Evaluation Quick Tricks and Easy Tools for Nonprofits

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Evaluation Quick Tricks and Easy Tools for Nonprofits

Sheri Chaney Jones

February 13, 2012


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Sheri Chaney Jones President

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Measurement Resources Company www.measurementresourcesco.com 614-893-0773

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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% High Culture

Reporting Effectiveness

% Moderate Culture

Reporting Effectiveness

% Low Culture Reporting

Effectiveness

Organizational Efficiencies83% 50% 17%

External Relations75% 50% 33%

Internal Relations83% 27% 17%

Increased Revenues67% 23% 17%

Strengthening Organizational Culture 100% 64% 17%

Successful Organizational Change 75% 27% 17%

Not Enough Time 68%

Not Enough Funding 51%

Not Enough Evaluation

Expertise 50%

Not Enough Staff 49%

Not Enough Trained Staff 46%


Source: Carman, J. & Fredericks, K. (2010) Evaluation Capacity and Non-Profits Organizations. American Journal of Evaluation. 31 (1) 84-101

45%

45%

10%

Non-Profit

Evaluation

Fully Utilized

Challenges

Signifcant Struggle

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


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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?

Before After

Long and lengthy

mission and vision

statement that no one

could remember

Very siloed and each

program thought of

goals separately

“Promoting choice, independence, and quality of life for all Aging Ohioans”


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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

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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 learning

2. Changed attitudes

3. Increased readiness

4. Reduction of undesirable behavior

5. Increased desirable behavior

6. Maintenance of new behavior

7. Increased social status

8. Increased economic conditions

9. Increased health conditions

10. Reduction in administrative costs

11. Increased economic development

12. Participant, employee, and/ or stakeholder satisfaction


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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?


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18% 25%

82%

75%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

FY 2008 FY2011 Goal

Ratio of Expenditures for Home and Community Based Care/ Nursing

Facility Utilization for Clients over 60

Home/ Community Care Nursing Facility Care

39% 44%

61%

56%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

FY 2008 FY2011 Goal

Ratio of Individuals over 60 for Home and Community Based Care/ Nursing

Facility Utilization

Home/ Community Care Nursing Facility Care


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“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

Change Celebrate

Increased communication and awareness around the relationship between home and community-based waivers and nursing facility funding.

Clearly showed savings

A partnership between state agencies formed to use this framework to estimate diversion and transition efforts.

Program funding fully restored in March 2010

“If mom and dad want to stay at home or go into a nursing home, we should make that happen…and taxpayers will save a bundle of money” Governor Kasich 3/7/11


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Culture

◦ Measurement Culture Survey

Clarify

◦ Five “Whys”

Capture

◦ Excel

◦ Survey Monkey, Zoomerang

Communicate

◦ Excel graphs

◦ Survey Monkey Reports

◦ Meetings, website, press release, funding applications, bulletin board

Change and Celebrate!


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Measurement Resources CompanySheri Chaney Jones

[email protected]

614-893-0773

www.measurementresourcesco.com

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Evaluation Quick Tricks and Easy Tools for Nonprofits