Lisa Raphael Laura Costello Jack Lumbley Melissa Dodson SEDL Collaborative Capacity Building: A Positive Psychology Perspective for Evaluation Lisa Raphael Laura Costello Jack Lumbley Melissa Dodson SEDL Introduce ourselves. Research and evaluation at SEDL, in Austin, Texas.

Who we are…. SEDL Comprehensive Centers (CCs) State Department of Education Staff (SDEs) Internal Evaluators Private, nonprofit corporation Provide mix of educational research, resources, and professional development to states, districts, and schools. One of primary projects at SEDL is to serve as internal evaluators for the The Comprehensive Centers’ (CCs) program work in Texas and the Southeast regions. CC Program Staff carry out this work and we evaluate that work Goal of Comprehensive Centers is to build state department of education staffs’ capacity by providing technical assistance and professional development to support districts and schools. The comprehensive centers are federally funded through the Department of Education. We are just starting a new contract of work after a 7-year funding cycle.

What brings us here today? Share our Journey How we developed our capacity building model What we’ve learned in the process Changes we have created Gain Feedback Tools and resources We have developed a model to represent the capacity building process. We would like to not only share our model but how we have progressed in developing our model, etc… We would also like to gain feedback from you about issues related to using our model.

Goal of Comprehensive Centers Our journey… What is SEDL’s approach to capacity building? Goal of Comprehensive Centers Capacity Building? Initial Logic Model Our journey in developing our model started with: CC goal = build capacity No clear guidelines from the Department of Education on how to build capacity Conversations among CC directors and other SEDL staff, especially R&E staff about capacity building Development of initial model in R&E

Our journey continued… Does our initial model truly capture SEDL’s approach to capacity building? Re-examine initial model Wanted to find out more info….

What we liked about model: Broke work down into four stages, Prep, Plan, Impl, Sust Represented a process to capacity building Activities connected to outcomes Takes into account contextual factors Specific to the work of the comprehensive centers Some issues with this model: As looked back on interview data Something about the way SEDL and clients interact that wasn’t represented in this model

Our journey continued… How can we best represent SEDL’s approach to capacity building? Re-examine initial model Data collection from CC staff and SDE clients We wanted to find out more information from CC staff and SDE clients about SEDL’s approach to capacity building.

What We Learned from Interview Data: Guiding Principles for SEDL’s Capacity Building Process Valuing and learning from each other’s individual and organizational strengths Building knowledge and skills that promote sustainable change Developing and enhancing internal and external partnerships Responding and adapting to contextual factors From our interviews with CC staff and SDE clients Realized: Four guiding principles that situate our model Strengths play a role in how CC staff and SDE clients work together to build capacity

Our journey continued… What does the research literature say? Re-examine initial model Data collection from CC staff and SDE clients Review the literature Next, we reviewed the capacity building and positive psychology literatures.

What we learned from the literature Positive Psychology: A Strengths-Based Approach Positivity in organizations Focus on what works Identify and build upon strengths Considers assets, talents, capabilities, capacities, skills, abilities, resources, and aspirations (Donaldson & Ko, 2010; Ko & Donaldson, 2011; Linley et al., 2011; Linley, Harrington, & Garcea, 2010) Capacity Building Type of change process Building upon current strengths and resources Collaboration Increasing collective power and sustainability (Crisp et al., 2000; Fullan, 2004; Harsh, 2010; Maiese, 2005; Weiner, 2009) The definitions that seem to fit with SEDL’s approach to Capacity building involves: A type of change process that occurs at the individual- and organizational levels Building upon strengths and resources that are already present within an organization It is a collaborative/collective process Outcome in mind = to increasing the collective power of an organization to sustain the work that is trying to be accomplished Within the PP literature: Found information about a Strengths-Based Approach to organizations, which focused on Positivity in organizations and different types of strengths We saw a connection between these two sets of literature Aligned with what staff and clients told us!

Re-examine initial model Data collection from CC staff and SDE clients Review the literature Create a new model

“The whole idea of capacity is turning great ideas that we’ve learned and SEDL learned from across the country into action…” –SDE client Quote exemplified what we were thinking about as we create a new model

Strengths-Based Approach in CCB Model Processes Identifying problems, needs, goals, priorities, and strengths Facilitating partnerships Documenting and compiling tools and resources As you can see, Infusion of strengths throughout the model (processes)

Strengths-Based Approach in CCB Model Short-Term Outcomes Long-Term Outcomes Consensus of problems, goals, needs, priorities, and strengths Increased awareness of relevant expertise, processes, and structures to support project work Partnerships established with relevant partners and organizations Increased awareness of expertise and resources available internally and with external partners Efficient organizational structures that promote coordinated and effective organizational change Strengthened and sustained partnerships that impact multiple programs and policies And outcomes. Collaboration is more than just working together. It involves recognizing and building upon strengths to create sustainable change.

Change takes time… Current model incorporates a strengths-based approach to capacity building Institutional buy-in essential As internal evaluators, we are uniquely positioned to facilitate change in our organization Throughout this process, we learned that change take time. This has been a learning process for not only our unit but our entire organization. We have encountered some resistance to the notion of strengths even within our unit. We have had to defend why this model includes strengths. Thankfully management bought into this model & helped create this change. We’ve realize the impact we can have as internal evaluators in our organizations. Not just collecting and reporting data, but uniquely positioned…. Although we have a strengths-based model,

The change we have created… Shaping how SEDL as an institution defines and depicts capacity building Using the model as a programmatic and evaluation tool Institutionalizing the approach Shaping… Through a strengths based approach Using the model as a programmatic and evaluation tool Gathering data using interview protocols that ask about strengths Year 1 evaluation planning Developing tools to use the model This model has made a significant impact on SEDL as an institution -Used it in proposals -Part of strategic plan -Communication about model to SEDL board -Approach being applied to other SEDL projects, (technical assistance to range of clients and across subject areas)

Next steps —open to feedback Getting more staff and clients on board/Creating more awareness within and outside SEDL Tools evaluation and program staff can actually use—developed collaboratively Continue to redefine our roles as internal evaluators How evaluation contributes to organizational learning and change

Thank you!