FINAL_ProgramEvaluation_ACLU-SFV-2

Running head: FINAL PROGRAM EVALUATION REPORT 0
Program Evaluation
American Civil Liberties Union - San Fernando Valley Chapter
December 2014
Prepared by Vanessa Brown, Patricia Guerra, Karla Martinez, and Elizabeth Norrato. Evaluators
are Masters in Social Work candidates from the University of Southern California, supervised by
Dr. Guerrero and Dr. Mandayam. The evaluation was between September 11, 2014 to December
4, 2014.

FINAL PROGRAM EVALUATION REPORT 1
Table of Contents
Executive Summary ………………………………………………………………………………2
Background Information ………………………………………………………………………….3
Problem Identification…………………………………………………………………………….4
Methodology……………………………………………………………………………………...9
Results …………………………………………………………………………………………...11
Discussion ……………………………………………………………………………………….15
References………………………………………………………………………………………..18
Appendix
Table 1- 7S Model
Table 2 - Logic Model
Table 3 - Outcome Measure
Table 4 - Results
Table 5 - Strength, Weaknesses, Opportunities and Threats

Executive Summary
The American Civil Liberties Union (ACLU) is a national organization committed to the
well-being of righteous movements that entail social justice and protection of civil rights. The
organization has expanded across the United States and extended its capacity to a mass level,
which now involves affiliates in different states. The ACLU Southern California (ACLU SoCal)
affiliate currently oversees The San Fernando Valley SFV Charter Chapter. The affiliate
developed the Energizing, Focusing, and Development of ACLU SoCal’s Chapters,
Implementation Plan and Strategy with three major areas of work: charter chapter requirements,
continuous skill development of chapter leaders, and the development and implementation of
action campaigns. Therefore, ACLU SoCal requested an evaluation of the SFV chapter to obtain
a better understanding in areas that may best support the alignment between the SFV chapter and
the ACLU charter chapter strategic plan.
Master of Social Work candidates from the University of Southern California conducted
an evaluation focusing on three key points: (1) SFV chapter alignment with the ACLU charter
chapter strategic plan, (2) administrative support to fulfill alignment, and (3) the effective
implementation of action based campaigns through grassroots organizing. Findings of the
evaluation demonstrates areas of improvement for the chapter to be in alignment with ACLU
SoCal vision. Recommendations made by the evaluation team include: developing strategies to
engage membership of the chapter, leadership skills trainings and a community needs assessment
of the targeted community to implement action-based campaigns. This report was developed for
the SFV charter chapter and ACLU SoCal affiliate staff members with the intention of providing
valuable information pertaining to the growth and development of services in the SFV region.

Background Information
The ACLU mission is to protect the rights and liberties of all individuals living in the
United States. Since its inception in 1923, the ACLU has grown into a national organization. To
date, the ACLU is composed of more than 400,000 members across the nation. The functions are
litigation, lobbying, legislation, policy research, community education and engagement (ACLU,
2014b, pg.6). The ACLU has three hierarchical components: the National ACLU, 52 affiliates
and local chapters. Across the nation they advocate on civil issues such as: accountability and
abuse of power, criminal justice and drug policy, education, economic justice, freedom of
speech, prisoners’ rights and with privacy and surveillance.
The ACLU SoCal affiliate is composed of seven departments: Community Engagement
and Policy Advocacy (CEPA), Legal, Strategic Planning and Marketing, Administration and
Finance, Development, and Communication (ACLU, 2014b, pg.13). Within the seven
departments, there is a total of 17 directors, five managers, three coordinators, and 27 staff
members (ACLU, 2014c). ACLU SoCal’s management style is participatory involving staff and
members in decision making.
The CEPA department has a position for chapter manager to be of support to all chartered
chapters. The chapter serves “to protect, foster and extend civil rights and liberties, and
otherwise to advance the mission of the American Civil Liberties Union to their respective
geographical area” (ACLU, 2014b, pg.31). The targeted community for this evaluation is the San
Fernando Valley, a region that is composed of 34 different cities (LA Times, 2014). The SFV
chapter membership is 3, 263 (Volunteer Based Chapter Network, 2014). Charter chapter goals
are to provide local monitoring and advocacy, community education and visibility, and
participation in state and federal campaigns (ACLU, 2014b, pg.31). The SFV chapter board has

three active board members (President, Treasurer and Secretary) out of six elected
representatives.
The purpose of a process evaluation was to assess areas of improvement by collecting
data to best inform decisions throughout the progress of the strategic plan set forth by ACLU So
Cal. The presenting problem is the SFV chapter’s alignment with the strategic plan. This
preliminary evaluation provides findings and recommendations to ACLU to further explore on
areas of improvement. The stakeholders of this evaluation include: ACLU SoCal affiliate, board
members, chapter members, politicians and SFV community members affected by policy
outcomes. The results provided by the evaluation team will impact future strategic decisions
made by the affiliate. Based on the results and recommendations provided to the affiliate, it will
be decide what adjustments can be feasibly implemented to the SFV Chapter.
The evaluation was conducted throughout thirteen weeks. In addition, to the time
constraints, barriers that may have influenced the outcome of the process evaluation were: the
limited accessibility to active board members as the evaluation team was only able to meet with
board members in three occasions. Furthermore, the lack of engagement with SFV chapter
membership and limited information collected from the affiliate also set barriers for the
evaluation team in providing a more thorough evaluation.
Problem Identification
New structure and policies for charter chapters were implemented soon after the ACLU
SoCal went through a major change in leadership. ACLU SoCal is strategizing to involve
chapters such as the one in San Fernando Valley to mobilize members in grassroots organizing
campaigns. Both the ACLU SoCal and SFV chapter board members reported a challenge in
aligning with the strategic plan and followed by stating that this is due to the lack of participation

and internal communication. Findings from a survey (Chapter Network Evaluation Survey
Results, February 2014) stated that only 43% of SFV Chapter board members participated in
giving responses. SFV Chapter has a membership base of 3,263 (Volunteer Based Chapter
Network, 2014), however, based on observations an average of six to ten people including active
board members attend the membership meetings. The evaluation team explored areas of
improvement in order to make recommendations to successfully be in alignment with the
strategic plan.
Literature Review
The ACLU SoCal currently serves as the only affiliate with charter chapters and no
model to follow, making it crucial to have a better understanding of factors that play a role
during organizational change. Author Hillel Schmid (2009a) suggested that external and/or
internal organizational pressures may cause modifications in an organization’s core activity,
goals, strategies, structure, and service program. The transition to the new appointed Executive
Director Hector Villagra, was followed by the restructuring of chapter with the vision of leading
grassroots action-based campaigns.
Through organizational adaption theories Schmid (2009b) describes how an organization
“may be forced to alter part of its identity or distinctive characteristics because adaptation to the
complexities of the environment also demands changes in goals, objectives, service technologies,
and operating procedures”. The current political climate has presented ACLU SoCal with
opportunities to mobilize members in action based campaigns. Further administrative support
and leadership development of the chapter is needed to extend the capacity and meet the
demands of the political climate given the low participation rate of membership. Schmid (2009b)

further expands on adaptation through political economy theory suggesting for the organization
to change its power-dependence relations with the environment by:
1. Reducing dependence on the external environment by controlling resources
2. Increase dependence of agents in the environment on distinctive services of the
organization
An example of this can be seen through the new policy which states that chapters will no
longer have to fundraise, as they will now be funded by the affiliate. In doing so, the SFV
Chapter is presented to solely focus on implementing grassroots activism. In the process of
implementing the strategic plan the development of innovative strategies to engage member will
be essential to increase participation. Making it crucial to conduct a community needs
assessment in order have a better understanding of specific needs and best provide quality
service to members.
The use of McKinsey’s 7S framework is used to analyze the effectiveness of the strategic
plan as it relates to chapter alignment. The model has seven elements that guarantee success:
strategy, structure, systems, shared values, style, staff and skills. Furthermore, author Ashu Singh
(2013) suggests that effective internal communication is essential in creating a competitive
advantage in organizational performance and improvement. An exploration of communication is
addressed in the findings of this evaluation. Table 1 describes the seven elements in relation to
the strategic plan to identify areas of improvement in order to realign.
The 7S model serves as a tool to identify areas that need improvement to be in alignment
with the strategic plan. Authors Sergio Fernandez and Hal G. Rainey (2006) recommend a series
of factors and propositions that occur during organizational change: ensure the need, provide a
plan, build internal support for change and overcome resistance, ensure top-management support

and commitment, build external support, provide resources and institutionalize change. ACLU
SoCal has a clear vision and plan that was developed using member input. There is a plan of
administrative support, however, it must be consistent. The organization already has established
relationships with key policymakers and organization that share the same vision. Lastly, it is
recommended to be consistent with resources and in practicing institutional change by holding
each other accountable.
Literature Gaps
Available research focuses on theories and frameworks that analyze the alignment within
the profit driven corporate setting. There is a limitation in research for alignment of
organizations that focus on social justice. Authors Ahmad Salih and Yvonne Doll (2013) believe
that an area that has been largely ignored by researchers is the role of middle managers in
organizational strategic activities and outcomes. As found in research conducted by Salih and
Doll, middle managers state the importance for internal communication as a key factor to
influencing strategy implementation (Salih & Doll, 2013). In addition, it highlights how
clarification of roles and responsibilities help increase positive outcomes.
Furthermore, a participatory management style is of best use to engage staff and members
in the implementation of a strategic plan. Author Sandy Pideret (2000) suggests that successful
organizational adaptation occurs when there is an intent to generate support and enthusiasm for
change instead of overcoming resistance. It is recommended to appreciate any ambivalence of an
individual to change and to investigate what motivates it (Pideret, 2000). In doing so, the
organization will be in a position for egalitarian decision making to best meet the needs of
community members.

Logic Model
To identify any assumptions of how the program works, the evaluation team took the
strategic assessment approach which focuses on staff and participants conversations
(McLaughlin and Jordan, 2004). To identify outcomes that need to be achieved within the five
year timeframe stated in the strategic plan, a logic model (see Table 2) was created.
If the outcomes are achieved then there is an alignment with the strategic plan. The first
identified outcome is for SFV chapter to meet all the requirements specified in the manual.
Activities that will be further analyzed are: elections of board members, membership meetings,
educational forums and participation in chapter council meetings. The administrative support and
consistency of trainings for chapter board members will be further explored. If the chapter meets
requirements and affiliate provides the support then the infrastructure is strengthen to implement
action based campaigns.
Research Questions
The purpose for conducting a process evaluation is to collect useful data in a systematic
process about current outcomes and efficiencies for decision making purposes (Grinnell Jr., R.
M., Gabor, P. A., & Unrau, Y.A., 2012). The following research questions helped guide the
process evaluation:
1. To what extent is the San Fernando Valley (SFV) Chapter aligned with the American
Civil Liberty Union (ACLU) of Southern California Charter Chapter Strategic Plan?
2. To what extent does the SFV Chapter have the resources to fulfill alignment?
3. To what extent can the ACLU So Cal Charter Chapter Strategic Plan be effectively
implemented in the SFV region?

Methodology
The methodology used for the process evaluation considers key factors: limited time to
conduct the evaluation, limited availability of participants and a set of research tools that best fit
the evaluation. The evaluation focuses on a cross sectional study that explores one given point in
time. Available information provided by the affiliate were used to provide an understanding of
the SFV Chapter. This included a chapter manual, strategic plan, organizational chart, survey
results and zip codes pertaining to the SFV chapter members. The survey conducted in February
of 2014 compared the SFV chapter to the five remaining chapters, providing the evaluation of
the chapter’s health. Guidelines of expected functioning is explained in the chapter manual. New
data collected are composed of individual and group interviews with key informants, participant
observation and a questionnaire. This form of methodology provided qualitative information that
was both descriptive and with in-depth responses to understand if the SFV chapter is in
alignment with the strategic plan.
Participant Selection
Given the low participation response within board members of the chapter, the research
relied on active board members and developed a convenience sampling method. This method
was determined due to the fact that it focuses on the most accessible subjects (Marshall, 1996).
Data Collection
Participants were part of group interviews in order to understand the group’s perception
of the chapter as a whole. Individual interviews were used to avoid any influence that the group
might have on the individual’s opinion. Interviews asked leading open-ended questions that
provided an in-depth understanding of information that could otherwise have not been obtained.
Individual interviews allowed the opportunity to express personal interpretation of the chapter, a
crucial component in analyzing how information is understood and exhibited by individuals.

Participant observation during chapter board member meetings was another method used.
Observations made when the chapter’s goals were discussed demonstrated the working
environment and current situation of the SFV chapter, a component that was not explored
through questionnaires or interviews. To further explore the board members’ perceptions of the
chapter, participants were provided with an anonymous questionnaire consisting of four
questions seeking their opinion. The goal was to obtain the written expression that an individual
may have not felt comfortable disclosing in a face-to-face interaction. The items on the
questionnaire were the following: (1) How long have you been part of the chapter? (2) List the
events/ programs/activities organized by your chapter in the past year? (3) Explain challenges (if
any) when reaching out to membership to participate in activities? (4) Describe your community
needs as it relates to the ACLU mission?
Anonymity and Confidentiality
Every attempt was made to protect participants, along with issues related to anonymity
and confidentiality. Participants were informed that participation was voluntary and that no
identifiable data would be publicly available (USC, 2014). On the other hand, all participants had
the right to terminate participation at any time they wished to (USC, 2014). To avoid any
potential risks with identifying information, respondents were left alone to answer the hard copy
questionnaire. Once completed, they placed in a manila folder.
Validity and Reliability
Observational notes taken during the chapter board meetings were compared and
contrasted between observers for validity and reliability. Observations were only discussed
between observers in order to agree on its accuracy and analysis of data obtained. To protect all
research information, hard-copy data including field notes, hardcopies of materials given by the

affiliate and signed consent forms for the survey were stored in a locked file cabinet throughout
the evaluation process. Information has been shredded and disposed properly after the process
evaluation was presented.
Measures
Both communication and satisfaction between the affiliate and the chapter board
members were measured through the number of participants, while the chapter board position
election was measured by the number of elected board members and the number of election
meetings held. Membership meetings and organization of educational forums for membership
were measured by the number of member participants and number of meetings/ forums.
Furthermore, attendance in chapter council meetings were measured through the number of
meetings attended while leadership trainings were measured through the number of board
members participation in trainings. Finally, lobbying was measured by the number of visits to an
elected official. The agenda and its minutes served, sign-in-sheets, expense reports, flyers,
pictures and results were data that vouched to demonstrate the organization and structure of the
chapter. Table 3 provides a detailed description of outcome measures.
Data Analysis
Qualitative data collected was used to identify any recurring themes. Themes were analyzed in
order to determine what the challenges within the chapter are. Furthermore, once analyzed data
was able to demonstrate unknown information that led to further exploration of new areas.
Results
The qualitative data collected for the process evaluation derived from questionnaires,
participant observation, individual and group interviews as well as secondary data. The affiliate
provided the Chapter Manual and Strategic Plan, as well as background information of the

organization. A questionnaire was disseminated to chapter board members. The evaluation team
engaged in participant observation during chapter membership meetings and facilitated
individual and group interviews
A preliminary examination of the issues concerning the alignment between the SFV
chapter and ACLU SoCal through observations made during chapter board member meetings,
individual/group interviews and the questionnaires disseminated. The evaluation team compared
all observations made, responses from questionnaires and interviews to find themes and/or areas
of improvement. Table 4 was created to answer research questions with findings from the
qualitative data. Evaluation findings were presented to stakeholders (including the affiliate,
chapter board members and USC MSW professors) on December 4, 2014 at the ACLU
headquarters. Furthermore, this report will be disseminated to identified ACLU staff and USC
professors.
Theme 1: Alignment
The first research question guiding the evaluation asked “Is the San Fernando Valley
(SFV) Chapter aligned with the American Civil Liberty Union (ACLU) of Southern California
Charter Chapter Strategic Plan?”
Findings demonstrated that the SFV Chapter attempts to be aligned with the Strategic
Plan, however challenges to meet all its requirements. The focus was on the following outputs:
election board meetings, educational forums, participation in council meeting and membership
meetings; all stated required activities were identified from the provided chapter manual.
As observed by the evaluation team, active board members are not representative of
required diverse backgrounds, a requirement. While the board complied with the requirement of
having a representative attend ACLU SoCal Chapter Council meetings, through the method of

participant observation it was noted the need for improvement in the follow up process as
members were misinformed of events and new policies.
In addition, board members reported difficulty in membership participation. It was
expressed that a challenge when outreaching to members is due to ACLU national policy on
membership information privacy, cut on the regional newsletter and the expense of mailer
distribution. An example is of a monthly via-mail newsletter to e-mail update, a change that
occurred 2 years ago. Since this change, the chapter has reported a disconnection with the
affiliate. Participants stated they preferred the old method, as they felt more prepared and
knowledgeable of the affiliate. Participants also indicated that the use of e-mail was ineffective,
as most of the members had little to no knowledge of web surfing. Findings of communication
led to the exploration of more issues such as the retention of members. A response from a
questionnaire expressed that a challenge is “Motivating new members, keeping new members”.
Theme 2: Resources
Findings lead to the following research question that asks, “Does the SFV Chapter have
the resources to fulfill alignment?”
Overall findings demonstrated that the SFV Chapter did have resources to fulfill
requirements, but lacked the skills or capacity to carry them on. Findings demonstrated the need
for awareness that each chapter is different, such as some requiring more guidance in navigating
leadership. Factors including but not limited to the chapters size, and demographics must be
taken into consideration in order to have needs adequately met.
It was also found that the affiliate had fallen short to meet its requirement of providing
planned trainings for members. While those trainings offered were found to have problems as a
participant stated, “Some people left before the training was done”.

Theme 3: Implementation
The final research question asked, “Can the ACLU SoCal Charter Chapter Strategic Plan
be effectively implemented in the SFV region?”
Overall, the findings demonstrated that this could be met. However, in order to be
successfully implemented there has to be mutual effort from both the affiliate and the SFV
Chapter. Board members reported experiences lobbying for key issue areas selected by affiliate,
however the last time done it was two years ago. It was also found that members have diverse
professional backgrounds and interests, such as: women and workers’ rights, law, engineering,
education, and interests in the 1st
, 4th
and 5th
amendment. These findings are important as they
can facilitate the overall implementation of the Strategic Plan, a strength that is currently not
being taken advantage of. Furthermore, the desire to improve its social justice was found as
participant reported “There are major ‘minority’ communities in SFV we would like to reach out
and get them involved in ACLU activities…”.
Recommendations
The evaluation team offered recommendations that will assist in forming a stronger
alignment between the SFV Chapter and ACLU SoCal. One recommendation is to host board
member meetings separately from membership meetings in order to increase participation and
accountability. Furthermore, the clarification of roles and expectations of all those involved in
the alignment with the strategic plan. It is suggested for the chapter ballot to be pre-approved
before dissemination. Also, a more systematic form to vote-tallying should be implemented to
prevent any bias. In helping improve the dissemination of new events and policies, it is
recommended to provide all board members with an agenda and its minutes. As the chapter
organizes for action-based campaigns it is suggested to implement grassroots outreach strategies,

such as: tabling, phone banking, door-to-door knocking and presentations. As well as the
creation of a social media strategy to help advertise events to recruit and retain members.
In order to be able to fulfill alignment, it is essential for leaders and respective members
to be offered services and support. It’s recommended to implement trainings based on the needs
of the chapter. In addition it is suggested to create a set of mandatory trainings and offer optional
trainings to those who wish to expand leadership skills.
Looking into communities of high density, it’s recommended to conduct a community
needs assessment. The next step will be to connect members to the action-based campaigns
based on needs. This would lead to the development of a campaign strategy plan with clear
objectives, short and long term goals. In doing so, it allows for never ending opportunities to
engage and retain members by providing them with ways to participate.
Discussion
The evaluation team found significant areas of improvement followed specific
recommendations that will continue to foster the growth and the development of the SFV
chapter. Findings in the process evaluation were: a lack of diversity of the board members,
systemic ballot issues, challenges in engaging membership in chapter activities, a lack of civic
engagement, and inconsistent lobbying. The evaluation team offered recommendations that
involved: administrative support based on the specific need of the SFV chapter board, such as
leadership skills trainings. In addition, mutual collaboration between ACLU SoCal and the SFV
chapter will build a strong alignment between the charter chapter and ACLU SoCal strategic
plan.
In furthering these recommendations, the evaluation team strongly suggested the
necessity of a community needs-assessment, as it would initiate the bridge between the chapter

and the community. The objective of a strong community-needs assessment is to provide the
chapter with crucial information regarding current trends and needs of the community. This
initiative would also facilitate targeting of specific action-based campaigns and assist in both the
community’s interest and the alignment with the vision and mission of ACLU.
Following the analysis of all the information, the team established the certainty of the
program causing these results after critically examining all of the information that was collected
from the process evaluation. The evaluation team found that the program does intend to abide to
the requirements of the charter chapter strategic plan. However, further accountability, trainings
and development of innovative solutions are crucial for the SFV chapter to continue fostering its
development and alignment. Factors apart from the program that may have had an influence on
the results could possibly have been information regarding successes that the SFV chapter has
previously experienced.
Although information obtained was extremely limited, the evaluation team was able to
distinguish the great potential for the SFV chapter to solidify its alignment with the strategic
plan. A Strength Weaknesses Opportunities and Threats (SWOT) shown in Table 5 displays
strengths, and areas of improvement of the SFV chapter. Hence, member’s knowledge in
different professional arenas can strengthen the result of any given project by combining
everyone’s assets and professional experiences. Since areas of improvement are ongoing, this
can be seen on the expansion of ethnic diversification of chapter board members, in bringing
different cultural perspectives to the SFV chapter. Furthermore, it will allow for the board
members to connect with members from all walks of life. In addition, developing innovative
program components that allow a connection of bridges between community colleges, local

schools, parks, libraries and the SFV chapter will allow for the SFV community to be aware of
policy nuances and energize the community.
Furthermore, the possibility of setting two or three year term for active board members
may also be of consideration. Developing close-ended board terms, as opposed to open-ended
terms would set standards for expectations and responsibilities for each board member. This
would too bring a new set of ideas, talents, and values in every term and encourage active board
members to engage new members into the board.
Although time restrains and the lack of resources predominated this process evaluation,
the evaluation team made a great effort to provide information that can be utilized in the future to
strengthen the capacity and alignment of the SFV chapter. Consideration for further evaluation is
recommended by the evaluation team might be in areas such as: the dynamics of the SFV chapter
board including member dynamics, community mapping, and a budget analysis.
In conclusion, the consulting team found numerous assets that can benefit the SFV
chapter to make it stronger. However, active collaboration between ACLU SoCal staff and the
SFV chapter board members is vital for the betterment and the future of both programs.

References
ACLU of Southern California (2013a). Strategic Plan 2013-2018.
ACLU of Southern California (2014b). Chapter manual. Los Angeles, CA: Author
ACLU of Southern California (2014c). Retrieved from https://www. aclusocal.org/
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Fernandez, S., & Rainey H.G. (2006). Managing successful organizational change in the public
sector. Public Administration Review, 66(2), 168-176.
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workers: Foundations of evidence based programs. (Sixth Edition). New York, NY:
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H.Cohen (2003). The unfavorable judgment of history: Deportation hearings, Palmer Raids
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Evaluation (7-28). San Francisco, CA: Jossey-BassPickton,
Los Angeles Time (2014). Mapping L.A Regions: The San Fernando Valley. Retrieved from
http://maps.latimes.com/neighborhoods/region/san-fernando-valley/
Piderit, S.K. (2000). Rethinking resistance and recognizing ambivalence: A multidimensional
view of attitudes toward organizational change. Academy of management review, 24(4),
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Schmid, H. (2009a). Organizational change in human service organization. Theories,
boundaries, strategies, and implementation. In Hasenfeld, Y (Ed.), Human services and
complex organizations (pp. 455-480). Thousand Oaks, CA: Sage Publications, Inc.
Schmid, H. (2009b). Agency-environment relations: Understanding external and natural
environments. In Patti, R. The handbook of human services management (2nd
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411-434). Thousand Oaks, CA: Sage Publications.
Singh, A. (2013). A study of role of McKinsey's 7S framework in achieving organizational
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University of Southern California (2014 ). Guidelines for Critical Review of Qualitative Studies.
Retrieved from http://www.usc.edu/hsc/ebnet/res/Guidelines.pdf

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