Case Study 1: Building a Unified Evaluation Framework Across Santa Barbara County Service Providers
Challenge: Multiple organizations serving children and families in Santa Barbara County were operating with disparate evaluation systems, making it impossible to measure collective impact or identify service gaps across the community.
Solution: I facilitated the development of a comprehensive program evaluation framework that aligned with the addition of three cross-cutting actions that are core tenets to incorporate within each evaluation step: engage collaboratively, advance equity, and learn from and use insights. The framework established common metrics, shared data collection protocols, and standardized reporting procedures across 12 partner organizations, creating a county-wide system for tracking outcomes and coordinating services.
Impact: The unified framework enabled service providers to identify previously unknown service gaps, reduce duplication of efforts, and demonstrate collective impact to funders. Within 18 months, participating organizations reported an increase in successful funding applications and improved coordination that served additional families without expanding individual organizational capacity.
Case Study 2: Strategic Planning During Financial Uncertainty - Focusing Resources on At-Risk Children
Challenge: A county-wide children's services collaborative faced a reduction in funding while demand for services continued to grow. Leadership needed to make difficult decisions about program priorities while maintaining their commitment to the community's most vulnerable children.
Solution: My work helped guide the organization through a data-driven strategic planning process that combined financial reality with mission focus. The strategic planning process identified how the nonprofit could best advance its mission by analyzing service utilization data, outcome metrics, and community needs assessments to identify which programs served the highest-risk children most effectively.
Impact: Rather than implementing across-the-board cuts, the organization strategically downsized three programs while strengthening core services that directly served the county's most at-risk children. The focused approach maintained service quality while reducing operational costs. Two years later, the was back on track to being stabilized financially but had also improved outcomes for the highest-need children in the county, with the majority of program participants showing measurable improvement in key indicators.
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