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indicators and followed clients over a period time during which they used one or more of the Center's services (this was before DSFRC consolidated its programs in one location). The primary context was workforce development, but DSFRC also looked at other services and indicators. DSFRC had limited success in being able to tie Center usage to long-term improvements in clients' lives because their internal systems didn't support collecting the types of data needed for this kind of analysis. When funding for this project disappeared, their attempts to measure clients' life-style changes ended. Two main events have brought this subject back into the forefront for DSFRC. First, they consolidated most of their services in one location with a shared infrastructure, which makes data sharing between programs easier. Second, they have just purchased a family development matrix model (embraced by state), which is aresiliency-based, positive way of looking at families. This model will allow them to formally conduct this type of analysis. DSFRC expects to be able to have a consistent baseline (on a program- by-program basis) and begin seeing results within 3 months. Measuring the value of short-term, immediate, or crisis-based use of the Center is certainly important and, even if no long-term benefits were identified, providing clients- in-need with effective services is critical to DSFRC's mission. But being able to tie ongoing Center use to an increase in the general condition of clients' lives would be a powerful advantage when seeking funding. Being able to clearly demonstrate short and/or long-term service value would increase DSFRC's ability to obtain and retain funding, which significantly increases their sustainability. Implementing a revised client survey system, administering it, and then analyzing results was beyond the scope of this project. However, we were able to survey other important non-client groups. The Survey Process Here are the steps taken to administer 4 surveys on behalf of DSFRC. 1) Four groups were identified: peer agencies, funding organizations, Board of Directors, and DSFRC personnel (staff, interns, and volunteers). 2) An electronic survey form was designed for each group that made use of a likert scale and had space for comments. The survey drafts were reviewed by Executive Director, Rose Padilla-Johnson; Development Director,. Dawn Valadez; Strategic Planning Consultant, Miriam Abrams; and Deputy Chief of Staff for Alameda County Supervisor Alice Lai-Bitker, Jean Fong. Suggested minor changes were reflected in the final drafts. 3) Ms. Johnson and Ms. Valadez supplied Lisa Nichols with a contact list for the peer agencies (who were chosen based on their visibility in the community and/or similarity to some portion of DSFRC's services), funding organizations (who were chosen based on the amount of funding dollars provided to DSFRC), and the Board of Directors. 4) Lisa McClure, Executive Assistant to Ms. Johnson, provided a staff list with email addresses, department, and language preference. Sustainability Study: Davis Street Family Resource Center - 4/08 Page 18 of 96