Non-Profit Program Planning and Evaluation
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Presentation for Dallas Center for Nonprofit Management for the Nonprofit Management Certificate Program - Part 1 of Program Planning and Evaluation.
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Non-Profit Program Planning and Evaluation
- 1. PROGRAM PLANNING & EVALUATION Part I – Morning Session Presented by Center for Nonprofit Management & Kristina E. Jones, M.A., CFRE President, J.K. Griffin & Associates www.JKGriffin.com (325) 672-1318
- 2. Program Planning & Evaluation – Part 1 NonProfit Management Certificate Program Welcome! About Our Sponsors About Our Speaker Housekeeping Cell Phones
- 3. Program Planning & Evaluation – Part 1 Our Agenda Planning Preparation Myth Busters & 80/20 Types of Planning Case Study Stakeholder Considerations Capacities & Lifecycle Methods to Consider Making Your Plan
- 4. Program Planning & Evaluation – Part I Quotes Lots of Good Reasons Planning “Good plans shape good decisions. That's why good planning helps to make elusive dreams come true.” Unknown “If you are planning for a year, sow rice; if you are planning for a decade, plant trees; if you are planning for a lifetime, educate people” Chinese Proverb
- 5. Program Planning & Evaluation – Part 1 Basic Ingredients Tie the Mission & Strategic Plan Together Results & Success Why Plan Programs? Short Range Focus with Long Term Plan Evaluate Involve Stakeholders Coordinate/ Collaborate
- 10. Collaborating with Other Organizations
- 11. Annually
- 13. Why does this fit with our mission?
- 15. What impact will this have on our community?
- 16. What resources will the program require?
- 18. Improve delivery mechanisms to be more efficient and less costly
- 20. Produce Data/Verify Results
- 21. Produce valid comparisons between programs
- 23. Attention on the program's most critical challenges and opportunities
- 24. Insight into the future direction
- 25. Commitment to goals and activitiesA good planning system is dynamic and includes all the significant players
- 27. Organized methods to provide services to constituents
- 28. Evaluate usefulness to constituentsProgram Evaluation is carefully collecting information about a program or some aspect of a program in order to make necessary decisions about the program.
- 29. Program Planning & Evaluation – Part 1 Organizational Context Mission, Vision, Values Strategic Plan Annual Plan/Budget Programs
- 31. Detail on Service Delivery Methods & Staffing to serve clients and communities.
- 32. Project Planning
- 33. Business PlansStrategic Planning Addresses the Organization’s mission and overall strategies for fulfilling the mission. Long-Range Planning Sometimes contratest with SP – Assumes environment and activities will be stable. Operational Planning Plans for Implenting SP & accomplishing annual goals regarding program and other agency operations. Source: J. Lewis, T. Packard, M. Lewis. (2007) Management of Human Service Programs
- 35. Detail on Service Delivery Methods & Staffing to serve clients and communities
- 36. Project Planning
- 37. Business PlansStrategic Planning Addresses the Organization’s mission and overall strategies for fulfilling the mission. Long-Range Planning Sometimes contrast with SP – Assumes environment and activities will be stable. Operational Planning Plans for Implenting SP & accomplishing annual goals regarding program and other agency operations. Source: J. Lewis, T. Packard, M. Lewis. (2007) Management of Human Service Programs
- 39. From What Sources Should Information Be Collected?
- 40. For What Purposes is the Planning Being Done?
- 41. When is Information Needed?
- 42. What Info Is Needed to Enlighten your Audience?
- 43. This is an example text.
- 44. Who Will Carry Out this Process?
- 45. This is an example text.
- 46. Can Information Be Collected in a Reasonable Fashion?
- 47. This is an example text.
- 48. This is an example text.
- 49. This is an example text.Strenghts & Weaknesses
- 50. This is an example text.
- 51. What Resources are Available to Collect Information?COMMUNICATE “Being busy does not always mean real work. The object of all work is production or accomplishment and to either of these ends there must be forethought, system, planning, intelligence, and honest purpose, as well as perspiration. Seeming to do is not doing.” Thomas Alva Edison
- 52. Program Planning & Evaluation – Part I Managing the Non-Profit Org What Is Our Mission? What is our Plan? Who Is Our Customer? The Five Drucker Questions What are our Results? What Does the Customer Value? Source: P. Drucker (1990)
- 54. Program Planning & Evaluation – Part 1 Program Design
- 55. Program Planning & Evaluation – Part I Too Stressing?
- 56. Program Planning & Evaluation – Part I Don’t Worry – Be Happy
- 61. Failure
- 63. Experts
- 64. FormalitySource: Carter McNamara, PhD 1998
- 65. Program Planning & Evaluation – Part 1 Myth Busting Source: http://digitalduckie.deviantart.com/art/Mythbusters-Slash-2-53952305
- 66. Program Planning & Evaluation – Part 1 What ME Worry? Don’t worry… about what type of planning/evaluation you need or are doing Worry about … what you need to know to make program decisions When to Worry! Worry about… how to accurately collect data Worry about… understanding the information
- 68. Generates 80% of the Needed ResultsVilfredo Pareto 1848-1923 Italian engineer, sociologist, economist, and philosopher Source: Google Images – Visit www.NoFear.com
- 69. Program Planning & Evaluation – Part I NO FEAR
- 70. Program Planning & Evaluation – Part I Program Lifecycle CCAT Core Capacity Assessment Tool©
- 71. Program Planning & Evaluation – Part 1 Capacity Frameworks
- 72. Social and Demographic Forces Political and Regulatory Forces Facilities Human Resources Structure Rituals History Time Technology OrganizationalCulture Beliefs Language Values Finances/Funding Program Design andModel Economic Forces Technological Forces Key Resourcesthe one or more critically needed resourcesthat most directly support programs and services Core Capacities Model External Environment Resources Organization Adaptive Capacity the ability of a nonprofit organization to monitor, assess and respond to internal and external changes Leadership Capacity the ability of all organizational leaders to create and sustain the vision, inspire, model, prioritize, make decisions, provide direction and innovate, all in an effort to achieve the organizational mission Management Capacity the ability of a nonprofit organization to ensure the effective and efficient use of organizational resources Technical Capacity “the ability of a nonprofit organization to implement all of the key organizational and programmatic functions Source: www.tccccat.com
- 74. With which viewpoint do you agree? Could you argue the opposing side?
- 75. If you were involved in the planning process, what steps would you follow? Who should be involved?
- 76. Would earlier planning procedures have prevented the conflict?
- 78. Program Planning & Evaluation – Part 1 Reframing Structural Frame - Social Architecture & Organizational Design Human Resource Frame - How Characteristics of Organizations and People Shape What they Do for One Another Political Frame – Power, Conflict & Coalition Symbolic Frame - Organizational Culture & Symbols Source: L. Bolman, (2003) Reframing Organizations
- 79. Program Planning & Evaluation – Part 1 Knowing Your Stakeholders & Create Your Planning Team Need as a Resource Why Involve? Affected by the Work Customers & Stakeholders Insights Sidelines Have a Right Stakeholder Prioritization
- 80. Program Planning & Evaluation – Part I Social Capital
- 82. Based on Degrees of High or Low
- 83. Strong Ties vs Weak Ties
- 84. Charting
- 85. Individual
- 86. Program/Project
- 89. the disciplines of building shared vision,
- 90. mental models, team learning, and
- 91. personal mastery to realize its potential.
- 92. Building shared vision fosters a commitment to the long term.
- 93. Mental models focus on the openness needed to unearth shortcomings in our present ways of seeing the world.
- 94. Team learning develops the skills of groups of people to look for the larger picture beyond individual perspectives.
- 97. Outcomes-based
- 98. Causal model
- 100. Evaluate appropriate outcomes at the right time and the right sequence
- 102. Program Planning & Evaluation – Part I Theory of Change “SO THAT” Chain Create a Pathway of Change Can be Mapped… Linear or Causal Sequentially or Simultaneously Independent or Interrelated Simple or Multiple Strategies
- 104. Applicable
- 105. Provocative
- 108. Program Planning & Evaluation – Part I Appreciative Inquiry 4-I Model
- 109. Program Planning & Evaluation – Part I Regarding Theories in Practice Program Design & Accountability Handout
- 110. Program Planning & Evaluation – Part I Think About the Money Projected Income Projected Expenses Gentlemen… We are out of money. Therefore we will have to think. Winston Churchill It’s Much Better to Plan Ahead & Know Resources & Program Impact
- 112. Interest Income
- 113. Endowment Income
- 115. Program Planning & Evaluation – Part I Make a New Plan Stan Program Planning Make a List of Tasks Who Will be Involved Create a Schedule Prioritize the Tasks What Skills Are Needed Who is Responsible Set Due Dates Be Realistic Seriously – Be Realistic
- 116. “It takes as much energy to wish as it does to plan” Eleanor Roosevelt “Let our advance worrying becomeadvance thinking and planning” Winston Churchill Program Planning & Evaluation – Part 1 Closing Thoughts
- 117. “All the flowers of all the tomorrows are in the seeds of today” Unknown “Good fortune is what happens when opportunity meets with planning.” Thomas A Edison Program Planning & Evaluation – Part 1 Closing Thoughts
- 118. Program Planning & Evaluation – Part I 20/80 Rule
- 119. PROGRAM PLANNING & EVALUATION Part I – Morning Session Presented by Center for Nonprofit Management & Kristina E. Jones, M.A., CFRE President, J.K. Griffin & Associates www.JKGriffin.com (325) 672-1318
Notas do Editor
- Fairly Obvious – but before you evaluate – you should have a well established means to conduct itself as an organization Evaluation Effective ways to meet goals Methods are in the form of programsInputs, Process, outputs & outcomes – which you will practice in the afternoon sessionInputs = various resources needed to run the program -- money, facilities, customers, clients, program staff, etcProcess = how program is carried out – customers served, clients counseled, children cared for, art is created, association members are supportedOutputs = units of service – customers serviced, # of clients counseled, children cared for, artistic pieces produced, or members in the associationOutcomes = impacts on the customer or the clients receiving service – increased mental health, safe and secure development, richer artistic appreciation & perspectives in life, increase effectiveness among members
- Technology – does not mean computers – refers to transformation process – changing people or communities
- Planning and reviewing are the starting and ending points of theongoing cycle of delivering high-quality programs.The planning process focuses attention on the program's most critical challenges and opportunities. Leaders can gain insight into the future direction of their agency's programs and services and the way they affect the community at large. Planning provides an opportunity for program leaders to think about the future and commit to goals and activities that will set or keep the program on course over the next few years.
- Develop an plan to ensure your program planning & evaluations are carried out efficiently in the future. Funders may benefit from having this plan…
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- Don’t balk b/c it’s too scientific – 20% effort will generate 80% of plan – far better than nothingNo perfect evaluation design – Far more important to do something than to test every last detailInclude some interview in your evaluation methods – questionnaires don’t capture the story – and the story is the most powerful depiction of the description of your servicesDon’t interview just the successes – you can learn a great deal about the program by understanding failures and dropoutsDon’t throw away evaluation results once a report has been generated. Results don’t take up much room – may be precious info later…
- reactions and feelings (feelings are often poor indicators that your service made lasting impact)learning (enhanced attitudes, perceptions or knowledge)changes in skills (applied the learning to enhance behaviors)effectiveness (improved performance because of enhanced behaviors) Usually, the farther your evaluation information gets down the list, the more useful is your evaluation. Unfortunately, it is quite difficult to reliably get information about effectiveness. Still, information about learning and skills is quite useful.
- For example:80% of your profits come from 20% of your customers80% of your complaints come from 20% of your customers80% of your profits come from 20% of the time you spend80% of your sales come from 20% of your products80% of your sales are made by 20% of your sales staffMicrosoft noted that by fixing the top 20% of the most reported bugs, 80% of the errors and crashes would be eliminated
- Better to have an average effort at evaluation then to do no evaluation at all
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- Handout1) "Personal mastery is a discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively." (p. 7) Missions – Why do We Exsist2) "Mental models are deeply ingrained assumptions, generalizations, or even pictures of images that influence how we understand the world and how we take action." (p. 8) Core Values -- - How do we want to act3) "Building shared vision a practice of unearthing shared pictures of the future that foster genuine commitment and enrollment rather than compliance." (p. 9) -- What do we want the organization to be?4) "Team learning starts with dialogue, the capacity of members of a team to suspend assumptions and enter into genuine thinking together." (p. 10)5) Systems thinking - The Fifth Discipline that integrates the other 4.
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- How often do students need to attend the after-school program in order for their reading tests scores to improve?A Logic Model would tell you that the after school program is an activity and improved reading scores is an outcome. It might tell you that attendance at the after school program is an intermediate outcome.students need to attend after-school programs at least 3 days per week for a minimum of 60 days, and the curricula must focus on love of reading and literacy, IN ORDER FOR test scores to rise”
- HOSrivastva say that an organization is a miracle to be embraced rather than a problem to be solved. Appreciative Inquiry is a particular way of asking questions and envisioning the future that fosters positive relationships and builds on the basic goodness in a person, a situation, or an organization. In so doing, it enhances a system's capacity for collaboration and change.[2]The basic idea is to build organizations around what works, rather than trying to fix what doesn't. It is the opposite of problem solving. Instead of focusing on gaps and inadequacies to remediate skills or practices, AI focuses on how to create more of the exceptional performance that is occurring when a core of strengths is aligned. It opens the door to a universe of possibilities, since the work doesn't stop when a particular problem is solved but rather focuses on "What is the best we can be?" The approach acknowledges the contribution of individuals, in order to increase trust and organizational alignment. The method aims to create meaning by drawing from stories of concrete successes and lends itself to cross-industrial social activities.
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