In class, we spoke on length about program evaluation. I found this short video on Youtube which takes the program evaluation a bit further, it is called impact evaluation which attempts to filter out elements external to a program in order to determine a program’s true impact:
I believe we can incorporate the “Outputs vs Outcomes” lesson into all facets of our professional lives. Even with school… and with this post… it’s very easy to simply worry about the Output. I need to post this blog to pass the class (or at least get a good grade). But what am I really gaining from just posting this reflection (besides course credit)? My mission at Baruch – my true north – is not just to graduate, but to accumulate the knowledge I will need to be successful in my future career. The degree might help me get the job, but lessons I learn during my time at school will hopefully assist me in excelling at that job and making a positive impact on my community.
Non-profit organizations are often most concerned with being accountable to those stakeholders who hold the most power. Many times these are the major donors, although sometimes they are the constituents… such as when those receiving services insisted they would stop working with a charity after the Board fired the CEO they had grown to trust. However, it’s also important for the employees at non-profits to be accountable to themselves. After all, most aren’t doing this work for the paycheck; they could probably make more somewhere else. Those who are working to make their neighborhoods a better place to live owe it to themselves to make sure they are achieving the outcomes they work so hard for.
It has been a pleasure working with all of you this semester. Thank you for a fun class and best of luck to everyone in your future endeavors.
The nonprofit organization is accountable to many electorates. Firstly, nonprofit organizations are accountable to the general public. Nonprofits are made to offer a charitable drive to the public good, whether as charities, educational programs, churches or religious groups, or scientific or artistic organizations. Secondly, nonprofit organizations are accountable to the state agencies. Nonprofits must also obey with definite rule in the states in which they run. These may also need public release disclosure of specific documents or the filing of certain reports. Lastly, nonprofit organizations are accountable to the IRS because several tax-exempt entities obey laws set by the IRS to maintain their tax-exempt status. In addition, many nonprofits are ran by boards; others may be ran by voting members. When a nonprofit first starts operating, the board members, along with the founder(s), may complete many of the duties of the organization. As the nonprofit develops, the board may start hiring staff members to expand and lead programs as the board and/or voting members endure to manage the organization. But none of these entities or groups have any ownership rights in the organization. And while they don’t own the nonprofit, they do have significant legal and ethical duties that cannot be given to others.
“Nonprofit Accountability: Up, Down, and Sideways”
This article talks about nonprofits accountability and how the internet is taking this accountability to a whole new level. Its about how the internet has certainly changed the process of how information and news is filtered and by whom. The internet serves as a unifying platform where all stakeholders can now come to gather and make their voices heard. It talks about the role the internet played in pressuring the Boy Scouts of America to change its position of gay scouts. Interesting it also talked about the Planned Parenthood and the Susan G. Komen saga and how most of the battle was played out by supporters on the internet. It points out how accountability issues that might have been easily contain can now quickly mobilize and end up being played on the public stage thanks to the internet.
Nonprofits rely on stakeholders trust to do their work. They must earn the stakeholder’s trust through their commitment to ethical principles. Their responsibility to stakeholders extend well beyond financial checks and balances, it includes performance statistics and governance. The accountable nonprofit clearly states its mission and purpose, articulates the needs of those being served, explains how its programs work, how much they cost and what benefits they produce. Nonprofits are accountable to all those it exists to serve, to all those who support it, and to society. They are subject to laws and regulations related to their mission and are answerable to federal, state, and local governmental agencies. Nonprofits are also accountable to donors, including foundations, corporations, government agencies and other nonprofit organizations. These donors have a right to know how their money is spent. Members, volunteers, beneficiaries and the communities in which they operate also have a right to know about the organization, its activities and how it is performing. In addition to the above the boards and individual board members stand accountable in a fiduciary sense to the public at large.
Program and organization mangers must seek to strengthen the quality of their programs, performance of their organizations and improve outcomes. Evaluation answers basic questions about an organizations or a program’s effectiveness, and evaluation data can be used to improve program/organizations services. Program evaluation can be to used find out what works and what don’t work, this will help managers to focus the organizations resources into the right areas to improve and strengthen their service delivery. Evaluations also can help an organizations showcase or demonstrate to its stakeholders that the activities it is engage in is worthwhile. Evaluation of a program allows upper manager to systematically assess employee performance, figure out areas where they may need more support or training and provide employees with opportunities to discuss the challenges they face and offer potential solutions. Conducting an evaluation builds a nonprofits capacity to conduct critical self-assessments, including conducting staff and program needs assessments, measuring staff performance, and assessing whether program objectives have been met. Evaluation can help you identify areas for improvement and ultimately help you to efficiently realize your mission and improve outcomes for those you served.
While researching program evaluation, I came across an article that encompassed themes we discussed during class. In particular, this article discussed evaluation processes for a technology education program in a small boarding school in New Hampshire called Brewster Academy.This article addressed how to effectively evaluate technological education program which used ideas that can be used more broadly for a diverse set of programs. It broke down how the school measured success on a state level by analyzing metrics beyond the data collected at Brewster Academy while asking key questions such as whether or not student learning and performance was improving. They conducted pre and post assessments throughout the evaluation period, which are seen in the research brief provided by the school to create a sense of transparency. Interviews uncovered more insight about student learning styles and outcomes that resulted in a shift in teaching styles. In order to grasp a successful understanding of where a program stands, it is essential to, “…identify your desired outcome, identify what success looks like and identify the tools and pedagogical approach that you’re using.” With these elements put into mind, direct comparisons between performance and growth can be made in order to benefit the next stages of program growth and development.
https://thejournal.com/Articles/2017/07/12/Evaluating-the-Success-of-Your-Ed-Tech-Program.aspx?Page=1
The purpose of program evaluation is to have a high level of accountability horizontally and beyond. In particular, an organization needs to be held accountable to its activities in compliance to its mission and objectives. On an external level-this is composed of four major elements which are transparency, justification, compliance and enforcement. Internal accountability is also instrumental in order to maximize productivity while performing organizational operations. For this reason, it is essential to have the right framework in order to have a beneficial evaluation process. The three fundamental questions to ask are who, what and why, which brings us back to stressing the emphasis of a clear mission statement while understanding the intentions of program activities while keeping stakeholders present throughout the evaluation process.
Our discussion tonight reminded me of this debate moment from early 2012, between Congresswoman Michelle Bachmann and Governor Tim Pawlenty. Bachmann highlights her record of fighting for several ideals (“I led 10,000 people to protest in Washington”) – outputs – but Pawlenty counters that she failed to win any of these battles – outcomes. I actually thought Pawlenty’s argument was very effective, but he faced intense backlash for the way he attacked Bachmann during the debate and wound up dropping out of the race only a few days later.
This week’s lesson was all about evaluating programs – I have fortunately had the opportunity to take Greg Chen’s class that specifically focuses on program evaluation. One of our exercises was to create a logic model (which is something that was explained in the W.K. Kellogg Foundation’s Philosophy and Expectations manual).
To create them, I used this handy logic model creator tool: https://cyfar.org/build-your-own-logic-model
Logic models can be powerful tools that can be the first step of creating a nonprofit program! They help you to organization your ideas and determine how the program will operate. Because I am more of a “visual” learner and thinker, they have helped me understand how a nonprofit program can eventually help the end user – the client or constituent.
Many foundations require logic models to be submitted alongside the program proposal, so it’s important that you learn how to create one if you want to secure foundation funding.
At their core, non-profits have funders that have a desire and vested stake in seeing the organization grow and achieve its mission. If done successfully, then these funders are likely to donate again, or entice new funders — ensuring the continued success of the organization.
As such, while an organization may have a Board and mission to be held accountable to generally, only funders have the ultimate authority to hold it accountable. Without them, the organization could not continue its work.
To ensure that its program is successful, it should seek to set and measure benchmarks quarterly that ensure the organization is hitting the necessary goalposts that could allow for additional funding. While doing so, it should measure data annually on its program, and the impact its had, by using a counterfactual they can measure against.
If this does not happen, then it becomes entirely unclear the impact of the organization, and how it spends its money. It becomes difficult to maximize the efficiencies of the organization, and how to be spending its money accordingly.
Overall, by not measuring these benchmarks and the impact of programs, an organization sets itself up for failure.