How Does Domestic Violence Affect the Vermont Workplace? A survey of male offenders enrolled in batterer intervention programs in Vermont

This report informs policy makers and employers about the way Vermont workplaces are affected by domestic violence. It provides important information to help employers make decisions about policy and procedural responses to employees involved in domestic violence.

The pervasiveness and severity of domestic violence perpetrated through workplace resources and work time and the impact of these actions on the workplace is not well known in Vermont or in the U.S. This study offers Vermonters valuable information on domestic violence and the workplace and adds to this growing body of knowledge. The study findings come from a representative sample of men enrolled in batterer intervention programs in Vermont who have abused their intimate partners (95%, +/-4.5%). We focused on domestic violence perpetrated by men against their female intimate partners because the Vermont Criminal Information Center (2009) reported that women are the victim of men in 80% of domestic violence cases. The Vermont Council on Domestic Violence partnered with the Center for Rural Studies at the University of Vermont and Spectrum Youth and Family Services’ Violence Intervention and Prevention Programs to combine our topical and research expertise to design and implement this study. This study examined the impact of domestic violence on the perpetrator and victim’s workplace, including abusive contact at the workplace, paid and unpaid time taken off from work, and productivity and safety. We also examined the workplace response to domestic violence from supervisors, co-workers, and policies and procedures. In addition, offenders’ gave their perspective on useful measures employers can implement to improve the workplace response to domestic violence.

For more information about this study or to request additional copies of this report, please contact Michele Cranwell Schmidt, Evaluation Coordinator, at mschmidt@uvm.edu, call (802) 656-0256 or visit www.uvm.edu/crs/.

Vermont's Title II-D Enhancing Education Through Technology Program: Fall 2010 Interim Report

The federal Enhancing Education Through Technology (Ed-Tech) program provides grants to state education agencies. The goal of these grants is to improve student achievement by using technology in elementary and secondary schools. Administered by the U.S. Department of Education’s Office of School Support and Technology Programs, the program is a funding source authorized under Title II, Part D, of the No Child Left Behind Act (NCLB, 2002). In Vermont, Ed-Tech funds have been allocated to local school districts by both formula (on the basis of their proportional share of Title I funding) and competitive grants administered by the Vermont Department of Education (VTDOE).

Evaluation of the Vermont Ed-Tech program provides formative and summative feedback to VTDOE. There are four phases to the evaluation. The first phase, February 2010 to April 2010, sought to describe the different grant programs in terms of their goals, activities, expected outcomes, and available data sources. During this phase, evaluators interviewed program administrators of the competitive grant programs. The deliverable of this phase was a revised evaluation plan and detailed profiles of each program. The second evaluation phase, from April 2010 to August 2010, reported on the initial implementation of programs. During this phase, the evaluators conducted surveys and interviews with teachers and grant managers. The deliverable of this phase was an interim evaluation report on program implementation, submitted to VTDOE in August 2010.3 The third evaluation phase, from September 2010 to January 2011, provided a more focused study of implementation in a small number of schools in each program based on interviews and classroom observations. Its deliverable is this evaluation report. The fourth evaluation phase, from February 2011 to June 2011, is designed to collect additional data via surveys and interviews, as well as extant data about program participation, to arrive at summative conclusions about the entire program.

For more information about this study or to request additional copies of this report, please contact Michele Cranwell Schmidt, Evaluation Coordinator, at mschmidt@uvm.edu, call (802) 656-0256 or visit www.uvm.edu/crs/.

Local Agriculture Community Exchange (LACE) Final Evaluation Report: 2007-2010

The evaluation of the LACE project focused on both process and outcome strategies; evaluating the effectiveness and efficiency of the program's development and interventions, such as improvements to the LACE space and the presence of CVCAC staff on-site at the LACE location to provide services for entrepreneurs. The evaluation also examines strategies to recruit and retain vendors, the quality of technical assistance provided, and client outcomes such as increased sales, earned income, and job creation. These outcomes were anticipated to result from connecting local producers and entrepreneurs to a viable market. The outcome evaluation provides an assessment of project results as measured by collected data that define the net effects of the interventions applied in the project. The outcome evaluation produces and interprets findings related to whether the interventions produced desirable changes and their potential for being replicated, answering the question of whether or not the program worked. The process evaluation component is an ongoing examination of the implementation of the LACE investment and project, including collaboration among project partners. The results of the process component were provided as a management tool to facilitate continuous project improvement. In documenting project development, the process evaluation also served to help staff identify challenges or barriers, strategies to resolve them, and provided recommendations for future implementation. The process and outcome evaluations utilize both qualitative and quantitative methods, such as telephone and intercept surveys, focus groups, in-depth interviews, and review of database information.

For more information about this study or to request additional copies of this report, please contact Michele Cranwell Schmidt, Evaluation Coordinator, at mschmidt@uvm.edu, call (802) 656-0256 or visit www.uvm.edu/crs/.

Community Capital of Vermont - Final Evaluation Report

I conducted a 3-year evaluation of process and outcome measures to determine best practices, the impact of services, and the development of a replicable model for the Community Capital of Vermont (CCV). This final evaluation report presents cumulative data collected from staff, key project partners, stakeholders, and borrowers from October 1, 2005 to September 30, 2008, with inclusion of key data collected through the one year extension period through September 30, 2009. This report initially reviews process evaluation results in discussing the CCV project implementation, including loan financing and post-loan TA provided over the course of the grant. Project outcomes are measured through borrower focus groups, follow-up telephone surveys conducted with borrowers six months to two and a half years post loan closing, and borrower data collected by Loan Officers during the application process and at the end of the grant. For more information about this study or to request additional copies of this report, please contact Michele Cranwell Schmidt, Evaluation Coordinator, at mschmidt@uvm.edu, call (802) 656-0256 or visit www.uvm.edu/crs/.

Community Capital of Vermont (CCV), a nonprofit Community Development Financial Institution (CDFI) making micro and small business loans in the central Vermont region since 1997, proposed to expand its loan and post-loan technical assistance (TA) services statewide over a three year period. This strategic decision was made by CCV in light of two primary concerns: 1) the longevity of the State's statewide micro-credit program, the Vermont Job Start Loan Fund, was in question following an in-depth assessment of its re-capitalization and staffing needs, and 2) CCV's desire to implement its mission to support micro and small business development on a wider scale and thereby improving its own program sustainability. Statewide expansion was achieved due in part to a grant from the U.S. Department of Health and Human Services' Office of Community Services (OCS) grant #90EE0715 to Central Vermont Community Action Council (CVCAC) of which CCV was a sub-grantee.

By 2008, CCV had transitioned its organizational infrastructure and service delivery from a regional to statewide focus and acquired the assets of the Vermont Job Start Loan Fund. All activities were undertaken in partnership with a wide variety of statewide and regional partners including CVCAC and the other Community Action Agencies (CAAs) operating in Vermont.

For the period of October 1, 2005 to September 30, 2008, CCV had the overall goal of lending $1,470,000 in loans to 96 micro and small businesses that in turn create 144 jobs, of which 60% will be filled by low income individuals whose household income and family size places them at or below 150% of the federal poverty level guidelines. At the end of OCS grant following a one year extension through September 30, 2009, CCV had in fact made loans totaling $1,864,721 to 93 micro and small businesses owned by 120 people. Of the 93 businesses, 57% (53) were owned by a low-income owner. Including owner jobs and employees, these businesses created 165 FTE jobs and retained 149 FTE jobs for a total of 314 FTE positions created and/or retained.

Highlights from CRS Statewide Survey of Vermont Women Entrepreneurs

The Center for Rural Studies (CRS) at the University of Vermont recently conducted a survey of Vermont Women's Business Center (VWBC) participants. This statewide survey was conducted in June of 2009 and contacted 1,446 past and current VWBC participants. A total of 304 clients completed the telephone survey, representing the larger client pool with a 95% confidence interval and plus or minus 5% margin of error. The study measured the impact of VWBC services on the lives of participants who sought to start or expand their own business.

Survey results showed that 53% (86) of clients started a business after working with the program and 71% (61) of start-ups were still in operation after an average of 3 years (range of 5 months to 7.5 years). This survival rate is higher than the Small Business Administration's 2008 national average survival rate of 66% after 2 years and 44% after 4 years. Respondents' businesses have created and sustained 174 full-time jobs and 76% of owners have also hired part-time employees to help run operations.

A strong majority, 89% (139), indicated that their business has a positive net worth and calculated gross profit rates ranged from 10% to 100% for the majority of respondents (87%, 98). With most businesses generating a profit, two out of three owners reported earning household income from business revenue and 25% stated that this is their primary source of income. Participants were also asked questions to assess skill development and personal changes experienced because of VWBC services. Skill gains most commonly noted include marketing and sales (44%, 132) and writing a business plan (37%, 112). The survey also explored changes in participants' personal outlook and perspective after working with the VWBC. Nearly half, 49%, feel more self-confident, 32% are more motivated and encouraged to carry out their passion, and 11% broadened the scope of their possibilities.

VWBC services have facilitated many positive outcomes for Vermont women business owners. Participants expressed high satisfaction rates of services and individual assistance received from VWBC business counselors. Most (81%, 234) agreed that VWBC met their expectations and 63% (133) attributed their business success in part to VWBC services. Linda Ingold, Director of VWBC said, "I am pleased to see statistically how the Vermont Women's Business Center is effecting positive economic change for Vermont's women, families and the State as a whole."

CRS is a nonprofit, fee-for-service research organization. CRS provides process and outcome focused evaluation services for social service and government agencies. Service areas evaluated in the past ten years include microenterprise development, education and literacy, teen leadership, restorative justice for youth, and domestic violence services. For more information about this study or to request additional copies of this report, please contact Michele Cranwell Schmidt, Evaluation Coordinator, at mschmidt@uvm.edu, call (802) 656-0256 or visit www.uvm.edu/crs/.

The VWBC is a statewide program of the Central Vermont Community Action Council (CVCAC) and funded in part through a cooperative agreement with the U.S. Small Business Administration. The VWBC offers programming tailored to the needs and experiences of aspiring and established women entrepreneurs from a central office located in Barre, Vermont and via subcontracts with Vermont's four other Community Action Agencies. For more information please contact Linda Ingold at (802) 479-7379 or visit www.vwbc.org.

LACE: Local Agricultural Community Exchange - FYII

I am currently conducting a 3-year evaluation of process and outcome measures to determine best practices, the impact of services, and the development of a replicable model for the Local Agriculture Community Exchange (LACE) project: A community revitalization project, for the three year grant period. This evaluation report presents the findings of data collected during the first two fiscal years, from October 1, 2007 to September 31, 2009. For more information about this study or to request additional copies of this report, please contact Michele Cranwell Schmidt, Evaluation Coordinator, at mschmidt@uvm.edu, call (802) 656-0256 or visit www.uvm.edu/crs/.

LACE, a non-profit organization located in Barre, Vermont, is a community revitalization initiative with a multi-faceted approach centralized around the renovation of a previously vacant storefront located in an economically distressed downtown community. This innovative and comprehensive project is carried out by the public-private partnership of LACE, which includes the artisan Gallery and commercially licensed shared-use community kitchen facility, Central Vermont Community Action Council (CVCAC), a nonprofit community action agency that provides poverty alleviation programs and services in central Vermont, and a private business enterprise, the Farm Fresh Market and Café.

The evaluation of the LACE project focuses on both process and outcome strategies. The overall evaluation focuses on the effectiveness and efficiency of the program's development and interventions, such as improvements to the LACE space and the presence of CVCAC staff on- site at the LACE location to provide services for entrepreneurs. The evaluation also examines strategies to recruit and retain vendors, quality of technical assistance provided, and client outcomes such as increased sales, earned income, and job creation. These outcomes are anticipated to result from connecting local producers and entrepreneurs to a viable market.

The outcome evaluation provides an assessment of project results as measured by collected data that define the net effects of the interventions applied in the project. The outcome evaluation will produce and interpret findings related to whether the interventions produced desirable changes and their potential for being replicated, answering the question of whether or not the program worked.

The process evaluation component is an ongoing examination of the implementation of the LACE investment and project, including collaboration among project partners. The results of the process component are intended to be a management tool to facilitate continuous project improvement. In documenting project development, the process evaluation also serves to help staff identify challenges or barriers, strategies to resolve them and provide recommendations for future implementation. The process and outcome evaluations will utilize both qualitative and quantitative methods, such as telephone and intercept surveys, focus groups, in-depth interviews, and review of database information.

Income to Assets Project: Tax Preparation and Assets Formation in Vermont

The Income to Assets grant serves to increase the capacity of Volunteer Income Tax Assistance (VITA) sites and related services, which is a statewide program of the Vermont Community Action Agencies (CAA). This grant is managed by Central Vermont Community Action Council (CVCAC) with funding from the Office of Community Services, Department of Health and Human Services. Income to Assets serves the multifold purpose of promoting and expanding the use of the Earned Income Tax Credit (EITC), financial literacy programming, asset development and free tax preparation assistance for low-income Vermonters that is carried out by the CAA network in Vermont. Through this project, CVCAC worked with its sister CAAs and other partners to conduct the following three activities:

1. Replication and establishment of additional VITA sites, combined with drop-off filing services, to other regions of the state that are underserved by this program by collaborating with sister CAAs, the Internal Revenue Service, and the Vermont Department of Taxes.
   
2. Exploration of strategies to encourage families to deposit a portion of their refunds and/or credits in an asset building account, such as their Individual Development Account (IDA).
   
3. Evaluation of the Income to Assets grant to determine the impact of VITA services on clients’ use of their refunds and credits; how Vermonters overall prepare their taxes and use their refunds and credits; and best practices for improving VITA services and increasing low-income Vermonters' utilization of these services as well as savings strategies through programs like the IDA.
   

Data collected by CVCAC during the 2008/2009 tax season demonstrates the impact of VITA services in the central Vermont area. CVCAC assisted 725 households in recovering a total of $1,124,363 which included $405,364 in Earned Income Credits and $191,069 in other credits. They also saved these families an additional $126,825 in tax preparation fees.

The Center for Rural Studies (CRS) at the University of Vermont is the third party evaluator for the Income to Assets grant. This project funding period is from October 2007 through 2010 and consistent data has been collected by CRS in the first and second fiscal years of this grant. This evaluation report informs the goals of the grant through data collected during the 2006/07 (from a previous Income to Assets grant), 2007/08, and 2008/09 tax seasons: 1) Vermonter Poll 2009 statewide data collected on tax preparation practices and asset formation, 2) a survey of VITA clients on their tax practices and use of refunds from 2007-2009, and 3) a focus group with staff to discuss strengths and challenges of the 2008 tax year.

For more information about this study or to request additional copies of this report, please contact Michele Cranwell Schmidt, Evaluation Coordinator, at mschmidt@uvm.edu, call (802) 656-0256 or visit www.uvm.edu/crs/.

Vermont Women's Business Center: Client Impact Study

The mission of the Vermont Women's Business Center (VWBC) is to provide women with the training, assistance and support necessary to start and expand successful businesses, thus promoting economic independence and healthy communities. The VWBC is a statewide program of the Central Vermont Community Action Council (CVCAC) and funded in part through a cooperative agreement with the U.S. Small Business Administration. The VWBC offers programming tailored to the needs and experiences of aspiring and established women entrepreneurs from a central office located in Barre, Vermont and via subcontracts with Vermont's four other community action agencies. Some men are also served.

The VWBC assists women who are starting or growing their businesses by providing resources, training, and networking opportunities for women statewide to achieve business success, including:

• One-to-one business assistance with a business counselor (see key staff)
  
• Classes and workshops that are either a series or a one-time class
  
• Networking events to help related businesses help each other
  
• Business lending library to provide books and other resources
  

Current and past VWBC clients who were served in some capacity from 2002 to the present were called to conduct a 15 to 20 minute survey during the month of June 2009. Clients were asked questions about whether or not they started and/or remained in business and the impact of VWBC services and business counseling on themselves and their business. Client outcomes examined include:

• Business start-up rate and survival rate
  
• Expansions/Enhancements and retention rate
  
• Change in household income
  
• Change in public assistance receipt
  
• Change in business profits or gross sales
  
• Total gross sales of businesses helped
  
• Capital accessed
  
• Jobs created
  
• Client satisfaction and program feedback
  

The Center for Rural Studies (CRS) at the University of Vermont was contracted to conduct this study. For more information about this study or to request additional copies of this report, please contact Michele Cranwell Schmidt, Evaluation Coordinator, at mschmidt@uvm.edu, call (802) 656-0256 or visit www.uvm.edu/crs/.

Self-Employment Tax Initiative: Tax Preparation and Assets Formation Practices of Self-Employed Vermonters.

This evaluation report examines the tax preparation practices and use of refunds and credits through a statewide survey and a survey of self-employed clients served by the VITA program offered by the five Vermont Community Action Agencies. This information is important to collect and analyze because tax refund dollars and credits, such as the EITC, provide an injection of cash flow to the average American family and are effective anti-poverty measures for low income families and individuals.

LACE: Local Agricultural Community Exchange

I am currently conducting a 3-year evaluation of process and outcome measures to determine best practices, the impact of services, and the development of a replicable model. Evaluation methods include surveys and focus groups with stakeholders.

The evaluation of the LACE project focuses on both process and outcome methods. The overall evaluation focuses on the effectiveness and efficiency of the program's development and interventions, such as improvements to the LACE space and the presence of CVCAC staff on-site at the LACE location to provide services for entrepreneurs. The evaluation also examines strategies to recruit, assess, and retain vendors, quality of services provided including training and technical assistance, and client outcomes such as increased sales, earned income and job creation. These outcomes are anticipated to result from connecting local producers and entrepreneurs to a viable market. The outcome evaluation provides an assessment of project results as measured by collected data that define the net effects of the interventions applied in the project. The outcome evaluation will produce and interpret findings related to whether the interventions produced desirable changes and their potential for being replicated, answering the question of whether or not the program worked.

The process evaluation component is an ongoing examination of the implementation of the LACE investment and project, including collaboration among project partners. The results of the process component are intended to be a management tool to facilitate continuous project improvement. In documenting project development, the process evaluation also serves to help staff identify challenges or barriers, strategies to resolve them and provide recommendations for future implementation. The process and outcome evaluations will utilize both qualitative and quantitative methods, such as telephone and intercept surveys, focus groups, in-depth interviews, and review of database information.

Developing a Program Success Theory Model: A case study of microenterprise development in Vermont.

I recently presented a workshop on my Master's thesis work, "Developing a program success theory model: A case study of microenterprise development in Vermont", at the 2007 annual conference of the Association for Enterprise Opportunity (AEO) on May 16, 2007 in Kansas City, MO.

This workshop reviewed my Master's thesis study conducted at the University of Vermont on factors that lead to client success in microenterprise development (MED) programs. A model of program success theory, including the relationships between client characteristics, program activities, interim outcomes, and impacts were examined through a path regression analysis of data from the Vermont Micro Business Development Program. Workshop attendees participated in an open dialog about the results of this study and provided insight on recommendations for program improvement and future study.

AEO is the national association of community-based organizations that provide entrepreneurial education, access to capital, and support to aspiring and active low-income entrepreneurs. AEO provides its members with a forum, information, and a voice to promote enterprise opportunity for people and communities with limited resources.

Microenterprise development program success: A path analysis of factors that lead to and mediate client success.

Through a path regression analysis of data from the Vermont Micro Business Development Program, this study examines the relationships between client characteristics, program activities, interim outcomes, and impacts, to understand factors that lead to and mediate client success in micro enterprise development programs and as entrepreneurs.

Statistics demonstrated excellent model fit to the data. The interim outcome of improved personal well-being was related to more sources of capital, course completion, being partnered and younger. Starting a business was related to having more financial resources and mediated by improved well-being. Clients who experienced an increase in income had previous business experience and an increase in assets. Increased income was mediated by improved well-being and business start. Reduction in public assistance was related to course completion, more sources of capital, not being in poverty, and increased assets. Increased assets were related to more education, not being in poverty, and more sources of capital. Being older, more sources of capital, a larger family, and improved well-being led to job creation.

Overall, access to more financial resources enabled clients to meet personal and business goals and work toward self-sufficiency. The results suggest implications for public policy regarding business training and loan financing.

Schmidt, M.C. and J. Kolodinsky. Microenterprise development program success: A path analysis of factors that lead to and mediate client success. Journal of Developmental Entrepreneurship; March 2007.

Short term change in attitude and motivating factors to change abusive behavior of male batterers after participating in a group intervention program.

The Domestic Abuse Education Project (DAEP), in Burlington, Middlebury, and St. Albans, Vermont, is a group based domestic abuse intervention program, based in a pro-feminist and cognitive-behavioral approach for domestic violence intervention and prevention. A pre and post-test instrument was developed and implemented to determine short-term change in attitude of participants and motivating factors to change behavior, after completing the twenty-seven session program. After the program, participants reported a positive change in attitudes regarding their abusive behavior and stereotypical beliefs about women. Participants were also more motivated to change their behavior by the effect abuse has on their family relationships.

However, many participants continued to agree that insecurity, jealousy, and alcohol and drug use can cause violence. The positive changes in attitude and motivational factors show that this is an effective model in changing underlying batterer attitudes that provide rationale for abusive behavior.

Cranwell, M., J. Kolodinsky, G. Carsten, F. Schmidt, M. Larson, and C. MacLachlan. (2007). Short term change in attitude and motivating factors to change abusive behavior of male batterers after participating in a group intervention program based on the pro-feminist and cognitive-behavioral approach. Journal of Family Violence 22(2).

Perspectives on self-employment as a viable option for Vermont TANF recipients.

Microenterprise development (MED) in the United States is a holistic approach that embraces poverty alleviation, human development, and economic development strategies. This study gathered staff perspectives from welfare and MED agencies in Vermont on self-employment as an option for welfare recipients to meet their work requirements and move off of public assistance. Interviews were conducted with Vermont Reach-Up Financial Assistance district managers and coordinators of the Vermont Micro Business Development Program (MBDP).

Findings show that client characteristics influence self-employment viability, including strengths, barriers, length of time on Reach-Up, and location. District managers are supportive of self-employment for clients yet support can be inhibited by the need to get clients off of the welfare system as quickly as possible. MBDP staff noted receiving various levels of support for self-employment from Reach-Up staff, with support level and frequency of client referral related to interagency relationships established. District managers are possibly more supportive of self-employment than case managers. Vermont legislation is supportive of self-employment, however work phase time limits pose a barrier. In addition, the federal “work first” philosophy and use of federal minimum wage to determine benefit amount have negative impacts on self-employment. Suggestions for improving agency relationships, communication, and education, and recommendations to simplify and change legislation to further support self-employment are discussed.

Schmidt, M.C. , Jewiss, J, Koliba, C, and J. Kolodinsky. (2006). Perspectives on self-employment as a viable option for Vermont TANF recipients. Unpublished Master’s Thesis. University of Vermont.

The impact of microenterprise training on low-income clients.

This study examined the impact of microenterprise development (MED) programs on low-income individuals using a case study of 140 clients of the Vermont Micro Business Development Program who participated in a statewide telephone survey. The study also examined variables that are associated with change in client reliance on public assistance.

Outcomes achieved include: access to capital, positive attitude changes, business start up and growth, job creation, increased household income, decreased reliance on public assistance, and satisfaction with services. Significant relationships were found between certain client characteristics and outcomes and decreased reliance on public assistance.

Cranwell, M., J. Kolodinsky, and B. Whitney. (2006). The impact of microenterprise training on low-income clients. Journal of Extension, 44(2).

The LeadSafe Initiative: FY II

The LeadSafe Initiative, operated out of Central Vermont Community Action Agency, Inc. (CVCAC) in Barre, Vermont through the Micro Business Development Program (MBDP), provides self-employment strategies of micro-business development and expansion for income-qualified individuals with a focus on lead paint safety training and certification. In partnership with the Vermont Housing Conservation Board (VHCB) State Lead Abatement program, the LeadSafe Initiative provides a variety of lead paint safety training, from Essential Maintenance Practices to Lead Abatement Certification.

The initiative offers supplemental and industry specific training in the areas of cleaning, consulting/inspecting, deconstructing, and lead abatement contracting.

The project also offers core business and "soft skills" training, intensive case management, access to capital, linking clients with mentors, securing job contracts, and referring client to other community resources. The overall project goal of LeadSafe is to create 55 jobs for low-income people in Central Vermont, through self-employment, with an average wage of $12.50 in the first year of operation and access to quality health care and childcare.

For more information about this study or to request additional copies of this report, please contact Michele Cranwell Schmidt, Evaluation Coordinator, at mschmidt@uvm.edu, call (802) 656-0256 or visit www.uvm.edu/crs/.

A model food entrepreneur assistance and education program: The Northeast Center for Food Entrepreneurship.

The Northeast Center for Food Entrepreneurship (NECFE) is a collaborative effort between Cornell University and the University of Vermont. NECFE uses a multi-institutional and regional collaboration approach, with specific expertise and necessary facilities and resources, to provide technical assistance and education for businesses in the food industry. The overall goals of NECFE are to support and sustain rural businesses and promote sustainable economic development of rural communities.

Through process evaluation techniques, the evaluators of NECFE identified 5 essential components of a model food entrepreneurship assistance and education center, based on NECFE’s experience: (1) multi-institutional and regional collaboration, (2) expertise, (3) facilities and resources, (4) services, and (5) evaluation of the center. These components build on each other and enable NECFE to provide clients with access to current food processing technology, technical information, and education that are directly applicable to a real business.

Through replication of this model, other organizations and academic institutions may establish a regional food entrepreneurship assistance and education center.

Cranwell, M., J. Kolodinsky, C. Donnelly, D.L. Downing, and O. Padilla Zakour. (2005). A model food entrepreneur assistance and education program: The Northeast Center for Food Entrepreneurship.. Journal of Food Science Education, 4(4): 56-65.

Evaluating a domestic violence task force: Methods to strengthen a community collaboration.

A domestic violence collaborative was surveyed to evaluate and make recommendations for strengthening membership, structure, and cohesiveness.

This article presents the evaluation methods, key findings, recommendations, and the outcome of their implementation. Areas identified for improvement include: membership diversification, membership-driven agenda, improved sub-committees, and increased community involvement through outreach. A revised meeting format, agenda setting strategy, sub-committee parameters, and the addition of quarterly meetings were recommended and implemented. This model received positive feedback as a method to strengthen collaboratives.

The case study demonstrates how evaluation research can be linked to practice to make real improvements to a community collaborative.

Cranwell, M., J. Kolodinsky, K. Anderson, and F. Schmidt. (2004). Evaluating a domestic violence task force: Methods to strengthen a community collaboration." Journal of Extension, 42(6).

Vermont Kitchens Project, 2000-2003

The Vermont Kitchens Project is operated out of Central Vermont Community Action Council, Inc., located in Barre, Vermont, with grant funding provided by the JOLI program from the Department of Health and Human Services, Office of Community Service. The Vermont Kitchens Project focuses on self-employment strategies of micro-business development and expansion for income qualified individuals. Through JOLI funding, the project offers core business training with industry-specific training; links participants with marketing resources; and provides intensive case management that continues beyond start-up for the duration of the project. A major anticipated outcome of the Vermont Kitchens project is that participants who complete the program will earn decent incomes, have access to benefits such as health care and child care, and experience growth in their businesses.

Two main evaluation activities were conducted during the third fiscal year of the Vermont Kitchens Project from September 1, 2002 to August 31, 2003. These include a client follow up survey and four client focus groups.

For more information about this study or to request additional copies of this report, please contact Michele Cranwell Schmidt, Evaluation Coordinator, at mschmidt@uvm.edu, call (802) 656-0256 or visit www.uvm.edu/crs/.

Bridging the generation gap accross the digital divide: teens teaching internet skills to senior citizens.

With the intent of closing the digital divide, the Teens Teaching Internet Skills Pilot Project engaged youth from 4-H Technology Teams in six states in training senior citizens to navigate and obtain information from the Medicare Web site. The teens perceived an improvement in working with seniors, project management, teaching, public speaking, and leadership. The workshops had a positive effect on seniors' comfort and skill levels towards technology.

This intergenerational experience in leadership and technology training provided learning and skill development for both groups and led to positive changes in attitudes towards the other generation.

Cranwell, M., J. Kolodinsky, and E. Rowe. (2002). Bridging the generation gap accross the digital divide: teens teaching internet skills to senior citizens. Journal of Extension, 40(3).