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.

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.

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.

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).

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).