Welcome! Measuring Success: the Practice and Vision Facilitated by Marian Doub, Independent Consultant with Friedman Associates, MicroTest and others With Special Presenters: • Nancy Swift, Executive Director, Jefferson Economic Development Institute (JEDI), Mt. Shasta, CA • Alex Forrester, Chief Operations Officer, Rising Tide Capital, Jersey City, NJ May 2010 Association of Enterprise Opportunity (AEO) Microenterprise Conference, Arlington, VA Rising Tide Capital, Inc. Measuring Success Goals 1. Name and Define Mission-driven outcomes 2. Build your tool kit and best practices resources for measuring microenterprise program success: • Program performance data analysis and use • Performance and outcomes measurement & monitoring • Management Information Systems (MIS) 3. Steps, activities, and resources it takes to build a data management system that tracks outcomes and fits your program. 4. Get Inspired! to use data and information to improve program performance and outcomes. 2 Rising Tide Capital, Inc. Measuring Success Training Agenda (Handout #1: Session Agenda & Action Plan Worksheet) I. Agenda Review and Introductions II. Measuring Success-Vision: Why? A. Overview: What is Measuring Success? B. Practitioners: 1) Motivation & Desires 2) Investment 3) Project Status & Plans for the future—what will change C. National standards, benchmarks & practical resources D.Q&A and Healthy Systems Action Planning 3 Rising Tide Capital, Inc. Measuring Success Training Agenda (Handout #1: Session Agenda & Action Plan Worksheet) III. Measuring Success-Practical Steps: Tools & Resources A. Overview-Four Practical Steps for Measuring Success 1) Name and Define Success 2) Assess & Align Program & Data Management Capacity 3) Redesign & Implement integrated systems 4) Use and Sustain Results B. Q&A and Healthy Systems Action Planning IV. Closing: More Q&A, Session Evaluations 4 Rising Tide Capital, Inc. Measuring Success Guidelines You are not alone and do not need to develop systems from scratch. Look to colleagues and local, regional, and national best practices resources. ‘To be of use’ is the litmus test for your system changes. Foster a spirit and practice of appreciative inquiry and cooperative learning. Share your strengths and weakness…ask questions no matter how silly or small or critical or big. 5 Rising Tide Capital, Inc. Marian Doub • One of the nation's top specialists in integrated systems for monitoring and evaluating microenterprise development programs—the first MicroTest certified consultant • Research and Evaluation Manager for Women’s Initiative for Self Employment (S.F. & Oakland, CA) from 1998-2004 • Developed practical systems for promoting best practices and innovation with dozens of microenterprise and/or community econ. development providers and intermediaries (LISC, NeighborWorks America, Aspen Institute, MicroTest) • MA in Urban and Environmental Policy from Tufts University’s Department of Urban and Environmental Policy & Planning in Medford, MA • Currently: Working in-depth with JEDI and Rising Tide Capital and others to integrate and redesign data management systems for outcome tracking (revising tools, policies and procedures, new ways to use results, and conducting staff training) 6 Rising Tide Capital, Inc. Nancy Swift • Ms. Swift is a 19 year veteran to the field and has served as a practitioner, advocate and visionary. Her experience is varied including: • Managed one of the very first Grameen-style peer lending programs in the country • Managed one of the early microloan programs for women-run businesses in frontier northern California • Founded and is currently the executive director of JEDI • 7 years as board member of both the state and national trade associations ~ AEO and CAMEO. • Ms. Swift has also worked internationally providing training for a women’s cooperative in Kazakhstan through ACDI VOCA • Ms. Swift has an MA from World Learning School for International Training and a BA from the University of Pennsylvania • Ms. Swift is the proud new mama of an 18-month girl named Meskerem 7 Rising Tide Capital, Inc. JEDI • The Jefferson Economic Development Institute is an award-winning microenterprise and asset development corporation located under the volcano in northern most frontier region of California. • Incorporated in 1996, JEDI is known for its strong leadership and effective community development strategies. • JEDI’s territory is a very rugged sparsely populated region with marginal economies. Sixty percent of the region is managed public lands. • JEDI serves approximately 350 people annually who are primarily low income, half own businesses and are most likely to be women, Native American, African American or have a disability. • Since its incorporation, JEDI has assisted over 4,500 people to create 1365 jobs or new businesses. • Nearly 50% of businesses increased their revenues by 50% after working with JEDI an average 1.5 years 8 Rising Tide Capital, Inc. Alex Forrester • Graduated from Harvard University in 2003 with a degree in Postmodern Philosophy and Theology • Co-founded Rising Tide Capital in 2004 with fellow classmate Alfa Demmellash • Serves as Chief Operations Officer of RTC, with primary oversight on financial management, institutional fundraising, grants management, outcome measurement, and technology. 9 Rising Tide Capital, Inc. Rising Tide Capital • Founded in 2004 • Headquartered in Jersey City, NJ – primarily serving residents of Jersey City and surrounding region of Northern NJ. • Training-led, with two core programs: The Community Business Academy (40-hour training course) and Business Acceleration Services (year-round coaching and seminars) • 280 graduates of The Community Business Academy since Dec 2006. 100 currently in business; 128 in the planning stages. • 2010 Budget: $800,000; 2009 Budget: 600,000; 2008 Budget: 400,000 • Selected in 2009 as CNN Heroes; Recognized by President Obama in White House speech in June 2009 10 Rising Tide Capital, Inc. Participant Introductions- Activity: Your Best Resources are Your Peers in the Room Look around the room at your Measuring Success peers: (raise your hand) • Role? front-line staff, entrepreneur/client, ED/CEO, Manager, Board, donor, policy maker/advocate, activist/organizer • Mission focus? Asset building, entrepreneurship, business development, economic justice • Program focus? Training-led/microfinance/both, youth, immigrants, marginalized/distressed communities, Low income entrepreneurs • Location? Urban, Rural, Both • Program experience/age? Pre-venture, under 5 years, 5-10, older than 10 years • Program scale? Small: fewer than 125 clients, Medium: 126- 299 client/year, Large: more than 300 clients/year 11 Rising Tide Capital, Inc. Participant Introductions- Activity: Your Best Resources are Your Peers in the Room Raise hands (continued): • How many track outcomes (what happens for clients after loan paid off or training graduation)? For 1 year after? For more than 1 year? • Role managing data (use, collect, enter, analyze, MIS/database) • How many use Excel to track program participant and activity information? What other database systems? • MicroTest members? • 3 favorite (most useful or compelling) ways you know you and/or your program are successful-- • What does success look like? • I know we are successful when within 1 or more years our clients…. 12 Rising Tide Capital, Inc. What’s going on with you? How do you know you are successful within 1 or more years? Do your clients: Start businesses? Stay in business? Create and retain jobs for owner and others? Expand business (increase revenue and net earnings)? • Secure business financing? • Strengthen businesses? 13 Rising Tide Capital, Inc. II. Measuring Success—the Vision A. Overview: What is Measuring Success? B. The JEDI and Rising Tide Capital Journeys What is your Measuring Success return on investment/value proposition? Why & How Much Do You Measure Success? How Do You Know and Use Your Results? Gather and organize information to improve results for clients and the program Make the case well Improve work-flow: efficiency and effectiveness What are your ‘data treasures’? What do you need to know vs. want to know? C. National standards, benchmarks & practical resources 14 Rising Tide Capital, Inc. What is Measuring Success? • The regular, systematic tracking of the extent to which program participants experience the benefits or changes intended by the Mission (United Way, 2002) • Measuring Success fosters continuous learning as you use data & measures of success to: Plan Act & Manage Data & Info Improve Analyze & Reflect 15 Rising Tide Capital, Inc. Measuring Success answers 3 kinds of questions*: 1. How is our program performing? 2. How are our clients doing? 3. Are we achieving our Mission? With 3 kinds of Monitoring and Evaluation data: Program Performance questions can be answered with data that a microenterprise program needs to collect and maintain in order to function: • In client contact database, in loan portfolio management systems, in accounting systems, etc. Client Outcomes questions can only be answered by going outside the program and surveying clients who have received substantial services and have had time to put what they learned/received into use. Program Impact measures how strongly the outcomes are related to the program experience using a control group, statistical tests, large sample sizes, or data gathered at set points in time over a long period. *Thank you to the Aspen Institute’s MicroTest Program for material on this page. 16 Rising Tide Capital, Inc. Measuring success requires both Performance and Outcome Data which require*: Developing a good management information system A management information system is the series of processes and actions involved in capturing raw data, processing it into usable information and disseminating it to users in the form needed in order to make appropriate decisions. Information technology (IT) are the computer hardware, networks, software used in an MIS. Databases (DB) manage the data, usually software or services (web based). Staff time and capacity to manage and use the system well. *Thank you to the Aspen Institute’s MicroTest Program for material on this page. 17 Rising Tide Capital, Inc. Measuring Success-the Practitioner Vision Your Vision-JEDI and Rising Tide Capital: • Why & How Much Do You Measure Success? • How Do You Know and Use Your Results? Gather and organize information that can help you improve program management and decision-making Make the case well Improve work-flow What are your ‘data treasures’? What do you need to know vs. want to know? • What is your return on investment/value proposition for Measuring Success? 18 Rising Tide Capital, Inc. Why Do You Measure Success? JEDI ‘data treasure’: P.R. Fact Sheet 2009 (Handout #3: JEDI Fact Sheet-Results 2009) 19 Rising Tide Capital, Inc. Why Do You Measure Success? RTC ‘data treasure’: Program Progress Report (for staff) (Handout #4: RTC 2009 Major Outcomes Progress Chart) 20 Rising Tide Capital, Inc. Why Do You Measure Success? RTC ‘data treasure’: Tools for Program Management & Customer Service (for staff) (Handout #5: RTC CBA Graduation Report) 21 Rising Tide Capital, Inc. Why Do You Measure Success? RTC ‘data treasure’: Tools for Program Management & Customer Service (for staff) (Handout #6: RTC Client Status Tracking Report) 22 Rising Tide Capital, Inc. What’s Going On in the Big Picture? • The pressure is on to ‘make the case’ for programs that support micro- and small businesses in competitive funding and policy environments. • Demand for accountability and evidence of outcomes results (what happens during or after services) is also at an all time high. 23 Rising Tide Capital, Inc. What’s Going On—Big Picture Most commonly required indicators of success prove our role in economic development and recovery: New businesses (start ups) Jobs created and retained (HUD/CDBG, SBA, HHS, others?) Annual business revenue (HUD/CDBG, SBA, HHS, others?) Existing businesses stay in business and survive • Business profitability • Owners improve their personal and household financial stability and security • Serving distressed, underserved communities: women, people of color, un- and under- employed, etc. 24 Rising Tide Capital, Inc. What’s Going On—Big Picture (Handout #2- Monitoring & Evaluation Resources) Standards (basic or minimal expected performance) • Overall organizational (institutional) capacity standards for Monitoring and Evaluation Systems (AEO) Standard Practices: client satisfaction, Monitoring & Evaluation Plan, program performance targets & standards, needs assessments & market research, MIS for internal and external reporting of outcomes/results 25 Rising Tide Capital, Inc. What’s Going On—Big Picture Standards (basic or minimal expected performance) • Program standards validate your results. Sources: 1. AEO Program Performance Standards Program Performance Standard 1 (of 11): At least 50% of the program’s clients are women. 2. MicroTest www.microtest.org 3. External policy research-business survival rates, changes in demographics & income, etc.. 26 Rising Tide Capital, Inc. What’s Going On—Big Picture Best practices & benchmarks (high performance) resources for ‘measuring up’ comparisons: 1. Fund for Innovation, Effectiveness, Learning, and Dissemination www.fieldus.org 2. MicroTest:program performance, outcomes, and cost effectiveness www.microtest.org 3. Opportunity Finance Network: www.opportunityfinance.net and CARS CDFI assessment & rating system 4. CFED Center for Enterprise Development www.cfed.org/knowledge_center/research/ 27 Rising Tide Capital, Inc. Why Do You Measure Success? • Strategic visioning and decision making • Program planning (innovation, goal setting) • Fundraising (proposals and reports) • Program management (decisions, work flow, customer service) • Monitoring and evaluation (are we meeting the needs and achieving our Mission) • Communicating our results to clients, Board, community, policy makers, and other supporters 28 Rising Tide Capital, Inc. Why Do You Measure Success? What are your ‘data treasures’? Program Performance Metrics - Community Economic Development Scorecard (1+ Years After Program Participation) Business Financials (for existing Business Information businesses) 1. Number of Businesses* Number of Clients surveyed* 25 Rea che Num Perc Targ # Amo Aver d Diff ber ent et Biz unt age Targ et? Number of pre-business clients Gross Receipts 25 Number of clients with start-up Annual Sales 25 businesses Number of clients with on-going Annual Expenses 25 businesses # involved in business watch/ capitan Profit/Loss 25 program # with long-term leases # increasing the # of clients by 20% Business Survival Rates >3y # establishing formal systems 1yr 2yr 3yr r # obtaining licenses/permits 29 Base Survey Group Rising Tide Capital, Inc. # purchased commercial/retail space Measuring Success Action Plan Activity: Healthy Practices for Overall Systems & Using Results Options for Overall System healthy practices goals: We have a monitoring and evaluation plan. We collect and analyze outcomes (long term) changes with our clients on a regular basis. We dedicate between 5-10% of our overall budget to measuring success— including MIS databases Options for Use of Results healthy practices goals: Clients and staff use our Mission, core outcomes and evidence to describe what they do and our success. Our reports tell our story well—from who we serve to the outcomes they achieve. We have the right mix of success stories and statistics. We manage change well and use evidence of all kinds (information, intuition, etc.) to make key decisions. We have the information we need when we need it—we submit comprehensive and well-presented reports on time. We use scorecard and dashboard reports to plan, deliver, and assess programs and outcomes on a regular basis. 30 Rising Tide Capital, Inc. Measuring Success-the Practitioner Vision Your Vision: Action Planning • Why & How Much Do You Measure Success? • How Do You Know and Use Your Results? Gather and organize information that can help you improve program management and decision-making Make the case well Improve work-flow What are your ‘data treasures’? What do you need to know vs. want to know? • What is your return on investment/value proposition for Measuring Success? 31 Rising Tide Capital, Inc. III. Measuring Success-Practical Steps Step One: Name and Define Success Step Two: Assess and Align Internal Capacity to Manage the Data You Need Step Three: Redesign and Implement Data Management System Step Four: Use and Sustain the Results & System 32 Rising Tide Capital, Inc. Practical Step One: Name & Define Success 1. Name the purpose & path to your Mission Purpose: Mission-driven goals & framework for program and longer term benefits (measures of success) Tools: Theory of Change, Logic Model 2. Select your indicators of success Purpose: Brainstorm & select your core indicators of longer term success—no more than 10 indicators. Tools: Inventory of reporting requirements & desires (what do you need to know? what do you want to know?) 3. Define your indicators of success Purpose: Define your outcome indicators using standard definitions from the field adapted for your own uses. 33 Rising Tide Capital, Inc. Theory of change example* * From Community Change: Theories, Practice, and Evidence. 2006. Aspen Institute Roundtable.p.225 34 Rising Tide Capital, Inc. Step One: Name and Define— Examples from JEDI • From Theory of Change to core indicators & definitions of success • Challenges & lessons learned • Most useful results & surprises 35 Rising Tide Capital, Inc. Name Your Program Success on your terms… JEDI Theory of Change Mission: JEDI increases the economic well-being of people and communities through business development and local wealth creation. JEDI Theory of Change: Statement of Need: Rural Siskiyou County residents are challenged by persistent and disproportionate income and asset poverty, unemployment, and rising rates of transience (and some times permanent out-migration) due to declining natural-resource based industries, national economic trends, geographic isolation from major markets and investment in the private sector, and weak communication technology infrastructure. 36 Rising Tide Capital, Inc. Name Your Program Success on your terms… JEDI Theory of Change Mission: JEDI increases the economic well-being of people and communities through business development and local wealth creation. Statement of Purpose: Each year JEDI provides 400 Siskiyou County entrepreneurs with the training and technical assistance resources they need to create, stabilize, and grow businesses and household income and assets. • JEDI does this so that within 1 to 2 years: Individuals stabilize and increase their household incomes, assets, and confidence; entrepreneurs grow viable businesses; and businesses provide other residents with jobs, needed goods and services, and inspiration. • So that within 2 to 4 years: More residents have adequate household incomes and plans for their longer term future in Siskiyou County. Thriving Siskiyou County businesses attract local and regional connections, spending, innovation, pride, and civic involvement. Increased incomes and revenues increase the tax base and improve infrastructure & services. • So that within 3 to 10 years: Overall community wealth increases with investment and confidence in the long term future, poverty rates fall and quality of life improves, owners and supporters leverage increased resources for small and micro- businesses. 37 Rising Tide Capital, Inc. JEDI Theory of Change Name Your Program Success on JEDI business development & local wealth creation increases the economic well-being of people and communities. your terms…two tools others use JEDI provides Siskiyou County residents Personal & household financial health with business development, practices & status improves asset and credit building, and community development Businesses start, strengthened & sustained training, technical assistance, and linkages to resources. Small business owners create, retain, & sustain living wage jobs for self & local residents Business revenue increases household income to improve household self sufficiency & assets Local businesses create healthier local economy Healthier local economy leverages more micro- and small business markets, financing & resources 38 Rising Tide Capital, Inc. Name Your Program Success on your terms…key outcomes indicators Jefferson Economic Development Institute (JEDI)Core Outcome Indicators JEDI succeeds when entrepreneurs succeed in one or more years to: • Start businesses; • Strengthen, formalize, and expand businesses; • Establish and maintain profitable businesses; • Create and/or retain employment for themselves and others; and • Improve household financial security. JEDI knows businesses are successful when in 2 to 6 years: • Income from business contributes to household financial self-sufficiency and security; • Business revenue allows owners and other employees to increase purchasing of goods and services (household & business-to-business spending) and increase the income tax base; • Businesses provide local communities with needed goods and services; • Businesses attract regional markets and investment; • Businesses provide local communities with cultural and social assets; and • Owners give back and reinvest in local community. 39 Rising Tide Capital, Inc. Defining Success: a JEDI example 40 Rising Tide Capital, Inc. Rising Tide Capital-comments Core indicators & definitions of success • Strategic planning, literature review, other • Challenges & lessons learned • Most useful results & surprises 41 Rising Tide Capital, Inc. Practical Step Two: Assess and Align Internal Capacity 1. Explore promising outcome tracking resources: MicroTest, Success Measures, others? 2. Assess data collection capacity: Intake form(s) assessment—What do we need to ask to know if we are measuring and success (tracking baseline and outcomes)? 3. Assess data storage and analysis capacity: Do we have the data management and analysis resources we need? 42 Rising Tide Capital, Inc. What’s Going On in the field? Promising & proven outcome tracking systems & platforms built by & for practitioners— We do not need to reinvent the wheel! MicroTest www.microtest.org Success Measures http://www.nw.org/network/comstrat/measuringWh atMatters/default.asp Innonet http://www.innonet.org/ Asset Building: www.assetplatform.org & www.Creditbuilderalliance.org Opportunity Finance Network/CARS http://www.opportunityfinance.net/ http://www.carsratingsystem.net/ 43 Rising Tide Capital, Inc. Data Collection for Measuring Success— A Good Intake Tool… • Sets the baseline questions for measuring long term outcomes—the questions are asked and tracked throughout the system in almost exactly the same way at intake, on update forms, and surveys • Encourages the program staff and clients to assess and update progress on a regular basis—it is useful for more than data • Asks for 1-2 other contact people to help stay in touch • Records the data event, collection, and entry dates as well as staff names • ‘Translates’ evaluation & metrics into a language everyone can use • Communicates clear guidelines for information use 44 Rising Tide Capital, Inc. Data Collection for Measuring Success— A Good Survey Tool is… • Administered no more than 1x a year by phone, web- based, or mail-in. Phone is usually most successful • Uses incentives—raffle of something useful to business owners—for those who complete survey • Administered by trained staff or volunteers who are not direct service providers • Looked forward to once the ‘check-in’ practice is established • Does not take the place of program evaluation or experimental research 45 Rising Tide Capital, Inc. Aligning Baseline & Survey Data Collection for Measuring Success Key Indicators/ Key Baseline & Definitions/Formulas On Intake On Survey Outcomes Measures Outcome Questions Form? Form? Yes/No Yes/No Businesses Business Do you currently own a Yes/no start status business? Business start date mm/yyyy; need for calc. of years in biz, survival Business Employees Not counting yourself, Full time = >35 creates jobs how many paid full time hours/week employees does your business have? 46 Rising Tide Capital, Inc. JEDI-comments • Assessing and Aligning Program & Data Capacity • Examples of favorite tools-framework & data collection (forms): Application-Part A-Business Information section • Challenges & lessons learned • Most useful results & surprises 47 Rising Tide Capital, Inc. Baseline Information: JEDI Application for Services-Business Information section (Handout #7) 48 Rising Tide Capital, Inc. Rising Tide Capital-comments • Assessing and Aligning Program & Data Capacity Examples of favorite tools-framework & data collection (forms): Collecting outcomes on a daily basis Challenges & lessons learned Most useful results & surprises 49 Rising Tide Capital, Inc. Day-to-Day Outcome Tracking and Data Collection (Handout #8: RTC Business Outcomes Update form data collection tool for staff, page 1) 50 Rising Tide Capital, Inc. RTC Day-to-Day Outcome Tracking (data collection tool for staff, page 2) 51 Rising Tide Capital, Inc. Practical Step Three: Redesign and Implement Data Management for Measuring Success 1. Database Needs Assessment 2. Database Product Assessment 3. Database Product Selection 4. Database Re-engineering (configuration) & Transition (conversion of existing data) 5. Implement & Adjust • Dedicate enough resources—time, staff—to do this project well—this is a long term investment. • Goal is to increase efficiency and effectiveness of internal systems— eliminate parallel data sources, duplicate data entry, time intensive reports, etc. 52 Rising Tide Capital, Inc. Array of MIS Modules*(thank you to FIELD & MicroTest) Non-client Client-based Who? What? Why? Financial Accounting/ Loan Payroll/ IDAs Portfolio Fixed Asset Non-Financial Bus.Services Impact/ Demographic (Training, Outcome Info TA, Market, etc) Info H.R./ Scheduling/ Intranets Contact Other Services (Health, Counseling, Management etc) 53 Rising Tide Capital, Inc. Step 3 Redesign: Assess MIS Needs Database Needs Assessment What is your: • Program Breadth or diversity of services needed • Program Scale of your program or organization • Program Depth or complexity of information needs (do you need to track outcomes? integrate with other systems?) 54 Rising Tide Capital, Inc. Step 3 Redesign: Select MIS Products for Tracking Program Data—including Outcomes • Promising Options VistaShare Outcome Tracker; WebCATS (Client Activity Tracking Software, primarily SBA grantees; The Exceptional Assistant, by Common Goals Software; Salesforce (with other platforms for outcome tracking (MicroTest Outcomes or Success Measures); Efforts to Outcomes/Social Solutions; Money In, Money Out, Technical Assistance (MIMOTA) by Villagesoft; Portfol Applied Business Software Others? 55 Rising Tide Capital, Inc. Step 3 Redesign: Rising Tide Capital- comments • Redesign and Implementation • Database redesign • Challenges & lessons learned • Most useful results & surprises 56 Rising Tide Capital, Inc. Step 3 Redesign: JEDI-comments • Database Needs, Product Assessment and Selection • Configuration and Conversion • Challenges & lessons learned • Most useful results & surprises 57 Rising Tide Capital, Inc. Practical Step Four: Analyze and Use Results 1. Program Management: Scorecards, Dashboards, regular reports 2. Public Relations Materials 3. Learning Circles-highlight and explore strategic issues using results with staff, clients, Board 4. And Many More… 58 Rising Tide Capital, Inc. MicroTest Program Performance Custom Report #17 Interactive Features of the custom report allow you to further personalize the document for your program. #18 Look at your program’s progress over time using trend data for all 50 MT measures. #19 Compare your program’s performance to those MT programs achieving Top Performance for key measures. #20 Compare your program’s performance to your peers. FIELD - The Aspen Institute 59 Rising Tide Capital, Inc. How do you use your results? What are your ‘data treasures’? 60 Rising Tide Capital, Inc. Step 4 Use Results: Rising Tide Capital-comments • Using Results Challenges & lessons learned Most useful results & surprises 61 Rising Tide Capital, Inc. Step 4 Use Results: JEDI-comments • Using Results Challenges & lessons learned Most useful results & surprises 62 Rising Tide Capital, Inc. Measuring Success Action Planning Activity What are Your Action Steps for Improving How You: 1. Name and Define Success? 2. Assess and Align Program & Data Management Capacity? 3. Redesign and Implement? 4. Use and Analyze Results and Sustain Data Management Systems? 63 Rising Tide Capital, Inc. Measuring Success Session Wrap Up Questions & Answers and • Most useful results & surprises • What are you most looking forward to? • What is most challenging for you? • Where will you turn for support and expertise? • Do you have requests for the group—how can we support your efforts? Please give us your business card if have other questions, requests or suggestions or would like to receive the presentation. 64 Rising Tide Capital, Inc. THANK YOU! Please contact us for more information about Measuring Success: Marian Doub Consulting email@example.com, (415) 730-1873 Nancy Swift, JEDI firstname.lastname@example.org, (530) 926-6676 Alex Forrester, Rising Tide Capital email@example.com, (201) 432-4316 65 Rising Tide Capital, Inc.