Evaluation Quick Tricks and Easy Tools for Nonprofits

Evaluation Quick Tricks and
Easy Tools for Nonprofits
Sheri Chaney Jones
February 13, 2012

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Sheri Chaney Jones
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 Facts are better than
dreams”
◦ -Winston Churchill

 “Great organizations
gather, confront, and
use the brutal facts to
make organizational
decisions.”
◦ -Jim Collins “Good to
Great”


Good Measurement Practices


Comparison of Measurement Culture and Effective Accomplishment of
Organizational Outcomes
Organizational Outcomes
% Moderate
% High Culture % Low Culture
Culture
Reporting Reporting
Reporting
Effectiveness Effectiveness
Effectiveness
Organizational Efficiencies
83% 50% 17%

External Relations
75% 50% 33%
Internal Relations
83% 27% 17%
Increased Revenues
67% 23% 17%
Strengthening
Organizational Culture 100% 64% 17%

Successful Organizational
Change 75% 27% 17%


Non-Profit
 Not Enough Time 68% Evaluation

 Not Enough Funding 51% Fully Utilized
Challenges
 Not Enough Evaluation Signifcant Struggle

Expertise 50%
10%

 Not Enough Staff 49% 45%

 Not Enough Trained Staff 46% 45%
Source: Carman, J. & Fredericks, K. (2010) Evaluation Capacity and Non-Profits
Organizations. American Journal of Evaluation. 31 (1) 84-101


 Evaluation is Essential

◦ It is easy
◦ It is fun
◦ It can fit in your budget
◦ Done with your staff
◦ Lead to positive outcomes


 Situation 1: FY10-11 Budget: Significant
budget cuts resulting in long waitlists for
programs

11

 Culture
 Clarify
 Capture
 Communicate
 Change and/or Celebrate


“Take away my people, but
leave my factories, and soon
grass will grow on the
factory floors. Take away my
factories, but leave my
people, and soon we will
have a new and better
factory.”
-- Andrew Carnegie (1835-
1919)


 Evaluation more than
external accountability tool

 Variety of data collected and
used

 Positive internal
management

 Results educate and bond


 High Measurement Culture– Already been
working towards this -- staff satisfaction
surveys, 360 degree leadership assessments,
performance goals, regularly generating
feedback from staff, “coins in the cushion
program”

15

 “Most communicated
and relevant measures
get done”

 Must have clear mission/
vision in order to
evaluate and measure
what is important.


 Why do you do what you do?
◦ Why, so that
◦ Why, so that
◦ Why, so that
◦ Why, so that
◦ Why, so that

 Why do your funders/ partners what to
partner with you?

 Why do your participants/ clients participate?
What do they hope to accomplish?


 Long and lengthy  “Promoting choice,
mission and vision independence, and
quality of life for all
statement that no one
Aging Ohioans”
could remember

 Very siloed and each
program thought of
goals separately

Before After

19

 Logical linkages among
◦ program resources (inputs),
◦ activities (outputs),
◦ Audiences (participants),
◦ and short-, intermediate-, and long-term outcomes.

 This is the framework for demonstrating how
your program or services will achieve the funders
expected outcomes (your “whys”)

 Resources: http://www.wkkf.org/knowledge-
center/resources/2010/Logic-Model-
Development-Guide.aspx

20

21

 Demographic data on participants

 Activities/ services received
◦ Start and end date

 Pre-test, post-test data
◦ Knowledge, skill, attitudes, readiness, etc.

 Costs

 Participant and stakeholder feedback
(satisfaction data)

 Outcomes (Your True Profit)


1. Increased knowledge and 7. Increased social status
learning
8. Increased economic
2. Changed attitudes conditions

3. Increased readiness 9. Increased health conditions

4. Reduction of undesirable 10. Reduction in administrative
behavior costs

5. Increased desirable behavior 11. Increased economic
development
6. Maintenance of new
behavior 12. Participant, employee, and/
or stakeholder satisfaction

24

1. Are these measures related to important policy and
practice issues?

2. Are these measures relevant and apply to
practitioners?

3. Can these measures be communicated in a way that
will influence outcomes

4. Are incentives built into the system for collecting
and acting on these data?

5. Are the measures linked to the stakeholders
interests?

25

Ratio of Individuals over 60 for Home Ratio of Expenditures for Home and
and Community Based Care/ Nursing Community Based Care/ Nursing
Facility Utilization Facility Utilization for Clients over 60

100% 100%

90% 90%
61%
80% 80%
82%
70% 56% 70%
60% 75%
60%
50% 50%

40% 40%

30% 30%

20% 39% 44% 20%
10% 18% 25%
10%
0% 0%
FY 2008 FY2011 Goal
FY 2008 FY2011 Goal
Home/ Community Care Nursing Facility Care
Home/ Community Care Nursing Facility Care

26

 “The greatest
problem with
communication is
the illusion it has
been accomplished.”
--George Bernard
Shaw

 Share your story with
all stakeholders

 Try different
methods


 Use results to
confidently make
improvements

 Celebrate your
impact


 Increased communication  Program funding fully
and awareness around
the relationship between restored in March 2010
home and community-
based waivers and  “If mom and dad want
nursing facility funding.
to stay at home or go
 Clearly showed savings into a nursing home,
we should make that
 A partnership between happen…and taxpayers
state agencies formed to
use this framework to will save a bundle of
estimate diversion and money” Governor
transition efforts. Kasich 3/7/11

Change Celebrate

31

 Culture
◦ Measurement Culture  Communicate
Survey ◦ Excel graphs
◦ Survey Monkey
 Clarify Reports
◦ Five “Whys” ◦ Meetings, website,
press release,
funding applications,
 Capture
bulletin board
◦ Excel
◦ Survey Monkey,
 Change and Celebrate!
Zoomerang


Sheri Chaney Jones
scjones@measurementresourcesco.com
614-893-0773
www.measurementresourcesco.com

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