The Fluid Process of Nonprofit Evaluative Capacity Building

Slides from 2017 GEO Learning Conference session entitled: The Fluid Process of Nonprofit Evaluative Capacity Building.

Government & Nonprofit

The Fluid Process of Nonprofit
Evaluative Capacity Building
Isaac D. Castillo
Venture Philanthropy Partners
@Isaac_outcomes
@vppartners
GEO Learning Conference
May 31, 2017
VPPARTNERS.ORG | 05/31/17 | INVESTING IN SOCIAL CHANGE
Dan Tsin
Urban Alliance
@UrbanAllianc
e

Venture Philanthropy Partners (VPP) and
youthCONNECT
2VENTURE PHILANTHROPY PARTNERS| 05/31/17 | INVESTING IN SOCIAL CHANGE

Venture Philanthropy Partners (VPP) and
youthCONNECT
3VENTURE PHILANTHROPY PARTNERS| 05/31/17 | INVESTING IN SOCIAL CHANGE

What are the Important Nonprofit Evaluation
Capacity Building Questions?
• What is the organization’s current level of evaluation
capacity?
• Where do you want the organization’s level of evaluation
capacity to be (in general, or at the end of your
investment)?
• What will it take to move the organization to that higher
level of evaluation capacity?
VENTURE PHILANTHROPY PARTNERS| 05/31/017 | INVESTING IN SOCIAL CHANGE 4

Determining an Organization’s Evaluation Capacity
as an Outsider
6VENTURE PHILANTHROPY PARTNERS| 05/31/17 | INVESTING IN SOCIAL CHANGE
Who is the Organization Serving?
There are 3 big picture questions you should ask to help
determine an organization’s sophistication level
regarding evaluation capacity:
How Well is the Organization Serving its Clients?
Is the Organization Ready to Successfully
Innovate / Evolve / Scale?

Demographic Information
7VENTURE PHILANTHROPY PARTNERS| 05/31/17 | INVESTING IN SOCIAL CHANGE
Who is the
Organization
Serving?
Level 1:
Little to No Data Collected
Level 2:
Basic Demographic Information

Serving Clients
8VENTURE PHILANTHROPY PARTNERS| 05/31/17 | INVESTING IN SOCIAL CHANGE
How Well Is the
Organization
Serving its
Clients?
Level 3:
Dosage / Output Data Collected
Level 4:
Outcome Data Collection and Use

Innovation, Evolution, or Scaling
9VENTURE PHILANTHROPY PARTNERS| 05/31/17 | INVESTING IN SOCIAL CHANGE
Is the
Organization
Ready to
Successfully
Innovate /
Evolve / Scale? Level 5:
Formal evaluation projects
(low rigor – frequently internal)
Level 7:
Second (or 3rd) High Rigor
Formal Evaluation
Level 6:
High Rigor Formal Evaluation
(external)

Evaluation Capacity “Ramp”
10VENTURE PHILANTHROPY PARTNERS| 05/31/17 | INVESTING IN SOCIAL CHANGE
Level 1: Little to No Data
Level 2: Basic Demographics
Level 3: Dosage / Outputs
Level 4: Outcome Data and Use
Level 5: Formal evaluation projects
Level 7: Multiple High
Rigor Evaluations
Level 6: High Rigor Evaluation

Evaluation Staff as a Proxy for Capacity
11VENTURE PHILANTHROPY PARTNERS| 05/31/17 | INVESTING IN SOCIAL CHANGE
No staff person formally assigned data and evaluation tasks
Evaluation tasks part of someone’s duties
(junior or mid-level person)
Senior leader/staff responsible for evaluation tasks
Junior / mid-level person has 100% of their time committed to
evaluation tasks
Senior level person has 100% of their time committed to
evaluation tasks
3 or more full time staff devoting 100% of time to evaluation
2 full time staff devoting 100% of time to evaluation

Assessing Evaluation Capacity
12VENTURE PHILANTHROPY PARTNERS| 05/31/17 | INVESTING IN SOCIAL CHANGE
Level of Evaluation
Capacity
Data and Evaluation
Infrastructure
Staffing
Advanced
Multiple high rigor
evaluations
3+ full time staff spending
100% of time on evaluation
High rigor evaluation 2 full time staff spending
100% of time on evaluation
Formal evaluation project Senior person spends 100%
of time on evaluation
Moderate
Outcomes Junior / mid person spends
100% of time on evaluation
Dosage / outputs Part of senior person’s job
Low
Basic demographics Part of junior/mid person’s
job
Little to no data No assigned staff

Final Things to Consider
• Do you (or your organization) have the expertise to
provide evaluation capacity building to nonprofits at
every level?
• At what point would you need to bring in someone else
to help with advanced evaluation capacity building?
• How long is your typical investment / grant cycle and
what can be realistically done during that time period?
• Are you willing to commit resources to move
organizations to the highest levels?
VENTURE PHILANTHROPY PARTNERS| 05/31/17 | INVESTING IN SOCIAL CHANGE 13

Contact Information
2VENTURE PHILANTHROPY PARTNERS| 05/31/17 | INVESTING IN SOCIAL CHANGE
Isaac D. Castillo
Venture Philanthropy
Partners
@Isaac_outcomes
@vppartners
icastillo@vppartners.org
www.vppartners.org
Dan Tsin
Urban Alliance
@UrbanAlliance
dtsin@theurbanalliance.org
www.theurbanalliance.org

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Castillo who would you fund example

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Innovation Network

In July 2013, Innovation Network's Kat Athanasiades and Veena Pankaj presented "Evaluation: Finding a Common Ground" at the Forum of Regional Associations of Grantmakers in Milwaukee, Wisconsin. The purpose of this session was to highlight the common threads that distinguish regional associations from other organizational genres in the social sector. Regional associations promote effectiveness in philanthropy by providing grantmakers with opportunities to engage with others, share ideas, and generate best practices that support both the individual and collective impact of philanthropy. While each regional association employs its own unique mix of strategies to achieve impact, most are working towards a shared goal of promoting effectiveness within philanthropy. In this session, Innovation Network engaged participants in a group dialogue to draw out high level strategies and desired outcomes that are common across most regional associations. The resulting logic model is a tool that regional associations can use as a starting point when planning for evaluation. Innovation Network is a nonprofit evaluation, research, and consulting firm. We provide knowledge and expertise to help nonprofits and funders learn from their work to improve their results. For more information, please visit www.innonet.org.

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This document proposes targeting working mothers with a new energy drink called Zenergy. It notes that while the energy drink market has grown exponentially, most people are not interested in the category. It sees an opportunity to appeal to a new, older audience by focusing on mental energy and wellbeing rather than physical stimulation. The proposed product is a caffeine-based drink with added vitamins, positioned as an ongoing source of mental energy. The target is overworked mothers aged 25-40 who suffer from "depleted mother syndrome" due to balancing work and family responsibilities without rest. A digital marketing strategy is outlined to engage this audience of "digital moms" through online influencers and content.

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The document discusses sustainable strategies for social media content management. It uses farming and gardening metaphors to describe techniques for planning, creating, organizing, sharing, and analyzing social media content over time. This includes conducting a content audit, creating a master calendar and spreadsheets to organize content by theme and timeline, tagging and linking content, and tracking engagement over time to inform future strategies. The goal is to develop a long-term content strategy that is purposeful, organized, and adapts based on measurement of past performance.

AFP DC workshop year end fundraising, august 11, 2015

New Frameworks for Measuring Capacity and Assessing Performance

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If we start with the assumption that — in order to improve our social sector as a whole — those who do the work to strengthen our communities (the nonprofits) are equally as critical as those responsible for providing the resources for the work to get done (the foundations), then why wouldn’t we expect all social sector actors to build their capacity? How do we know when our grantees and our foundations are becoming more effective and impactful as a result of our capacity investments, organizational development efforts and technical assistance? What does a high performing organization or foundation look like? And can we measure that? This presentation, provided during the Grantmakers for Effective Organizations 2016 National Conference in Minneapolis, reviews and demonstrates existing resources for assessing nonprofit and foundation capacity and effectiveness. Speakers introduced the pros and cons of a variety of rubrics in use in the field and offered guidance on how funders decide on the right fit for the desired purpose. Grantmaker peers also shared how they used different frameworks and tools to assess individual nonprofits and grantee cohorts. Session participants left with increased awareness of the importance of the facilitator’s role in interpreting data gleaned from assessments and of the data collection methods most appropriate for their organization.

CEP • CEI 1BENCHMARKING FoundationEvaluationPra.docx

sleeperharwell

CEP • CEI | 1 BENCHMARKING Foundation Evaluation Practices 2 3 FOR MORE INFORMATION, CONTACT Ellie Buteau, Ph.D. Vice President – Research 617-492-0800 ext. 213 [email protected] Julia Coffman Director, Center for Evaluation Innovation 202-728-0727 ext. 116 [email protected] AUTHORS This report was prepared by the Center for Effective Philanthropy (CEP) together with the Center for Evaluation Innovation (CEI). A number of people contributed to the development of the survey instrument, analysis of data, and creation of this research report. From CEP: Ellie Buteau, Jennifer Glickman, and Charis Loh. From CEI: Julia Coffman and Tanya Beer. This work is licensed under the Creative Commons BY-NC-ND License. © 2016. The Center for Effective Philanthropy, Inc. All rights reserved. CEP • CEI | 5 TABLE OF CONTENTS Respondent Demographics 8 Foundation Demographics 11 Evaluation Practices 17 Using Evaluation Information 25 Looking Forward 32 Discussion Questions 36 Methodology 39 ABOUT THE CENTER FOR EFFECTIVE PHILANTHROPY ACKNOWLEDGEMENTS We are very appreciative of the support that made this work possible. We are grateful to Marc Holley, Kelly Hunt, Ed Pauly, Diana Scearce, Nadya Shmavonian, and Fay Twersky for providing feedback on a draft of the survey used for this research. The survey created for this research study drew, in part, from a survey originally created by Patti Patrizi and Elizabeth Heid Thompson in 2009. We are also grateful to Johanna Morariu for providing feedback on a draft of this report. The authors would like to thank CEP’s President, Phil Buchanan, for his contributions to this research, as well as CEP’s Art Director, Sara Dubois, for her design of the report. This research is based on CEP and CEI’s independent data analyses, and CEP and CEI are solely responsible for its content. The report does not necessarily reflect the individual views of the funders, advisers, or others listed throughout this report. For more information on CEP, please visit www.effectivephilanthropy.org. For more information on CEI, please visit www.evaluationinnovation.org and www.evaluationroundtable.org. ABOUT THE CENTER FOR EVALUATION INNOVATION MISSION To provide data and create insight so philanthropic funders can better define, assess, and improve their effectiveness— and, as a result, their intended impact. MISSION Our aim is to push philanthropic and nonprofit evaluation practice in new directions and into new arenas. We specialize in areas that are challenging to assess, such as advocacy and systems change. CEP • CEI | 7 In 2015 and 2016, the Center for Effective Philanthropy and the Center for Evaluation Innovation partnered for the first time to benchmark current evaluation practices at foundations. We wanted to understand evaluation functions and staff roles at foundations, the relationship between evaluation and foundation strategy, the level of investment in an.

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The Change Acceleration Process (CAP) provides a framework to accelerate and optimize change initiatives. It includes seven core elements: leading change, creating a shared need, shaping a vision, mobilizing commitment, changing systems and structures, making change last, and monitoring progress. Tools are provided for each element to help change teams identify ways to achieve behavioral change and build a culture that drives change. Successful change requires addressing both the technical solution and gaining acceptance and commitment from stakeholders.

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The document discusses effective program evaluation and provides a case study example. It begins by outlining why evaluation is needed and common problems with evaluation. Effective evaluation includes planning, frameworks, data collection and analysis plans. A case study on a learning intervention at PolyWrighton to improve work engagement is then described in detail. The intervention was evaluated using a multi-level framework and showed positive results, including a 399% ROI. Additional resources on evaluation and the programs discussed are provided.

Basic Efficiency Resource: A framework for measuring the relative performance...

Brian Cugelman, PhD (AlterSpark)

As a solution, the BER model uses a two-dimensional matrix to aid the evaluation of complex multi-unit programs, with quadrants to identify over and underperforming units. The BER model was inspired by portfolio management approaches from the Boston Consulting Group and the General Electric Grid, as well as quadrant analysis by Andreasen (1995). However, its core principles are based on the concept of social return on investment, where output is always compared to input. It provides a relative perspective on performance that allows evaluators to account for impact based on the resources invested in an initiative.

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This document outlines the presentation on evaluating a national health programme. It discusses key topics like monitoring versus evaluation, the history and purpose of evaluation, different types of evaluation including formative, summative and participatory evaluation. The document details the evaluation process including planning evaluations, gathering baseline data, implementing evaluations and using evaluation results. It also covers standards for effective evaluation including ensuring the utility, feasibility, propriety and accuracy of evaluations. The overall summary is that the document provides an overview of best practices for conducting program evaluations of national health initiatives.

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