Strategic Action Plan Evaluation: Measuring Outcomes of Work Focused on Social Change for Women and Girls

Background and Purpose:

Non-profit organizations focused on social change often have difficulty assessing how their efforts and programs impact the communities they serve (LeRoux & Wright, 2010). Understanding how these organizations may influence the broader social and political climate are difficult to decipher, yet increased accountabilities for proving effectiveness to attract and maintain human and financial resources remain. These considerations may be particularly salient for women-led non-profit organizations because implicit bias contributes to underrating and undervaluing of women’s work when compared to men (D’Agostino, 2015). This study explores strengths and barriers to organizational success and stakeholders’ perceptions of priority area effectiveness and future directions for a women-led non-profit whose work focuses on social change and equity for women and girls.

Method:

The study used a mixed methods design to explore outcomes associated with participation in a women-led non-profit organization, as well as perceived progress in its strategic action plan (SAP). To examine stakeholder perspectives, four focus groups with 20 participants and interviews with 20 key stakeholders were conducted. A content analysis using an inductive approach identified themes and priorities. Researchers used negative case analysis, as well as peer review, and member checks at multiple points throughout the process to increase rigor and ensure the integrity of the findings. An online survey also was completed by 189 stakeholders, measuring satisfaction with involvement in the organization, intent to change, increased knowledge, shifts in engagement, and areas for improvement. Descriptive statistics were examined and similarities and differences were compared according to the role of the stakeholder and length of involvement in the organization.

Results:

Findings suggest that participants involved in this work experience numerous personal benefits, such as a sense of pride about the work, networking opportunities, self-empowerment, and increased involvement and identification as philanthropists. Perceived organizational progress in meeting SAP goals differed by stakeholder roles and degree of involvement with the organization, however, most stakeholders reported a satisfaction with the work in each priority area. Additionally, participants found measuring social change outcomes and communicating these findings essential for future growth and impact. Participants desired more political advocacy work despite not knowing how to do so, particularly in the current political climate. Lastly, stakeholders reported the need to recruit male allies and more diverse women in terms of race, ethnicity, political ideology, and socioeconomic status to participate in the organization’s work.

Conclusions and Implications:

Results suggest women led non-profit organizations can have a positive influence on the women involved. The organization supported women in engaging in activities focused on advocacy and support their participation in the broader political system. However, stakeholders articulated that assessing and evaluating progress was increasingly challenging. Findings suggest efforts toward increasing articulation and focus of organization’s mission, goals, and objectives may help this organization and others develop and evaluate meaningful measures of social impact. In the end, helping women-led organizations effectively measure their outputs may contribute to amplified engagement of diverse groups, personal and professional benefits, and the ability to move from isolated efforts to meaningful social change.