19 Jun, 2019

Try This: Context ​vs Content

By |2021-08-19T20:39:50-04:00June 19th, 2019|Categories: Workshop, Program, & Curriculum Design|Tags: , , |0 Comments

Like a glass of water, the content of your workshop is contained within the context.

Next week, I’ll be facilitating a presentation and discussion on the reproductive justice framework for a client organization that provides health services to underserved individuals and their families along with partnering with community-based organizations and government agencies.

The client’s project is a learning collaborative that brings together local healthcare providers to adopt best practices for the provision of contraception within primary care, post-abortion, and postpartum settings.

It’s been a while since I’ve presented on RJ for an audience like this, and I’m pretty excited about it. So much so, that it’s reminded me of my goal for creating a Try This blog around the topic of context versus content.

In short, content is what you talk about, while context is how you talk about it.

Think about a glass of water. The content is the water while the glass is the context. Like a glass of water, the content of your workshop (the activities, group discussions, etc.) is contained within the context (or topic of the workshop).

In my case, the content of my presentation is RJ, but I’m presenting the information within the context of clinical and primary care settings.

However, in the client’s case, the participants in the learning collaborative will be looking at how they can provide patient-centered care (content) within the context of RJ.

Another way to look at this consider context within the context (haha) of big-picture thinking. Context is the surrounding atmosphere, the circumstances, perspectives, and intentions that form the foundation of the topic. Content is the activities, details, and events.

This activity is ideal for:

  • Anyone who has a workshop, presentation or training coming up and you’re tired of throwing together haphazard workshops, presentations and trainings

Here’s what you need:

  • Sheets of paper or an erasable whiteboard 
  • Writing utensils (pens, pencils, markers, or dry erase markers)

The steps:

Take your preferred writing utensil and either a sheet of paper or erasable whiteboard and create a diagram, like this:

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16 May, 2019

Try This: Take a Bird’s Eye View

By |2021-08-19T20:36:01-04:00May 16th, 2019|Categories: Strategic Planning & Sustainability|Tags: , , |0 Comments

There are various factors that impact your program.

If you’re a nonprofit or social service agency, chances are you run several programs and services.

These programs and services don’t exist in a vacuum. In fact, a variety of factors make up a complex system in which your program or service operates within, including budgets and available funding, policies (organizational as well as federal/state/local), organizational structure, staff leadership capacity, participant perceptions, internal and external stakeholders, and more.

We often lose sight of these and we can be in the thick of it, doing what we can to keep the program afloat. However, when we take a bird’s eye view, we see the context that programs and services operate under.

This activity is ideal for:

  • Staff responsible for developing and overseeing the implementation of programs, services, and strategies

Here’s what you need:

  • Sheets of paper or an erasable whiteboard
  • Writing utensils (pens, pencils, markers, or dry erase markers)

The steps:

Take your preferred writing utensil and either a sheet of paper or erasable whiteboard. Draw a large circle, and a smaller circle in the middle. Write the name of your program or service in the middle, like this:

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19 Apr, 2019

Try This: Put the Pieces Together

By |2021-08-19T20:31:30-04:00April 19th, 2019|Categories: Workshop, Program, & Curriculum Design|Tags: , , |0 Comments

Get clear on your program’s purpose and everyone’s role.

During one of my first major evaluations, I asked the client if I could view the program’s curriculum. As I looked through it, I asked how often the curriculum is revised based on participant feedback.

The program had been around for some time, and while the client was consistent with evaluating the program and drawing out the positive feedback to share with funders, they hadn’t used the feedback to revise the actual program.

During another site visit for this program, I noticed that staff were familiar with certain aspects of the program, but not the program in its entirety, or who was responsible for what. Understandable when you’re dealing with newer versus more seasoned staff. Also, some staff were confused about the purpose of some activities and when each activity was supposed to take place.

I’ve always been of the mindset that, in order to create or revise data collection and analysis tools and processes, you need to have a general sense of program goals and how the program is supposed to function. This is important as staff will come and go. Also, there should be a process built in for revising the program so that it’s meeting the emerging needs of participants.

Similar to putting together a puzzle, it can be daunting to look at the multiple components of a program. Instead of working on the entire puzzle at once, focus on one section at a time so that it all comes together.

This activity is ideal for:

  • Staff responsible for developing and overseeing the implementation of programs, services, and strategies

Here’s what you need:

  • Your program’s logic model
  • Your program curriculum
  • Bonus: Your most recent program data that gives you insight about the program (compiled and synthesized data)

The process:

Typically with my Try This exercises, I lay out all the steps. For this exercise, I’m going to leave that up to you.

To frame it, there are three parts to this process. First, review your program’s goals and objectives. Second, look at your staff roles to assess 1) whether everyone currently connected to the program is being utilized in ways that align with the programs and objectives, 2) if those involved are utilizing their expertise, and 3) who is responsible for what. Third, review the program’s activities to assess if these activities currently align with the goals and objectives.

(Also, it should go without saying that “program” can also mean service, workshop, training, initiative, strategy, and so forth).

Here are some guiding questions (and feel free to add more):

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22 Mar, 2019

Try This: I Like, I Wish, I Wonder

By |2021-08-19T20:27:39-04:00March 22nd, 2019|Categories: Workshop, Program, & Curriculum Design|Tags: , , |0 Comments

This this activity out and let me know how it goes for you.

I’ve used “I Like, I Wish, I Wonder” as a way to get quick feedback from my program and workshop participants.

Adapted from the Stanford Design School’s “I Like, I Wish, How to” process, I first used “I Like, I Wish, I Wonder” during an evaluation project with the New York City Department of Health and Mental Hygiene’s sexual and reproductive justice campaign. The campaign’s Community Engagement Group facilitated local gatherings in the five boroughs to gather insights into how various demographics were advancing Reproductive Justice in their communities.

Due to the gatherings being large in scope and attendance, we 1) needed something quick for the participants to fill out before leaving, and 2) wanted to develop an easy-to-understand evaluation process that was easy for DOHMH staff to volunteers to administer onsite (as I was not able to be at all gatherings) and for participants to not have much of a problem completing. Also, it was a lesson learned in developing an evaluation tool that generates honest constructive feedback AND helping staff and volunteers learn how to look for generated themes by a variety of participants.

This activity is ideal for:

  • Staff responsible for developing and overseeing the implementation of programs, services, and strategies
  • Gathering quick feedback in a time-crunch
  • Breaking out of the standard survey construction model
  • Staff interested in building their skills and confidence in qualitative data collection and analysis

Here’s what you need:

There are two ways to implement this process:

  • Option 1: Sheets of paper, writing utensils
  • Option 2: Butcher paper or a white board, a marker, writing utensils, post-its

The process:

For option 1: Have participants divide their sheets into four quadrants labeled “I Like”, “I Wish”, “I Wonder”. (You can also have sheets that already have the labels typed out. You’ll have an empty quadrant, and I’ll explain what to do with it later.

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20 Feb, 2019

Try This: Increase Your Staff and Stakeholders’ Engagement and Collaboration

By |2021-08-19T20:25:18-04:00February 20th, 2019|Categories: Research & Evaluation|Tags: |0 Comments

When a program is developed, it’s done so for various reasons, including based on current and relevant research, anecdotal and collected feedback and evidence from participants, funders, and more.

But even the most well-developed programs can suffer if your staff and stakeholders aren’t engaged enough to care about how the program is designed to work beyond focusing on outcomes and impact only.

As I’ve continued to shift more into engaging my clients in a more participatory way, we’ve been working together to develop a more collaborative process that generates a culture of learning about how they’re developing their programs and how their program recipients are responding to it, rather than merely meeting metrics commissioned by someone else.

Compared to previous Try This posts, what I’m sharing today is more of a process rather than actual activities. And for the purposes of today’s post, I’m labeling this process the “staff and stakeholder engagement and collaborative process“. The actual name depends on the client project I’m working on (for example, with one client, it’s called the “evaluation working group” while the process is called the “evaluation working group” with another client).

Regardless of the name, the process is the same: Bringing together staff and stakeholders to develop program goals, discover insights into how participants are engaging with the program, and develop a strategy for routine program evaluation and course-correction and generating buy-in among your staff and stakeholders.

This activity is ideal for:

  • Nonprofit and social services staff interested in developing more engagement and collaboration between staff and stakeholders (i.e. program participants, board members, and other supporters)
  • Nonprofit and social services staff that are responsible for developing and overseeing the implementation of programs, services, and strategies

Here’s what you need:

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