|
Assessing Nonprofits’ Readiness to Engage in Capacity-Building: Measurement Development and Use in the Kellogg Action Lab
|
| Presenter(s):
|
| Scott Peecksen,
Decision Information Resources Inc,
speecksen@dir-online.com
|
| Jean Latting,
University of Houston,
jlatting@uh.edu
|
| Abstract:
Capacity-building consultants distinguish readiness for organizational change from readiness to engage in capacity-building (Connolly, 2007). While psychometrically validated measures of generic readiness for organizational change have been developed (Holt et al., 2007), a rigorously tested measure of readiness to engage in capacity-building support has not. This paper describes our preliminary results from developing such a measure for use in the Kellogg Action Lab (KAL), a nonprofit capacity-building initiative managed by Fieldstone Alliance and funded by W.K. Kellogg Foundation. We interviewed 15 capacity-building consultants (under three “readiness” scenarios) to tease out their assumptions about what constitutes readiness to engage in capacity-building, and identify indicators of this readiness. The paper will summarize interview results and present an open-ended interview schedule that consultants might use to assess readiness for capacity building. Subsequently, we will adapt the open-ended measure into a closed-ended measure that can be normed and psychometrically tested among future KAL grantees.
|
|
Stakeholder Influence: Using a Multiple Constituency Approach to Assess Nonprofit Organizational Effectiveness
|
| Presenter(s):
|
| Tosha Cantrell-Bruce,
University of Illinois Springfield,
tcantrel@uis.edu
|
| Abstract:
This research examines the concept of organizational effectiveness in nonprofit organizations and the obstacles to assessment of organizational effectiveness, including their unique characteristics and the difficulty in generalizing effectiveness criteria. The multiple constituency approach to organizational effectiveness provides the theoretical basis used to assess performance in member-benefit nonprofits, and specifically in self-help groups. Several chapters from the National Alliance on Mental Illness agreed to participate in the study and their members comprise the sample population. Survey research is used to gather data from 550 stakeholders. A set of effectiveness criteria is identified which attempts to accommodate the interests and expectations of different stakeholder groups within the organization. The dimensions of criteria developed are compared to those identified in previous research. This research informs evaluators of specific effectiveness criteria and dimensions used by stakeholders of a self-help nonprofit as well as whether dimensions of these criteria exist across nonprofit type.
|
|
Integrating Financial Sustainability in the Evaluation of Non Profit Organizations
|
| Presenter(s):
|
| Ayana Perkins,
MayaTech Corporation,
aperkins@mayatech.com
|
| Kimberly Jeffries Leonard,
MayaTech Corporation,
kjleonard@mayatech.com
|
| Kristianna Pettibone,
MayaTech Corporation,
kpettibone@mayatech.com
|
| Abstract:
Funding agencies frequently require non-profit organizations (NPO) to indicate how they will maintain activities beyond a particular funding cycle. The use of evaluation data can be a key strategy to provide evidence of financial sustainability of NPOs. Evaluation methods can provide evidence of program efficiency and effectiveness to enhance funding opportunities with current and future funding agencies.
The authors use data from evaluation and sustainability technical assistance requests made by federally funded NPO’s over a five-year period. Examined variables include timing and types of requests; indicators of sustainability goals; and delivery methods. Linear regression will be performed to determine if these variables can predict current viability. These data will be compared with non-federally funded NPO’s who have received similar assistance. These findings will be used to explain recommended strategies that extend both organizational and programmatic lifespan.
|
|
Building the Sustainability of Non-profit Organizations via Internal Evaluation: A Case Study of Housing-Based Social Services
|
| Presenter(s):
|
| Joelle Greene,
National Community Renaissance,
jgreene@nationalcore.org
|
| Abstract:
Many funders require that evaluation activities be conducted by external evaluators. This can result in sporadic evaluation efforts (when the funding runs out, so does the evaluation) and jeopardizes program and organizational sustainability.
In this paper we advance the position that internal evaluators are uniquely positioned to build the long-term sustainability of organizations by increasing capacity to design, implement and sustain evaluation systems.
This position is supported by data from a case study of the social services department of a national non-profit affordable housing developer. In the three years since evaluation has become primarily an internal function, the systems for decision making and the success rate of grant applications has substantially increased.
The implications for evaluation policy are examined; we argue that funders should consider the benefits of allowing more evaluation dollars to be spent internally and that internal evaluations can be audited to ensure credibility and rigor.
|
| | | |