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Effectiveness
George Mitchell
Transnational NGO Initiative, Moynihan
Institute of Global Affairs, Syracuse University
April 6, 2010
Organizational Effectiveness: Overview
• Lack of simple, accessible, relevant and
credible information about NGO effectiveness
• Stakeholders, such as donors, forced to rely on
incomplete, poor quality information
• How can NGOs help provide more meaningful
information?
• Outline
– Part I: definition
– Part II: disclosure
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Why Definition Matters
• NGOs want to be effective and to communicate
their effectiveness to stakeholders, such as
donors.
• Donors want their contributions to support
effective NGOs.
• But if stakeholders define organizational
effectiveness differently they will employ
different criteria and reach different conclusions
• The question of organizational evaluation (and
therefore reputation, etc.) depends upon the
question of definition
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Evidence from the Transnational NGO Interview Project
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The Transnational NGO Initiative
• Face-to-face, in-depth interviews with 152
leaders (mostly presidents and CEOs) of
international NGOs rated by Charity Navigator
• Topics included governance, goals, strategies,
obstacles, transnationalism, effectiveness,
accountability, communications, partnerships and
collaborations, leadership, etc.
• About 209 hours of digital recording transcribed
and coded (quotations and statistics)
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TNGO Data on Organizational
Effectiveness
• Interviewer: “Let me ask you about the concept of effectiveness, which is
something we all have trouble defining. How does your organization
define effectiveness?”
• The (non-mutually exclusive) categories for leaders’ open-ended
responses:
– Resources
– Flexibility
– Innovation
– Expertise
– Contacts
– Staff/peer competency
– Stakeholder satisfaction
– Goal achievement
– Evaluation
– Other (omitted)
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Organizational Effectiveness: Overall
Results
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Organizational Effectiveness
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Two Main Definitions of Effectiveness
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Two Definitions of Effectiveness
Outcome accountability Overhead Minimization
• “Well I mean ah, for us to be effective is to • “to be effective in [DELETED] is to deliver
achieve the programmatic or strategic goals services and assistance to the people of
that we’ve identified.” [DELETED] at low cost”
• “We define it as whether or not we are sort • “The uh, amount of money that’s actually
of getting the tasks achieved that we set for getting to the, to the field dedicated to the
ourselves.” programs…and secondarily the actual impact
• “We set important goals and, and we achieve of projects that you can quantify.”
them.” • “…we can’t determine the outcomes, so we
• “if we’ve done the work that we’ve said we measure products. We, we measure outputs.
would do, that’s...that should be one level of What is sent over you know, what its purpose
effectiveness.” is, where it goes. We don’t necessarily know
• “It’s the commitment you make to doing how many people it will effect…you can
what you said you were going to do.” measure success primarily by your outputs.”
• “it’s when you are doing what you’re saying • “our best ace card is our efficiency in terms
you’re doing, that you’re serving your of how we, we have a low overhead”
mission...and that you’re able to show that
you’re serving your mission…”
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Two understandings, two possible systems
ASSESSING ORGANIZATIONAL
EFFECTIVENESS
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Communication Breakdown?
But we
accomplished
Your organization is everything we
ineffective! Your promised…
overhead is too high!
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The Disclosure Problem
• Stakeholders make judgments based on the
credible information available to them
– In lieu of meaningful “effectiveness data,” ratings
based on financial data and checklists have
become increasingly popular.
– Many users implicitly assume such ratings have
something to do with effectiveness.
• Many donors are forced to rely upon very little
information… (anecdote)
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Two Definitions, Two Possible
Disclosure Systems
Outcome accountability Overhead minimization
• Definition: demonstrable • Definition: maintenance of
goal attainment or promise normal functional expense
fulfillment ratios, etc.
• Disclosure: states ex ante, • Disclosure: financial
goals or promises, states ex information, much of it
post relying on discretionary
classification
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The Wrong Format: Statement of
Program Service Accomplishments
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A Disclosure Format for Outcome
Accountability
Indicator State Goal or State Ex Percent Percent Learning
Ex Ante promise Post Achieved of Budget
Water access 60 min. 30 min. 45 min. 50% 100% Local water
(avg. time) contaminated
∑ab=50%
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Evaluation Challenges
• Although most NGO leaders associate organizational
effectiveness with goal achievement and evaluation,
according to Charity Navigator less than 10 percent of
NGOs implement meaningful evaluation systems…
• At the end of the day, are NGOs held accountable for
outcome achievement?
• The basic principles of outcome accountability
– Articulate specific goals and identify appropriate indicators
– Evaluate progress as rigorously as feasible
– Credibly and systematically disclose results
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Conclusions
• The TNGO Initiative website:
http://www.maxwell.syr.edu/moynihan_tngo.aspx
• Subscribe to the blog.
• Email: gemitche@maxwell.syr.edu
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