7.0 Results

Objective: To develop a routine and continual process to examine trends of SBDC’s organizational performance over time (3‐5 years) including stakeholder and customer focused outcomes, process effectiveness outcomes, financial and market outcomes, workforce focused outcomes and leadership outcomes.

7.1 SBDC SERVICE RESULTS AND OUTCOMES

SUMMARIZE THE KEY PERFORMANCE METRICS IDENTIFIED IN STANDARD 4.1.

The Oregon Service Segmentation Trends are reviewed regularly utilizing business research reports contained under Standard 4.0 evidence.

One of the goals of the Oregon SBDC Network is to shift resources from Pre Venture clients to existing business enterprises. The “In Business” statistics from CENTER IC indicate the network as a whole continues to serve more established businesses than pre-venture businesses. The percentage of Pre-Venture to In-Business number dropped steadily between 2011 and 2013, however, the YTD 2014 statistics show a reversal of this trend, with services provided to In Business clients greater than Pre-Venture clients.

Pre-venture versus In Business Clients

Year

Pre-Venture

In Business

2011

2670  46%

3077  54%

2012

2752  47%

3093  53%

2013*

2849  49%

3020  51%

2014

2880  48%

3167  52%

2015 YTD

8/19/2015

1929  46%

2215  54%

Long Term (5+ hours) Client trends

Year

Long-Term Clients

2011

1261

2012

1477

2013

1413

2014

1492

2015 YTD

8/19/2015

905

Year

Number of Business Starts

2011

270

2012

266

2013 *

178

2014

207

2015 YTD

8/19/2015

120

Jobs Created Trends

The highest number of business starts in the Oregon SBDC Network occurred during 2011. Since that date, the business starts have dropped each year.

Capital Formation Trends

As a result of the Capital Access Team and center efforts, the 2015 capital formation trends are steadily rising as the economy recovers and lender relation efforts are yielding higher dollar volume capital assistance clients. (See Impact Reports)

PROVIDE CHARTS AND GRAPHS FOR A MINIMUM 3 YEAR PERIOD SHOWING YOUR LEVEL OF SERVICE PERFORMANCE FOR THE OVERALL ORGANIZATION.

The three year SBDC-by-SBDC chart can be found here.

DESCRIBE HOW THIS TREND INFORMATION IS USED TO MANAGE PERFORMANCE.

The Oregon SBDC Network Leadership reviews the performance scorecards and reports on a weekly and monthly basis (respectively). Focus is placed on the top three performers and the bottom three performers. Outstanding performers are provided additional funding to support the development of best practices which are shared statewide.  SBDCs with performance issues are provided mentoring through site visits by the OSBDCN leadership. If poor performance continues, the Oregon SBDC Network Leadership works with the host institution to seek new SBDC leadership at the center.  All Directors are given an opportunity to participate in professional development training opportunities.  Staff are provided training through both the Network Office and our statewide project managers’ monthly calls.

IDENTIFY POSITIVE AND NEGATIVE TRENDS AND PROVIDE EXAMPLES OF HOW THEY DRIVE ORGANIZATIONAL CHANGE   AND IMPROVEMENT.

Four new SBDC Directors were hired in 2013, and three were hired in 2014. As a result, new energy and ideas are being implemented at these SBDCs. The development of the specialized services has improved the image of the Oregon SBDC Network and elevated the organization in the eyes of the Oregon Legislature. This improvement resulted in additional funding packages at the state and federal levels.

Beginning in 2014, the Oregon SBDC Leadership and the SBDC Directors foster a closer relationship with the Governor’s Regional Solution Teams. These regional teams are tasked with removing barriers for businesses to facilitate economic growth. This effort brought the expertise of the entire network to the Governor’s efforts to improve the economic health within the State of Oregon.

7.2 CUSTOMER FOCUSED RESULTS AND OUTCOMES

UTILIZING YOUR CLIENT SEGMENTATION STRATEGY AS DESCRIBED IN STANDARD 3, PROVIDE A MINIMUM OF 3 YEARS TREND DATA SHOWING TRENDS IN KEY MEASURES OR INDICATORS OF SERVICE PERFORMANCE FOR YOUR PRODUCT OFFERINGS AND CLIENT SEGMENTS.

Each OSBDCN specialized service is tracked for performance in the CENTER IC Score Cards. These scorecards are open and available to SBDC Directors and the Oregon SBDC Network Leadership. Performance is tracked and reviewed on a monthly basis by the project leaders.

DESCRIBE HOW THE SBDC UTILIZES THIS TREND DATA TO MANAGE PERFORMANCE AND ADDRESS NEGATIVE OR POSITIVE TRENDS.

Negative trends are reviewed at the site visits with the SBDC Directors. Action plans to improve performance are created, and expectations are clearly communicated. Mentoring and training opportunities are provided to the Directors to help improve performance. Should the performance issues continue, a change in SBDC leadership occurs through a collaborative effort with the host institution and the Oregon SBDC Network Office.

Positive trends are celebrated in a number of ways. The Sandy Cutler Award, named after the first Oregon SBDC Network State Director, is awarded to the SBDC Director or staff person that best exhibits a collaborative spirit in the support of the network, other SBDCs, and staff. Typically these individuals are leaders within the Oregon SBDC Network. They run excellent SBDCs, share best practices and support their fellow SBDC Directors.

Additional funding opportunities come to those SBDCs that perform well. These opportunities come with additional leadership opportunities and often include other centers in a project. Annual funding to the centers provide for peer-to-peer site visit opportunities for nearby travel to other SBDCs to share best practices and learning opportunities.

GIVE EXAMPLES OF HOW ANALYSIS OF THIS TREND DATA DRIVES IMPROVEMENT IN THE ORGANIZATION OR LEADS TO ORGANIZATIONAL CHANGE RESULTING IN IMPROVED ORGANIZATIONAL PERFORMANCE.

As a result of the Internal and External Environmental Scans within the Strategic Planning Guide and formally (through State Advisory Council or scheduled meetings) with funding partners, several new initiatives were deployed. The Oregon Department of Transportation Small Business Management Program provides extra services to contractors seeking projects from ODOT. The Mentor-Protégé’ program matches experienced contractors with new contractors to ensure the success of their construction projects.

The Global Trade Program provides State-wide mentorship and training to help expand the traded sector businesses, thus improving the economy in Oregon. These services were enhanced through a collaboration with the Small Business Administration Export SBDC, the Export-Import (Ex-Im) Bank, and other critical partners in the International Trade field.

Through the Environmental Scans in the telecommunications arena, and the collaboration with the Oregon Connections Conference, the Oregon SBDC Network Leadership realized an opportunity to better serve Oregon businesses to enhance their telecommunications and technology skills. As a result, the Technology Impact Program was funded through the Oregon Public Utilities Commission to help deploy training programs and services for small businesses related to the use of the internet for marketing and management of their businesses.

The specialty Veterans’ Small Business Management Programs were also created as a result of close collaborations and conversations with the Veterans’ community and the Small Business Administration in Portland.

Latino outreach has also been expanded by conducting an asset inventory of curriculum and counseling resources in Spanish that advisors who speak Spanish could utilize in assisting this underserved population.  A monthly cohort of Spanish speaking SBDC and partner advisors has recently been assembled to share best practices.  Many centers have also partnered with Rural Development Initiatives to deliver and business and financial literacy programs over the past four years, entitled Paso al Exito.

7.3 MARKET RESULTS AND OUTCOMES

DESCRIBE PEER OR ASPIRANT ORGANIZATIONS AND IDENTIFY ANY COMPARABLE METRICS OR DATA COLLECTION SOURCES.

The SBDC Networks in Connecticut, Kentucky and Louisiana have similar SBA funding levels to the Oregon SBDC Network. Data was collected from the most recent SBA goals analysis report available for a comparative analysis. The report period is from October 1, 2011 to September 30, 2012.

State

Long-Term Counseling

New Business Starts

Capital Infusion

Connecticut

105

25

$4,176,142

Kentucky

693

199

$75,255,158

Louisiana

1262

219

$42,971,493

Oregon

1408

281

$30,692,112

BENCHMARK A MINIMUM OF 3 YEARS TREND DATA COMPARING YOUR SBDC TO A COMPARABLE SBDC OR TO NATIONAL TRENDS.

The Oregon SBDC Network has consistently outperformed other SBDC Networks with similar funding levels. Our 2013 Annual Report summarizes our marketplace performance results. Through innovative programs, one-on-one mentoring, and adherence to best practices, the Oregon SBDC Network is one of the leading SBDC Networks in the country.

In 2013, Oregon SBDC Network provided confidential advice to 5,619 businesses, which created and retained nearly 1,450 jobs. Long-term clients receiving five hours or more business advising time totaled 1,383 out of 25,028 counseled (5.52%).

According to the U.S. SBA Office of Entrepreneurial Development 2012 Annual Goaling Report, the Oregon SBDC Network ranks No.10 in new business starts among all 63 SBDC Networks throughout the national system.  Of the 2013 clients, 48.6 % were pre-venture entrepreneurs working on business plans and raising start-up capital, 51.4 % were established businesses — 693 of these firms had 5 to 500 employees.  Moreover, Oregon SBDC Network’s Small Business Management program, which provides in-depth long-term instruction and guidance to established businesses, has helped participating businesses achieve an overall survival rate of more than 80 % during the past 30 years.

DESCRIBE HOW THIS DATA IS REGULARLY USED TO MANAGE PERFORMANCE OF THE SBDC AND EXPLAIN YOUR POSITIVE AND NEGATIVE TRENDS.

Key performance results and outcomes are included in the SBDC-by-SBDC performance comparisons for 2011-2013.

Graphic performance scorecards are produced annually (started in 2010) and provide trending information on service outcomes and results.  These graphics are provided quarterly in combination with monthly performance reporting to SBDCs, the State Advisory Board, and key stakeholders.  Further year over year analysis is reviewed in Tableau.

The three areas tracked most closely to meet SBA goals are Long-Term Clients, Jobs Created and Capital Access.

The Long Term Client trend has increased dramatically. This is due to the measured efforts within the Oregon SBDC Network to support the various Small Business Management Programs with funding and grant support. These efforts included the Veterans’ SBM, the ODOT SBM and the ODOT Mentor Protégé programs.

The downward trend of the Jobs Created reflects the state of the Oregon Economy and the tendency of small businesses to contract work out rather than hire employees. During the 2014 year, the Oregon economy has shown signs of improvement. Businesses are beginning to hire back employees and add employees to the workforce. However, there is also some evidence from the field that small business owners are monitoring the number of employees they have to avoid the requirements of the Affordable Care Act to offer health insurance to employees.

The downward trend in Capital Access has been reversed as a result of the efforts of the Capital Access Team, a state-wide service to provide assistance to the SBDC Directors when preparing loan packages. This concentrated effort by the SBDC Directors and the CAT Team members, has resulted in a positive upward trend in the acquisition of capital for small business owners in the State of Oregon.

GIVE EXAMPLES OF HOW ANALYSIS OF THIS TREND DATA DRIVES IMPROVEMENT IN THE ORGANIZATION OR HAS LED TO ORGANIZATIONAL CHANGE THAT RESULTED IN IMPROVED PERFORMANCE RESULTS.

     By analyzing the trend data, the Oregon SBDC Network Leadership successfully acquired additional funding for the OSBDC Network through the special emphasis programs and initiatives.

7.4 HUMAN RESOURCE RESULTS AND OUTCOMES

DESCRIBE YOUR KEY PERFORMANCE MEASURES OR OUTCOMES FOR EMPLOYEE LEARNING, WORKFORCE ENVIRONMENT AND SATISFACTION AS IDENTIFIED IN STANDARDS 5.3 AND 5.4.

In 2013 and 2014, Professional Development modules were created to support the training of all SBDC directors and advisors.  The Oregon SBDC Network Leadership conducts annual SBDC site visits. During center site visits, the local work plans are reviewed in conjunction with performance measures and professional development plans. The work plans include the professional development goals of employees at the local SBDC. The SBDC Director is responsible for monitoring the progress of the employee’s professional development plans.

The Oregon SBDC Network Office funds semi-annual Directors’ meetings to increase peer-to-peer sharing of best practices. These meetings include several professional development segments (see meeting agenda evidence).

PROVIDE TREND DATA FOR A MINIMUM OF 3 YEARS, SHOWING YOUR SBDC’S CURRENT LEVELS AND TRENDS OF KEY MEASURES OR INDICATORS RELATED TO HUMAN RESOURCE PERFORMANCE.

SBDC-by-SBDC trend data is available daily in CENTER IC. This data can be tracked for the entire network, each SBDC, and each employee with the SBDCs.

DESCRIBE HOW THIS DATA IS REGULARLY USED TO MANAGE PERFORMANCE OF THE SBDC.

The Performance Scorecards are used in the Directors’ conference calls to share the progress of the entire network and each individual SBDC within the network. The information is easily available to the Directors through CENTER IC.  A new metric has been set up to respond to requests from stakeholders concerning the return on investment related to counseling hours and capital access.

PROVIDE EXAMPLES OF HOW THE ANALYSIS OF THIS DATA HAS DRIVEN IMPROVEMENT OR ORGANIZATIONAL CHANGES THAT RESULTED IN IMPROVED PERFORMANCE.

Positive trends in performance result in additional funding for SBDCs to increase their capacity, and to support the sharing of best practices. The Sandy Cutler Award is given to SBDC Directors or employees who clearly support the mission of the Oregon SBDC Network. Nominations are made by the OSBDN leadership and Directors. When poor performance does not improve, there is a change in SBDC leadership at the local level.

EXPLAIN YOUR POSITIVE AND NEGATIVE TRENDS.

           Positive Trends:

The creation of specialized services has produced improvements in the deployment of Technology by the SBDCs and clients.  Positive Trends in Capital Access and International Trade impacts have occurred due to management focus on these specialized services.

As a result of the implementation of monthly Support Staff training calls, there is a better understanding of changes in the Network’s resources. The Support Staff are better prepared to provide services to clients as a result of a deeper knowledge of the State-wide Program offerings. Of the 18 support staff within the Network, frequently 14 to 15 support staff participate in conference call trainings. In a recent Growth Wheel professional development event, 110 SBDC employees signed up for the Growth Wheel training. Directors, support staff and advisors all participated.

In an effort to increase the capacity of SBDCs’ use of technology, Information Technology Specialist, Nate Boyd, actively supports the technology usage and training within the Oregon SBDC Network.

As a result of the monthly Support Staff calls and SBDC Directors’ calls, the Oregon SBDC Network has been able to reduce Export Errors and improve client validated impacts in CENTER IC. Some SBDCs have additional auditing services to find and correct CENTER IC data entry weaknesses.

Negative Trends:

A noted negative trend is an increase in supplemental funding, but relatively flat performance results. Causes include the reduction of funding at the host institutions.

There is evidence that centers are drawing down their Program Income reserves in order to continue current levels of service. The 2013 Program Income report showed a $49,256 net reduction in 2013. The addition of many new SBDC Directors may be a cause for flat performance as they orient themselves to their jobs.

7.5 ORGANIZATIONAL EFFECTIVENESS RESULTS AND OUTCOMES

DESCRIBE YOUR KEY PERFORMANCE MEASURES FOR CALCULATING YOUR SBDC’S RETURN ON INVESTMENT.

Key Performance Measures are tracked in CenterIC. They include Long-Term Counseling Clients, Jobs Created, Business Starts and Capital Access. The Oregon SBDC Network is 10th highest in the nation in the number of jobs created according to the 2012 SBA goal attainment report. The Oregon SBDC Network is also one of the highest leveraged networks in the nation, due to the funding resources from the Oregon Business Development Department, the SBA, and other supplemental funding sources.

The Oregon SBDC Network leveraged software tools and resources to provide excellent services to clients. These tools include the Growth Wheel, Live Plan, and Self-Guided Learning Modules. These tools are available to any and all SBDCs through an atmosphere of collaboration and inclusion.

PROVIDE TREND DATA FOR A MINIMUM OF 3 YEARS SHOWING YOUR SBDC’S CURRENT LEVELS AND TRENDS OF KEY MEASURES OR INDICATORS OF ORGANIZATIONAL EFFECTIVENESS.

       See Oregon SBDC Network Statistics Report 2011-2014

DESCRIBE HOW THIS DATA IS REGULARLY USED TO MANAGE PERFORMANCE OF THE SBDC.

This data is used to inform local staffing levels, create supplemental and core grant proposals and identify center performance concerns. It is reviewed monthly and available daily through CENTER IC Score Cards. These statistics are further analyzed at the local level and at the project levels (CAT, International Trade, etc.)

PROVIDE EXAMPLES OF HOW THE ANALYSIS OF THIS DATA HAS DRIVEN IMPROVEMENT OR ORGANIZATIONAL CHANGES RESULTING IN IMPROVED PERFORMANCE.

In 2014, there was a need identified in the field for the Oregon SBDC Network Office to provide technical assistance to the local SBDCs. The part time OSBDCN Office Specialist position was reclassified to Information Technology Specialist to reflect the technical support services he provides at the Network Office and the field. Because of this change, the Information Technology Specialist is able to provide data analysis, trend analysis, and other data reports to the leadership. The use of this data analysis enhances the capability of the Oregon SBDC Network to respond to stakeholder requests. With this data and analysis, the Oregon SBDC Network successfully competes for supplemental funding.

The Program Coordinator at the Network Office was also reclassified to Lead Program Coordinator with a departmental title of Grants and Contracts Director.  This allowed the Network Office to grow substantially in the number of supplemental grants managed, while providing expanded funding capacities.

EXPLAIN YOUR POSITIVE AND NEGATIVE TRENDS.

Positive Trends:

As a result of the positive trends in the Oregon SBDC Network performance, and the ability to verify results through our clients, the Oregon Legislative political attitude toward the Oregon SBDC Network changed. By responding to the requests for verifiable data, documenting video success stories, and sharing the positive work of the Oregon SBDC Network, the Network has been able to secure additional funding from the SBA and the Oregon Business Development Department.

Negative Trends:

The State-wide trend of the reduction of the Higher Education budgets will continue to impact the host institutions’ ability to provide adequate funding for the Oregon SBDCs. The Oregon SBDC Network Leadership continues to seek additional funding sources to mitigate this negative trend.