Nonprofit leaders understand that collecting and analyzing data in the service of learning and decision-making is mission-critical. Building internal evaluation and learning (E&L) capacity, however, requires a significant investment of time and dollars. Organizations need technical systems and staff skill-building, and often additional specialized staff as well, such as Data Analysts, Data Managers, or Directors of Learning and Evaluation. In fact, according to Discover Data Science (2022), while 90% of nonprofits collect some type of client-level data, only about half fully utilize these data due to lack of staff with specialized data and evaluation skills.
At the same time, many nonprofits make do with program staff taking on the task of analyzing client data using basic spreadsheets. But as organizations grow and their interest in data-driven decision-making increases, so does their need for higher-level staff dedicated to the function of evaluation and learning. How should nonprofits begin thinking about bringing on dedicated E&L staff? What competencies should they look for? What should they consider when deciding on the number and type of staff to bring on board? What should they expect to spend on salaries? How can they attract talent?
Over the course of 10 years, PropelNext, an initiative of the Edna McConnell Clark Foundation (EMCF), worked with 40 grantees to answer these questions about how nonprofits can make better use of program data in program planning and decision-making with the ultimate goal of improving outcomes. Using information collected from a survey of 32 PropelNext organizations, this report shares recommendations for how to think about staffing up the evaluation and learning function in nonprofit organizations.
The following provides a summary of key takeaways from the survey findings; we encourage you to download the full report as well.
CLICK THE IMAGE TO DOWNLOAD THE FULL REPORT
Where to Start: Invest in Staff Capacity before Investing in Technical Systems
Upgrading systems requires technical expertise, whether from IT staff or external consultants, that can be obtained readily if resources are available. However, the greater challenge for nonprofits typically lies in finding and getting capable data staff onboard before investing in technical systems upgrades. Nonprofits are sometimes tempted to build out evaluation and learning capacity by starting with investments in new or upgraded technology for data tracking, management, and analysis. Experience with PropelNext has shown, however, that launching such investments without first building staff expertise has mixed results. This is especially the case when the new tools are complicated or inflexible.
What to Look for In E&L Hires
The most sought-after quality is the ability to communicate complex information to non-technical staff. With this primary “emotional intelligence” factor taken into account, other competencies to hire for include:
- Technical expertise with software and database systems.
- The ability to engage program staff in making meaning of data through training, presentations, and ongoing linking of data to strategy and mission.
- The ability to lead the entire organization in understanding its data in pursuit of a learning agenda.
- Relationship-building with staff.
- Substantive issue area/program experience.
Matching E&L Staffing to Organizational Needs
In addition to identifying the competencies to look for in E&L hires, nonprofits should assess their specific staffing needs, in terms of both number and type of staff positions. Typically, the need for more E&L staff scales with organizational size; this was the case with 32 PropelNext grantees who responded to the survey. Greater size tends to correlate with increased external reporting demands, as well as an increase in the volume and complexity of data the nonprofit collects (with additional complexity requiring additional technical expertise). See the full report for detail.
In terms of the specific types of dedicated E&L staff hires to make, nonprofits might consider three categories of positions:
Data/Program Analyst
Evaluation & Learning Manager / Data Manager
Director, Vice President, or Chief of Organizational Learning
Attracting Talent on a Nonprofit Budget
There are several ways to attract good talent to help with data needs while keeping within budget:
- Emphasize the valuable hands-on experience the position offers.
- Consider enlisting volunteer consultants from local universities.
- Hire consultants, who can provide high-level expertise at a fraction of the cost of salaried staff.
- Find out if free data science support from DataKind is a good fit for your organization.
Estimating the Cost of E&L Staff
Budget outlays for evaluation and learning staff vary widely, as illustrated in a table provided in the full report summarizing basic salary information reported by PropelNext grantees. Seeing these ranges and averages give nonprofits an idea of how to budget for E&L staff positions.
Making the Case to Donors For Funding E&L Capacity
- Develop a presentation to showcase the value of using rigorous E&L practices.
- Invite donors to observe the learning process.
- Shine a light on how your organization uses learning in service of equity.
- Link your organization’s learning practices to the learning practices of funders.
- When applying for funding, make clear that E&L is a constitutive factor in program effectiveness.
- Seek out new donors that are not the organization’s typical supporters.
What do you think?
How has your organization staffed and resourced its learning function?
What strategies have you found to be effective in securing resources for internal evaluation and learning?
What advice do you have for nonprofits who are thinking about adding staff for their internal evaluation and learning?
Feel free to provide your responses in the comment field below!