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When Government Funding is Not Enough-Utilizing Internal Evaluation for Non-Profit Program Development and Additional Funding
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| Presenter(s):
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| Suzanne Markoe Hayes, Volunteers Of America Los Angeles, smarkoehayes@voala.org
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| Abstract:
Limited government funding impact non-profit organization's ability to effectively implement programs. Although debate encircles external versus internal evaluation, internal evaluation provides benefits to non-profit organizations. Use-focused forms of evaluation (e.g., Alkin, 2010; Patton, 1997) help facilitate program improvement and are an optimal framework for guiding internal evaluation activities. Given that government funding for non-profit programs is limited and focused in evaluations that are required to fulfill contract obligations, formative internal evaluation information can be used to leverage additional support for program operations and responsive growth and development. A well-known federally supported college preparedness program will be used to illustrate Volunteer's of America Los Angeles' (VOALA) progressive uses of both internal and external evaluation. VOALA used longitudinal data from surveys and focus groups as well as engaged alumni and other stakeholders to develop new program strategies, which would be piloted at five Upward Bound sites and reported on in this presentation.
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Using an Evaluability Assessment for Internal Evaluation
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| Presenter(s):
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| Valerie Williams, University Corporation for Atmospheric Research, vwilliam@ucar.edu
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| Abstract:
Evaluability assessment (EA)is a tool to assess a program's readiness for an impact evaluation. Based on a systematic assessment of the program's theory, goals, implementation and data collection practices, EA can prevent programs from investing in an evaluation that may provide inaccurate or inconclusive results. Considered useful in the early stages of a program, EA has experienced a resurgence and can be used for diverse purposes, ranging from planning evaluations to catalyzing organizational change. In this paper, the author recounts the first year as an internal evaluator for a worldwide science and education program that has been marked by considerable organizational change. Brought in primarily to help design and implement an impact evaluation, the author describes some of the challenges encountered as an internal evaluator and how an EA served as an invaluable tool for surfacing issues, creating dialogue, interrogating entrenched assumptions, and ultimately providing steps for moving forward.
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