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Levy rpo2012

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Melissa Levy, of Yellow Wood Associates, at the 2012 National Rural Transportation Conference.

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Levy rpo2012

  1. 1. Transportation and MeasurementPresented by:Melissa LevyYellow Wood AssociatesApril 26, 2012
  2. 2. You Get What You Measure®A values-based facilitated group processdeveloped by Yellow Wood Associates in St.Albans, Vermont, that integrates systems thinkinginto strategic planning, identifies key leverageindicators and aligns actions to achieve goals. © 2012, Yellow Wood Associates, Inc.
  3. 3. Selected Applications National Good Food Network to develop a strategic plan to strengthen regional food systems U.S. Forest Service, Cooperative Forestry Program Vermont Environmental Consortium (non-profit) Board to develop and monitor implementation of a strategic plan Northwest Area Foundation to develop a framework for evaluation of grantee projects Advantage Valley Entrepreneurship Development System Collaborative to evaluate a three year initiative funded by the Kellogg Foundation Community Foundation of Greater South Wood County to engage nonprofits and funders in workforce development © 2012, Yellow Wood Associates, Inc.
  4. 4. Measurement DilemmasNo measures at allMisleading measuresProcess measures onlyMeasures without context© 2012, Yellow Wood Associates, Inc.
  5. 5. Strategic Planning DilemmasFalse assumptions: e.g. We all understand the goal to mean the same thingArbitrary priorities: e.g. Whatever gets the most dots winsUnspoken and untested assumptions – limits our sense of what’s possibleLack of engagement and participatory learning – planning is for managersSeeing measurement as an afterthought rather than a powerful tool for formative evaluation © 2012, Yellow Wood Associates, Inc.
  6. 6. Systems ThinkingSystems thinking is a discipline for seeingwholes. It is a framework for seeinginterrelationships rather than things, forseeing patterns of change rather than static“snapshots.” - Peter Senge © 2012, Yellow Wood Associates, Inc.
  7. 7. Why Measure?Measurement: Fuels continuous learning through reflection Creates new information and new patterns of information flow Captures results of risk and experimentation Supports constructive self-organizing behavior Can lead to new and unprecedented conversations, particularly with information gatekeepers © 2012, Yellow Wood Associates, Inc.
  8. 8. EXERCISE:Everyday MeasuresList a few things that you count or measure as partof your daily life (not connected to work). Think about how you measure them and what kinds of decisions or actions you take based upon the measurements. © 2012, Yellow Wood Associates, Inc.
  9. 9. Process Overview © 2012, Yellow Wood Associates, Inc.
  10. 10. GoalA goal is a condition that you wish to achieve. Agoal is not an action. It is not about doing ormaking; it is about being. Achieving a goal requires a change in the way your organization or your community looks, feels, and acts. © 2012, Yellow Wood Associates, Inc.
  11. 11. GoalGoal: From Spartanburg CountyFoundation “In the year 2030, 40% of our residents age 25+ have a baccalaureate degree.” © 2012, Yellow Wood Associates, Inc.
  12. 12. IndicatorAn indicator is something that must be changed, ora condition that must be achieved, in order to claimthat progress is being made toward a goal. Since goals are generally quite broad, there are many possible indicators that could suggest progress toward the goal. What needs to change? In what direction? © 2012, Yellow Wood Associates, Inc.
  13. 13. What Makes a Good Indicator?If the goal is:Everyone in our community can findrewarding work.• Useful indicator: The number and diversity of work opportunities in our community are increasing.• Less useful: Number of jobs in our community. © 2012, Yellow Wood Associates, Inc.
  14. 14. Indicator• More early identification of students who have the ability to achieve academically.• More parent involvement K-12 (16)• Increased high school completion (diploma/GED).• Increased community/parent knowledge, re: planning for our children to go to college.• More sensitivity on the part of educated professionals, re: economic disadvantage, social class, family background, children’s family problems. © 2012, Yellow Wood Associates, Inc.
  15. 15. Indicator• Indicators are contributed by each stakeholder at the table.• The relationship between each indicator and every other is decided: – Strong relationship – Weak relationship – No relationship © 2012, Yellow Wood Associates, Inc.
  16. 16. “In the year 2030, 40% of our residents age 25+ have a baccalaureate degree.” 1 – More emphasis on parent involvement in elementary10 – More sensitivity on the part of school. (si-1, di-1, so-4, do-2)educated professionals, re:economic disadvantage, socialclass, family background,children’s family problems. (si-1,di-1, so-0, do-0) KRI#2 2 – More early identification of students who have the ability to achieve academically. (si-4, di-2, so- 0, do-5) KRI #19 – Increased community/parentknowledge, re: planning for ourchildren to go to college. (si-3, di-3,so-2, do-1) KRI#2 3- Eliminate socio- economic cultural prejudices in school. (si-1, di-3, so-3, do-2) 8 – Increased high school completion (diploma/GED). (si-4, di- 4- More emphasis on 0, so-2, do-1) quality early childhood education for all birth – 5years. (si-2, di-1, so-2, do- 3) 7 Reduction of crime county-wide 5 – More action to break from youth to adult. gangs. (si-4, di-2, so-1, do-2) (si-2, di-4, so-1, do- 1) 6 – More parent involvement K-12 (16) (si-0, di-1, so-8, do-1) KLI © 2012, Yellow Wood Associates, Inc.
  17. 17. Key Leverage Indicator More parent involvement K-12 (16) © 2012, Yellow Wood Associates, Inc.
  18. 18. Indicator AnalysisThe resultKey leverage indicatorsKey results indicators © 2012, Yellow Wood Associates, Inc.
  19. 19. AssumptionAn assumption is a hypothesis about some aspect of theway the world works that we believe to be true.Assumptions can be difficult to recognize because they areoften deeply imbedded in the way we think about the world. The tendency to treat our assumptions as unquestionably true allows them to shape our world and become barriers to innovation and creativity. © 2012, Yellow Wood Associates, Inc.
  20. 20. MeasureA measure provides a way toactually count or value the status of an indicator.For example, things may be measured in terms of “numberof,” “percent of,” “quality of,” “frequency of,” or “rating of.” © 2012, Yellow Wood Associates, Inc.
  21. 21. Steps to Developing aMeasure1. Define the terms in your indicator so that everyone knows what they mean.2. Determine the baseline. This is the first time you measure it.3. Determine the unit. What are you measuring? People, percentages, miles, etc. © 2012, Yellow Wood Associates, Inc.
  22. 22. Using the Results ofMeasurementRule #1:If you don’t know how you are going to use information,don’t collect it. Consider using information to influencedecision-makers, educate stakeholders, improveinterventions.Rule #2:Collect information that will be most relevant and useful inachieving your goal. The more closely your measures aretied to your interventions, the more useful they will be.Don’t try to measure too much. © 2012, Yellow Wood Associates, Inc.
  23. 23. InterventionAn intervention is something you DO in order toachieve your goal. The intervention should bedefined broadly enough to involve people in avariety of different tasks and provide opportunitiesfor participants who don’t normally work togetherto do so. © 2012, Yellow Wood Associates, Inc.
  24. 24. Information and Direct Action• Information action – Letting someone know your situation.• Direct action – Fixing the problem.• An action plan should have both. © 2012, Yellow Wood Associates, Inc.
  25. 25. Choosing Sample Measures 1. What has to happen for it to “count” as progress toward the goal? 2. What are the behavioral changes that indicate progress? 3. What is the baseline that meet the definitions? © 2012, Yellow Wood Associates, Inc.
  26. 26. Choosing Sample Measures Framing Measure: Measure: Unit of Measure: Baseline: © 2012, Yellow Wood Associates, Inc.
  27. 27. Measuring as Action The act of measuring helps us learn what we need to know to make progress toward the goal. Measurement can create progress. © 2012, Yellow Wood Associates, Inc.
  28. 28. Indicators to Measuresto Actions Key Leverage Indicators Definitions Measures Actions Measurement Plan © 2012, Yellow Wood Associates, Inc.
  29. 29. The Power of Measurement Allows us to identify and test our assumptions about the way the world works. Focuses our efforts and helps us align our resources. Helps us tell our stories to potential supporters. © 2012, Yellow Wood Associates, Inc.
  30. 30. Strengths of This Process Community priorities – bottom up planning. Iterative annual process. Using experts to inform the process Engaging a variety of stakeholders Progress toward goals Tradeoffs between multiple goals Measures inform what happens next. © 2012, Yellow Wood Associates, Inc.
  31. 31. For More Information Melissa Levy Yellow Wood Associates, Inc. 228 N. Main Street St. Albans, VT 05478 802-524-6141 melissa@yellowwood.org www.yellowwood.org Yellow Wood Associates, Inc. is a woman-owned firm providing services in rural community economic development since 1985. You Get What You Measure® is a trademarked service developed by Yellow Wood. For more information, email yellowwood@yellowwood.org

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