data, please have each program meet to discuss their logic models. This will lead to a more accurate representation of each program.
  14. 14. Preparing the Organization for Change and Pilot Programs
  15. 15. Change Theory Feed the Line Programs Measurable Long Term Outcomes
  16. 16. Change Theory for the Feed the Line Programs • The Feed the Line Programs were created with the culture of a food distribution center in mind not Food Justice. • Currently the Feed the Line Programs only measure Outputs • While these output measures can lead to correlations they can not prove causality.
  17. 17. Organizational Change Theory and overcoming Resistance to Change Conditions for Change •New Mission Statement Cultural Willingness •Reinforcement of New Mission Statement though detailing who current work flow is not completely adequate to meet the new mission Follow Through •Lowest Entry Cost Organizational Change Theory: Implications for Health Promotion Practice
  18. 18. Appropriate Conditions for Change Food Delivery -> Food Justice
  19. 19. Cultural Willingness to Change What is our new mission? How do I fit in?
  20. 20. Follow Though Does this mean I have new responsibilities?
  21. 21. Long Term Change Five Years Out
  22. 22. Industry Trends ‘Recipient Based’ or ‘Client Centered’ • Results-Based Accountability • RE-AIM
  23. 23. RBA RE-AIM Qualitative & Quantitative Data Recipient Based Vermont Santa Cruz Santa Barbara Oregon Ohio Northern Alabama NYFoodlink
  24. 24. (TEFAP) Logic Model with Applied Evaluative Frameworks Inputs Low-income senior citizens, families Volunteers Donated and purchased food and items Strategies Provides low-income individuals and households with surplus commodities Outputs Dining Room/Soup Kitchen TEFAP Emergency Box Home Meals Mobile Pantry Snack/Meal Program Outcomes/Impact RBA Client Centered Re-Aim Articulation of community/agency goals. • % of food distributed by agency. • % of food received by clients. • Continuous data reporting Reach: community population Effectiveness: Impact of providing emergency food assistance Adoption: representativeness of an interventions and obtaining support Implementation: use of resources and strategies Maintenance: appropriate frameworks and programs become standard. Allows the client to choose the services necessary for their needs in terms of service delivery. Removal of a “one size fits all” approach.
  25. 25. Client Centered • Recipient based impact measures • Logic models • Needs assessment
  26. 26. Client Centered Logic Model
  27. 27. RE-AIM: AN OVERVIEW RE-AIM is an acronym for Reach, Effectiveness, Adoption, Implementation, and Maintenance. • RE-AIM begins with a series of research questions designed to move beyond the current reductionist approach to assess interventions in order to isolate effective programs or activities. • RE-AIM hypothesizes that the overall social-change impact of an intervention is a function of all five RE-AIM dimensions not simply client-based outcomes. That is all five dimensions are important and equally in need of evaluation. • Importantly, Foodbank RE-AIM evaluation allows summary indices (Success Score) to be developed for the use in determining overall impact of individual programs as well as initiative areas.
  28. 28. RE-AIM
  29. 29. MEASURING SUCCESS OF A RE-AIM INTERVENTION
  30. 30. Pro’s & Con’s • Emphasizes cohesion • Well-researched • Nuance • Clear implementation • Includes a timeline • Labor intensive process • No software • No specific measurement of social change, although all factors measured facilitate change In 5 years? 10 years?
  31. 31. Overview: Results Based Accountability • Start with ends, work backward to means. What do we want? How will we recognize it? What will it take to get there? • Keep accountability for populations separate from accountability for programs and agencies. • Customer or client results are the responsibility of program managers. • Use data (indicators and performance measures) to gauge success or failure against a baseline. • Use data to drive a disciplined business-like decision making process. • Involve a broad set of partners. • Get from planning to action as quickly as possible.
  32. 32. 5 STEPS TO CREATE SOCIAL CHANGE
  33. 33. . RBA: Performance Measurement Tools
  34. 34. Pro’s & Con’s • Data driven measurement of social change • Evaluation is distributed among many partners • Programs become clearly accountable for food justice results • Clear process with an implementation timeline • The tremendous amount of data collection might be tedious • Cost of software: $50 per user, monthly • This is a large change in process, it will be challenging for the organizational culture to adapt In 5 years? 10 Years?
  35. 35. Which framework to use? RE-AIM RBA •Academic inception •Deliberate decision making •Institutional knowledge confined to one user •Industry oriented •Rapid deployment •Accountability spread
  36. 36. Moving Forward Evaluate the proposed logic models for each feed the line program Create a change environment to food justice in the food bank Adopt and customize an evaluation framework such as RBA or RE-AIM Link data between feed the line and shorten the line programs
  37. 37. Annotated Bibliography • Cohen, Barbara. USDA Community Food Security Assessment Toolkit. IQ Solutions, Inc., (July, 2002). Food Assistance & Nutrition Research Program. Efan. http://www.ers.usda.gov/media/327699/efan02013_1_.pdf The USDA Community Food Security Assessment Toolkit report analyzes the issue of food security and provides guidelines and assessment tools, which food banks can adopt to deal with the growing concerns of food access, food security, and other topics. Data collecting tools, surveys and other helpful materials are included for food banks to utilize. • Supplemental Nutrition Assistance Program (SNAP). United States Department of Agriculture. http://www.fns.usda.gov/snap/supplemental-nutrition-assistance-program-snap SNAP (formerly known as food stamps) provides low-income individuals and families with a debit card to purchase nutritious foods. The website provides more information on eligibility and purpose. • The Emergency Food Assistance Program (TEFAP). United States Department of Agriculture. http://www.fns.usda.gov/tefap/emergency-food-assistance-program-tefap TEFAP provides an emergency supply of nutritious food to low-income families and individuals. More information is provided on the website.
  38. 38. Annotated Bibliography continued… • Vancouver Coastal Health Community Food Action Initiative http://www.smartfund.ca/current_cfai.htm Evaluation report: http://www.smartfund.ca/docs/eval_vch_cfai_2011_full.pdf The initiative website provides useful information including evaluation reports, management plans, and other useful materials. The frameworks and models give valuable insight in dealing with the issue of food security. • Le Groupe‐conseil baastel ltée. Baastel: Creating a Macro Results Framework for the Middle East and North Africa Transition Fund “Feasibility Assessment” Final Report. June, 2014. http://www.menatransitionfund.org/sites/mena_trans_fund/files/documents/Baastel_Macro_R esults_Framework_Assessment_Appendix_Final.pdf This feasibility assessment pertains to world monetary banks and focuses on creating a macro framework for the Middle East and North Africa (MENA) Transition Fund. While the report does not discuss food banks, it does provide logic models and theories of change frameworks and evaluation tools.
  39. 39. Annotated Bibliography continued… • Person Centered Planning Preparation and Procedure Guide. 2nd ed. Augusta, Me.: Maine Dept. of Behavioral and Developmental Services, 2003. Print. • "Organizational Change Theory: Implications for Health Promotion Practice." Health Promotion International (2014). Print • RE-AIM: Virginia Tech College of Agriculture and Life Sciences. http://www.re- aim.hnfe.vt.edu/index.html This site provides an explanation of and resources for those wanting to apply the RE- AIM framework. The RE-AIM framework is designed to enhance the quality, speed, and public health impact of efforts to translate research into practice. The Key Features of RE- AIM website are: Tools and resources to facilitate implementation, a comprehensive list of RE-AIM publications and presentations organized alphabetically by year • Results Based Accountability (RBA). http://raguide.org/ Website, guidebook, evaluation tools and software for Results Based Accountability. Results-Based Accountability™ (RBA), also known as Outcomes-Based Accountability™ (OBA), is a disciplined way of thinking and taking action that communities can use to improve the lives of children, youth, families, adults and the community as a whole. RBA is also used by organizations to improve the performance of their programs or services.

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