final_programevaluation_aclu-sfv-2

Running head: FINAL PROGRAM EVALUATION REPORT 0

Program Evaluation

American Civil Liberties Union - San Fernando Valley Chapter

December 2014

Prepared by Vanessa Brown, Patricia Guerra, Karla Martinez, and Elizabeth Norrato. Evaluators

are Masters in Social Work candidates from the University of Southern California, supervised by

Dr. Guerrero and Dr. Mandayam. The evaluation was between September 11, 2014 to December

4, 2014.

FINAL PROGRAM EVALUATION REPORT 1

Table of Contents Executive Summary ………………………………………………………………………………2 Background Information ………………………………………………………………………….3 Problem Identification…………………………………………………………………………….4 Methodology……………………………………………………………………………………...9 Results …………………………………………………………………………………………...11

Discussion ……………………………………………………………………………………….15

References………………………………………………………………………………………..18

Appendix

Table 1- 7S Model

Table 2 - Logic Model

Table 3 - Outcome Measure

Table 4 - Results

Table 5 - Strength, Weaknesses, Opportunities and Threats


Executive Summary

The American Civil Liberties Union (ACLU) is a national organization committed to the

well-being of righteous movements that entail social justice and protection of civil rights. The

organization has expanded across the United States and extended its capacity to a mass level,

which now involves affiliates in different states. The ACLU Southern California (ACLU SoCal)

affiliate currently oversees The San Fernando Valley SFV Charter Chapter. The affiliate

developed the Energizing, Focusing, and Development of ACLU SoCal’s Chapters,

Implementation Plan and Strategy with three major areas of work: charter chapter requirements,

continuous skill development of chapter leaders, and the development and implementation of

action campaigns. Therefore, ACLU SoCal requested an evaluation of the SFV chapter to obtain

a better understanding in areas that may best support the alignment between the SFV chapter and

the ACLU charter chapter strategic plan.

Master of Social Work candidates from the University of Southern California conducted

an evaluation focusing on three key points: (1) SFV chapter alignment with the ACLU charter

chapter strategic plan, (2) administrative support to fulfill alignment, and (3) the effective

implementation of action based campaigns through grassroots organizing. Findings of the

evaluation demonstrates areas of improvement for the chapter to be in alignment with ACLU

SoCal vision. Recommendations made by the evaluation team include: developing strategies to

engage membership of the chapter, leadership skills trainings and a community needs assessment

of the targeted community to implement action-based campaigns. This report was developed for

the SFV charter chapter and ACLU SoCal affiliate staff members with the intention of providing

valuable information pertaining to the growth and development of services in the SFV region.


Background Information

The ACLU mission is to protect the rights and liberties of all individuals living in the

United States. Since its inception in 1923, the ACLU has grown into a national organization. To

date, the ACLU is composed of more than 400,000 members across the nation. The functions are

litigation, lobbying, legislation, policy research, community education and engagement (ACLU,

2014b, pg.6). The ACLU has three hierarchical components: the National ACLU, 52 affiliates

and local chapters. Across the nation they advocate on civil issues such as: accountability and

abuse of power, criminal justice and drug policy, education, economic justice, freedom of

speech, prisoners’ rights and with privacy and surveillance.

The ACLU SoCal affiliate is composed of seven departments: Community Engagement

and Policy Advocacy (CEPA), Legal, Strategic Planning and Marketing, Administration and

Finance, Development, and Communication (ACLU, 2014b, pg.13). Within the seven

departments, there is a total of 17 directors, five managers, three coordinators, and 27 staff

members (ACLU, 2014c). ACLU SoCal’s management style is participatory involving staff and

members in decision making.

The CEPA department has a position for chapter manager to be of support to all chartered

chapters. The chapter serves “to protect, foster and extend civil rights and liberties, and

otherwise to advance the mission of the American Civil Liberties Union to their respective

geographical area” (ACLU, 2014b, pg.31). The targeted community for this evaluation is the San

Fernando Valley, a region that is composed of 34 different cities (LA Times, 2014). The SFV

chapter membership is 3, 263 (Volunteer Based Chapter Network, 2014). Charter chapter goals

are to provide local monitoring and advocacy, community education and visibility, and

participation in state and federal campaigns (ACLU, 2014b, pg.31). The SFV chapter board has


three active board members (President, Treasurer and Secretary) out of six elected

representatives.

The purpose of a process evaluation was to assess areas of improvement by collecting

data to best inform decisions throughout the progress of the strategic plan set forth by ACLU So

Cal. The presenting problem is the SFV chapter’s alignment with the strategic plan. This

preliminary evaluation provides findings and recommendations to ACLU to further explore on

areas of improvement. The stakeholders of this evaluation include: ACLU SoCal affiliate, board

members, chapter members, politicians and SFV community members affected by policy

outcomes. The results provided by the evaluation team will impact future strategic decisions

made by the affiliate. Based on the results and recommendations provided to the affiliate, it will

be decide what adjustments can be feasibly implemented to the SFV Chapter.

The evaluation was conducted throughout thirteen weeks. In addition, to the time

constraints, barriers that may have influenced the outcome of the process evaluation were: the

limited accessibility to active board members as the evaluation team was only able to meet with

board members in three occasions. Furthermore, the lack of engagement with SFV chapter

membership and limited information collected from the affiliate also set barriers for the

evaluation team in providing a more thorough evaluation.

Problem Identification

New structure and policies for charter chapters were implemented soon after the ACLU

SoCal went through a major change in leadership. ACLU SoCal is strategizing to involve

chapters such as the one in San Fernando Valley to mobilize members in grassroots organizing

campaigns. Both the ACLU SoCal and SFV chapter board members reported a challenge in

aligning with the strategic plan and followed by stating that this is due to the lack of participation


and internal communication. Findings from a survey (Chapter Network Evaluation Survey

Results, February 2014) stated that only 43% of SFV Chapter board members participated in

giving responses. SFV Chapter has a membership base of 3,263 (Volunteer Based Chapter

Network, 2014), however, based on observations an average of six to ten people including active

board members attend the membership meetings. The evaluation team explored areas of

improvement in order to make recommendations to successfully be in alignment with the

strategic plan.

Literature Review

The ACLU SoCal currently serves as the only affiliate with charter chapters and no

model to follow, making it crucial to have a better understanding of factors that play a role

during organizational change. Author Hillel Schmid (2009a) suggested that external and/or

internal organizational pressures may cause modifications in an organization’s core activity,

goals, strategies, structure, and service program. The transition to the new appointed Executive

Director Hector Villagra, was followed by the restructuring of chapter with the vision of leading

grassroots action-based campaigns.

Through organizational adaption theories Schmid (2009b) describes how an organization

“may be forced to alter part of its identity or distinctive characteristics because adaptation to the

complexities of the environment also demands changes in goals, objectives, service technologies,

and operating procedures”. The current political climate has presented ACLU SoCal with

opportunities to mobilize members in action based campaigns. Further administrative support

and leadership development of the chapter is needed to extend the capacity and meet the

demands of the political climate given the low participation rate of membership. Schmid (2009b)


further expands on adaptation through political economy theory suggesting for the organization

to change its power-dependence relations with the environment by:

1. Reducing dependence on the external environment by controlling resources

2. Increase dependence of agents in the environment on distinctive services of the

organization

An example of this can be seen through the new policy which states that chapters will no

longer have to fundraise, as they will now be funded by the affiliate. In doing so, the SFV

Chapter is presented to solely focus on implementing grassroots activism. In the process of

implementing the strategic plan the development of innovative strategies to engage member will

be essential to increase participation. Making it crucial to conduct a community needs

assessment in order have a better understanding of specific needs and best provide quality

service to members.

The use of McKinsey’s 7S framework is used to analyze the effectiveness of the strategic

plan as it relates to chapter alignment. The model has seven elements that guarantee success:

strategy, structure, systems, shared values, style, staff and skills. Furthermore, author Ashu Singh

(2013) suggests that effective internal communication is essential in creating a competitive

advantage in organizational performance and improvement. An exploration of communication is

addressed in the findings of this evaluation. Table 1 describes the seven elements in relation to

the strategic plan to identify areas of improvement in order to realign.

The 7S model serves as a tool to identify areas that need improvement to be in alignment

with the strategic plan. Authors Sergio Fernandez and Hal G. Rainey (2006) recommend a series

of factors and propositions that occur during organizational change: ensure the need, provide a

plan, build internal support for change and overcome resistance, ensure top-management support


and commitment, build external support, provide resources and institutionalize change. ACLU

SoCal has a clear vision and plan that was developed using member input. There is a plan of

administrative support, however, it must be consistent. The organization already has established

relationships with key policymakers and organization that share the same vision. Lastly, it is

recommended to be consistent with resources and in practicing institutional change by holding

each other accountable.

Literature Gaps

Available research focuses on theories and frameworks that analyze the alignment within

the profit driven corporate setting. There is a limitation in research for alignment of

organizations that focus on social justice. Authors Ahmad Salih and Yvonne Doll (2013) believe

that an area that has been largely ignored by researchers is the role of middle managers in

organizational strategic activities and outcomes. As found in research conducted by Salih and

Doll, middle managers state the importance for internal communication as a key factor to

influencing strategy implementation (Salih & Doll, 2013). In addition, it highlights how

clarification of roles and responsibilities help increase positive outcomes.

Furthermore, a participatory management style is of best use to engage staff and members

in the implementation of a strategic plan. Author Sandy Pideret (2000) suggests that successful

organizational adaptation occurs when there is an intent to generate support and enthusiasm for

change instead of overcoming resistance. It is recommended to appreciate any ambivalence of an

individual to change and to investigate what motivates it (Pideret, 2000). In doing so, the

organization will be in a position for egalitarian decision making to best meet the needs of

community members.


Logic Model

To identify any assumptions of how the program works, the evaluation team took the

strategic assessment approach which focuses on staff and participants conversations

(McLaughlin and Jordan, 2004). To identify outcomes that need to be achieved within the five

year timeframe stated in the strategic plan, a logic model (see Table 2) was created.

If the outcomes are achieved then there is an alignment with the strategic plan. The first

identified outcome is for SFV chapter to meet all the requirements specified in the manual.

Activities that will be further analyzed are: elections of board members, membership meetings,

educational forums and participation in chapter council meetings. The administrative support and

consistency of trainings for chapter board members will be further explored. If the chapter meets

requirements and affiliate provides the support then the infrastructure is strengthen to implement

action based campaigns.

Research Questions

The purpose for conducting a process evaluation is to collect useful data in a systematic

process about current outcomes and efficiencies for decision making purposes (Grinnell Jr., R.

M., Gabor, P. A., & Unrau, Y.A., 2012). The following research questions helped guide the

process evaluation:

1. To what extent is the San Fernando Valley (SFV) Chapter aligned with the American

Civil Liberty Union (ACLU) of Southern California Charter Chapter Strategic Plan?

2. To what extent does the SFV Chapter have the resources to fulfill alignment?

3. To what extent can the ACLU So Cal Charter Chapter Strategic Plan be effectively

implemented in the SFV region?


Methodology

The methodology used for the process evaluation considers key factors: limited time to

conduct the evaluation, limited availability of participants and a set of research tools that best fit

the evaluation. The evaluation focuses on a cross sectional study that explores one given point in

time. Available information provided by the affiliate were used to provide an understanding of

the SFV Chapter. This included a chapter manual, strategic plan, organizational chart, survey

results and zip codes pertaining to the SFV chapter members. The survey conducted in February

of 2014 compared the SFV chapter to the five remaining chapters, providing the evaluation of

the chapter’s health. Guidelines of expected functioning is explained in the chapter manual. New

data collected are composed of individual and group interviews with key informants, participant

observation and a questionnaire. This form of methodology provided qualitative information that

was both descriptive and with in-depth responses to understand if the SFV chapter is in

alignment with the strategic plan.

Participant Selection

Given the low participation response within board members of the chapter, the research

relied on active board members and developed a convenience sampling method. This method

was determined due to the fact that it focuses on the most accessible subjects (Marshall, 1996).

Data Collection

Participants were part of group interviews in order to understand the group’s perception

of the chapter as a whole. Individual interviews were used to avoid any influence that the group

might have on the individual’s opinion. Interviews asked leading open-ended questions that

provided an in-depth understanding of information that could otherwise have not been obtained.

Individual interviews allowed the opportunity to express personal interpretation of the chapter, a

crucial component in analyzing how information is understood and exhibited by individuals.


Participant observation during chapter board member meetings was another method used.

Observations made when the chapter’s goals were discussed demonstrated the working

environment and current situation of the SFV chapter, a component that was not explored

through questionnaires or interviews. To further explore the board members’ perceptions of the

chapter, participants were provided with an anonymous questionnaire consisting of four

questions seeking their opinion. The goal was to obtain the written expression that an individual

may have not felt comfortable disclosing in a face-to-face interaction. The items on the

questionnaire were the following: (1) How long have you been part of the chapter? (2) List the

events/ programs/activities organized by your chapter in the past year? (3) Explain challenges (if

any) when reaching out to membership to participate in activities? (4) Describe your community

needs as it relates to the ACLU mission?

Anonymity and Confidentiality

Every attempt was made to protect participants, along with issues related to anonymity

and confidentiality. Participants were informed that participation was voluntary and that no

identifiable data would be publicly available (USC, 2014). On the other hand, all participants had

the right to terminate participation at any time they wished to (USC, 2014). To avoid any

potential risks with identifying information, respondents were left alone to answer the hard copy

questionnaire. Once completed, they placed in a manila folder.

Validity and Reliability

Observational notes taken during the chapter board meetings were compared and

contrasted between observers for validity and reliability. Observations were only discussed

between observers in order to agree on its accuracy and analysis of data obtained. To protect all

research information, hard-copy data including field notes, hardcopies of materials given by the


affiliate and signed consent forms for the survey were stored in a locked file cabinet throughout

the evaluation process. Information has been shredded and disposed properly after the process

evaluation was presented.

Measures

Both communication and satisfaction between the affiliate and the chapter board

members were measured through the number of participants, while the chapter board position

election was measured by the number of elected board members and the number of election

meetings held. Membership meetings and organization of educational forums for membership

were measured by the number of member participants and number of meetings/ forums.

Furthermore, attendance in chapter council meetings were measured through the number of

meetings attended while leadership trainings were measured through the number of board

members participation in trainings. Finally, lobbying was measured by the number of visits to an

elected official. The agenda and its minutes served, sign-in-sheets, expense reports, flyers,

pictures and results were data that vouched to demonstrate the organization and structure of the

chapter. Table 3 provides a detailed description of outcome measures.

Data Analysis

Qualitative data collected was used to identify any recurring themes. Themes were analyzed in

order to determine what the challenges within the chapter are. Furthermore, once analyzed data

was able to demonstrate unknown information that led to further exploration of new areas.

Results

The qualitative data collected for the process evaluation derived from questionnaires,

participant observation, individual and group interviews as well as secondary data. The affiliate

provided the Chapter Manual and Strategic Plan, as well as background information of the


organization. A questionnaire was disseminated to chapter board members. The evaluation team

engaged in participant observation during chapter membership meetings and facilitated

individual and group interviews

A preliminary examination of the issues concerning the alignment between the SFV

chapter and ACLU SoCal through observations made during chapter board member meetings,

individual/group interviews and the questionnaires disseminated. The evaluation team compared

all observations made, responses from questionnaires and interviews to find themes and/or areas

of improvement. Table 4 was created to answer research questions with findings from the

qualitative data. Evaluation findings were presented to stakeholders (including the affiliate,

chapter board members and USC MSW professors) on December 4, 2014 at the ACLU

headquarters. Furthermore, this report will be disseminated to identified ACLU staff and USC

professors.

Theme 1: Alignment

The first research question guiding the evaluation asked “Is the San Fernando Valley

(SFV) Chapter aligned with the American Civil Liberty Union (ACLU) of Southern California

Charter Chapter Strategic Plan?”

Findings demonstrated that the SFV Chapter attempts to be aligned with the Strategic

Plan, however challenges to meet all its requirements. The focus was on the following outputs:

election board meetings, educational forums, participation in council meeting and membership

meetings; all stated required activities were identified from the provided chapter manual.

As observed by the evaluation team, active board members are not representative of

required diverse backgrounds, a requirement. While the board complied with the requirement of

having a representative attend ACLU SoCal Chapter Council meetings, through the method of


participant observation it was noted the need for improvement in the follow up process as

members were misinformed of events and new policies.

In addition, board members reported difficulty in membership participation. It was

expressed that a challenge when outreaching to members is due to ACLU national policy on

membership information privacy, cut on the regional newsletter and the expense of mailer

distribution. An example is of a monthly via-mail newsletter to e-mail update, a change that

occurred 2 years ago. Since this change, the chapter has reported a disconnection with the

affiliate. Participants stated they preferred the old method, as they felt more prepared and

knowledgeable of the affiliate. Participants also indicated that the use of e-mail was ineffective,

as most of the members had little to no knowledge of web surfing. Findings of communication

led to the exploration of more issues such as the retention of members. A response from a

questionnaire expressed that a challenge is “Motivating new members, keeping new members”.

Theme 2: Resources

Findings lead to the following research question that asks, “Does the SFV Chapter have

the resources to fulfill alignment?”

Overall findings demonstrated that the SFV Chapter did have resources to fulfill

requirements, but lacked the skills or capacity to carry them on. Findings demonstrated the need

for awareness that each chapter is different, such as some requiring more guidance in navigating

leadership. Factors including but not limited to the chapters size, and demographics must be

taken into consideration in order to have needs adequately met.

It was also found that the affiliate had fallen short to meet its requirement of providing

planned trainings for members. While those trainings offered were found to have problems as a

participant stated, “Some people left before the training was done”.


Theme 3: Implementation

The final research question asked, “Can the ACLU SoCal Charter Chapter Strategic Plan

be effectively implemented in the SFV region?”

Overall, the findings demonstrated that this could be met. However, in order to be

successfully implemented there has to be mutual effort from both the affiliate and the SFV

Chapter. Board members reported experiences lobbying for key issue areas selected by affiliate,

however the last time done it was two years ago. It was also found that members have diverse

professional backgrounds and interests, such as: women and workers’ rights, law, engineering,

education, and interests in the 1st, 4th and 5th amendment. These findings are important as they

can facilitate the overall implementation of the Strategic Plan, a strength that is currently not

being taken advantage of. Furthermore, the desire to improve its social justice was found as

participant reported “There are major ‘minority’ communities in SFV we would like to reach out

and get them involved in ACLU activities…”.

Recommendations

The evaluation team offered recommendations that will assist in forming a stronger

alignment between the SFV Chapter and ACLU SoCal. One recommendation is to host board

member meetings separately from membership meetings in order to increase participation and

accountability. Furthermore, the clarification of roles and expectations of all those involved in

the alignment with the strategic plan. It is suggested for the chapter ballot to be pre-approved

before dissemination. Also, a more systematic form to vote-tallying should be implemented to

prevent any bias. In helping improve the dissemination of new events and policies, it is

recommended to provide all board members with an agenda and its minutes. As the chapter

organizes for action-based campaigns it is suggested to implement grassroots outreach strategies,


such as: tabling, phone banking, door-to-door knocking and presentations. As well as the

creation of a social media strategy to help advertise events to recruit and retain members.

In order to be able to fulfill alignment, it is essential for leaders and respective members

to be offered services and support. It’s recommended to implement trainings based on the needs

of the chapter. In addition it is suggested to create a set of mandatory trainings and offer optional

trainings to those who wish to expand leadership skills.

Looking into communities of high density, it’s recommended to conduct a community

needs assessment. The next step will be to connect members to the action-based campaigns

based on needs. This would lead to the development of a campaign strategy plan with clear

objectives, short and long term goals. In doing so, it allows for never ending opportunities to

engage and retain members by providing them with ways to participate.

Discussion

The evaluation team found significant areas of improvement followed specific

recommendations that will continue to foster the growth and the development of the SFV

chapter. Findings in the process evaluation were: a lack of diversity of the board members,

systemic ballot issues, challenges in engaging membership in chapter activities, a lack of civic

engagement, and inconsistent lobbying. The evaluation team offered recommendations that

involved: administrative support based on the specific need of the SFV chapter board, such as

leadership skills trainings. In addition, mutual collaboration between ACLU SoCal and the SFV

chapter will build a strong alignment between the charter chapter and ACLU SoCal strategic

plan.

In furthering these recommendations, the evaluation team strongly suggested the

necessity of a community needs-assessment, as it would initiate the bridge between the chapter


and the community. The objective of a strong community-needs assessment is to provide the

chapter with crucial information regarding current trends and needs of the community. This

initiative would also facilitate targeting of specific action-based campaigns and assist in both the

community’s interest and the alignment with the vision and mission of ACLU.

Following the analysis of all the information, the team established the certainty of the

program causing these results after critically examining all of the information that was collected

from the process evaluation. The evaluation team found that the program does intend to abide to

the requirements of the charter chapter strategic plan. However, further accountability, trainings

and development of innovative solutions are crucial for the SFV chapter to continue fostering its

development and alignment. Factors apart from the program that may have had an influence on

the results could possibly have been information regarding successes that the SFV chapter has

previously experienced.

Although information obtained was extremely limited, the evaluation team was able to

distinguish the great potential for the SFV chapter to solidify its alignment with the strategic

plan. A Strength Weaknesses Opportunities and Threats (SWOT) shown in Table 5 displays

strengths, and areas of improvement of the SFV chapter. Hence, member’s knowledge in

different professional arenas can strengthen the result of any given project by combining

everyone’s assets and professional experiences. Since areas of improvement are ongoing, this

can be seen on the expansion of ethnic diversification of chapter board members, in bringing

different cultural perspectives to the SFV chapter. Furthermore, it will allow for the board

members to connect with members from all walks of life. In addition, developing innovative

program components that allow a connection of bridges between community colleges, local


schools, parks, libraries and the SFV chapter will allow for the SFV community to be aware of

policy nuances and energize the community.

Furthermore, the possibility of setting two or three year term for active board members

may also be of consideration. Developing close-ended board terms, as opposed to open-ended

terms would set standards for expectations and responsibilities for each board member. This

would too bring a new set of ideas, talents, and values in every term and encourage active board

members to engage new members into the board.

Although time restrains and the lack of resources predominated this process evaluation,

the evaluation team made a great effort to provide information that can be utilized in the future to

strengthen the capacity and alignment of the SFV chapter. Consideration for further evaluation is

recommended by the evaluation team might be in areas such as: the dynamics of the SFV chapter

board including member dynamics, community mapping, and a budget analysis.

In conclusion, the consulting team found numerous assets that can benefit the SFV

chapter to make it stronger. However, active collaboration between ACLU SoCal staff and the

SFV chapter board members is vital for the betterment and the future of both programs.


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