Like a loving parent who thinks their child is the best, brightest and most adorable, it’s usually the case that organizational staff and volunteers also believe that their cause is the most important thing in the world. This common cognitive bias is both a blessing and a curse. It demonstrates the subjective investment and enthusiastic commitment most people have to the causes and organizations they’re involved in. However, it can also make them myopic to deficiencies and areas of improvement. At worst, it can also make them intellectually lazy, assuming that donors and constituents feel exactly the same way they do and that the value of their cause is self-evident. Sadly, it is one of the most overlooked parts of demonstrating whether you’ve been successful in carrying out your goals and mission.
At Reed Consulting, program evaluation can take many forms. These include, but aren’t limited to the following:
Outcomes Measurements. Pre- and Post-test measurements can be used to demonstrate the impact of services. This can take on a multitude of forms. Of course, some outcomes are more important to some funders than to others. For example, a private foundation with the mission of educating youth will be particularly keen on knowing exactly how their support increased academic performance. Likewise, a local bank wanting to give money to a charity may be particularly interested in knowing how an organization’s services increase clients’ increase economic self-sufficiency and financial independence.
Client Testimonials. While inherently subjective, client testimonials can give colorful, compelling and authentic feedback to donors and constituents. Testimonials can be given anonymously in writing or facilitated by Reed Consulting through focus groups and individual interviews. While often overlooked, critical or “negative” feedback can provide a rare opportunity to examine programmatic, staffing and/or cultural competency deficiencies. This information is invaluable for executive staff and Board Directors in examining problems before they become potential catastrophes. Like a proverbial ostrich with its head in the sand, an organization unwilling to examine or explore critical client feedback puts itself in a dangerous position of ignorance and hubris.
Data Driven Indicators. Depending on the organization and its data collection methods, the relationship between services, outputs and outcomes can be particularly enlightening. For example, a mental health program working with clients for multiple seasons may also document the frequency that these individuals visit their primary care providers. Over time this program can make the case that its counseling services are correlated with clients accessing needed physical health care services.
“Cost Per Service” Calculations. This is particularly important to funders and donors, showing what you can get for X dollars of contribution. These calculations are made by examining program expenses relative to specific outputs (e.g., services provided, clients assisted, etc.). For example, a tutoring program may be able to demonstrate to donors that its innovative model of service delivery costs less than competing services, making it potentially more worthy of ongoing financial support. These calculations can also be critical in applying for competitive Request for Proposal (RFP) bid contracts where an hourly “fee for service” is needed.