Embedded Cases General Description

From the overall data analysis, the CEOs and executive directors played critical roles in the support, evaluation planning, and implementation of the project. Each of the YMCAs was purposively selected for their reported impact according to the survey data. When reflecting on the first and last research questions that asked how the components of

collaborative evaluation influenced program reflection, planning, and implementation, and the role of collaborative evaluation on each of the four YMCA cases selected for interviews with staff liaisons were able to capture and articulate how this evaluation approach built their own capacity to manage programs and allowed them to make better programmatic decisions. Case Alpha

Alpha is located in the eastern region of the United States; it is a stand-alone

association, one of the smallest YMCAs. The Chief Executive Officer (CEO) was extremely involved and acted in both a supportive staff and leadership role. With the initial grant money their YMCA convened a task force for the purpose of connecting foster youth with

postsecondary education.

The follow-up interview with Alpha confirmed that the majority of YHESP project activities were not sustained because of competing priorities and reduced funding. Many of the task force members, including state foster youth representative, state department of education, and two other college access program representatives, had moved on to continue other higher education projects. Alpha was chosen for this analysis because this YMCA displays the hallmark characteristics of a small, rural YMCA: a budget of less than $10

million, employed fewer than 10 full-time staff, executive and program staff are promoted from within the YMCA. The key liaison for the Alpha YMCA was the Chief Executive Officer (CEO). Although support staff was invited to participate in the interview, several follow-up attempts found no interest. The CEO of Alpha was raised in the same small city where the YMCA is located and has been with the YMCA for over 15 years in many

capacities. Alpha was part of Cohort I and maintained high CEO involvement throughout the grant, had low initial evaluation knowledge, and reported strong impact by the process. Case Beta

Beta University YMCA branch is part of a larger association with several other branches. University YMCAs have a history rooted in serving university students through opportunities for service, support, and volunteerism. At the time of the project, Beta

University YMCA was part of one of the two major YMCA metropolitan associations. Since then, those two associations—including Beta University YMCA branch—combined with 21 other branches in the area to form one of the largest YMCA associations in the country. With regards to programming, Beta YMCA used their grant to expand on their existing Black and Latino Achievers Program. Black and Latino Achievers is a national effort founded in 1967 held in over 350 YMCAs across the country. The intent of the program is to motivate minority teens to develop self-esteem and to set high expectations for academic and career goals. The key liaison for Beta YMCA was the executive director, Beta #1. Since project completion, Beta #1 has been promoted to a senior-level position responsible for a major initiative leading social responsibility and urban initiatives for the new combined association. Prior to joining the YMCA four years ago, Beta #1 earned a doctorate degree in educational service and has served the local school district in many capacities for the past twenty years.

Beta #1 was part of Cohort I and served as CEO of the University YMCA, had medium initial evaluation knowledge, and reported strong impact by the process.

At the time of the grant, Beta #1 hired Beta #2, program director, as a coordinator for Beta University YMCA initiatives. Beta #2 never completed the initial survey because she perceived herself having little involvement in the project. Beta #1 also noted Beta #2’s involvement as that of “support staff;” however, upon invitation she agreed to a follow-up interview regarding her experience.

Case Delta

YMCA Delta is 1 of 14 branches of a mid-size association located in the mid-west region of the country. The association sponsors the YMCA lack and Latino Achiever’s Program across all 14 branches. The executive director of the program was interviewed as part of the YHESP project. Since YHESP completion, the interviewee has taken a position as executive director of 1 of the 14 YMCA branches in the association. The executive director interviewed has been with the YMCA since graduating with a Bachelor’s of Science degree five years ago. Delta’s ED was part of Cohort I and maintained strong CEO involvement, had medium initial evaluation knowledge, and reported strong impact by the process.

For YMCA Delta, YHESP was an opportunity to expand their existing offerings of the Achiever’s program to include local and national tours for young people and develop a community initiative board. The efforts were designed around a tour of Historically Black Colleges and Universities (HBCU). Select students have since participated in the YMCA Europe festival in Prague as well. As a result of the YHSEP grant, efforts of the community initiative board have continued and now include a college coalition board. Delta ED now oversees the work of the new Black and Latino Achiever’s director.

Case Gamma

YMCA Gamma is one of several centers of a mid-size YMCA. Gamma has three branches (Full Family Centers as referred to by staff), several offsite camp properties, and three outreach centers. The association has a long-standing focus of providing afterschool educational support to youth. Within the Youth Development division alone there is a total of 20 staff, including 6 full-time. For YMCA Gamma, the interview was conducted with the group executive director of youth development, responsible for all teen programs. The ED of youth development is responsible for all teen programs throughout the association.

Gamma YMCA facilitates an afterschool support program known nationally as YES. The focus of this effort is to support students’ matriculation into the next grade level with a focus on seniors in high school.

Last year, Gamma noted a matriculation rate of 87% for their students compared to the school district average of 55%. Even more, in the past few years it has broadened its outreach services from one alternative high school to include two charter schools and a traditional school. In addition, ED Gamma says although the youth development division has always focused on teens staying in school and going to college, “the Y has since taken on that thought process, not just one YMCA branch but the entire Y was focusing on that program aspect.” Gamma ED described a positive impact of the YHESP project as

broadening their focus and affirming their use of evaluation. Gamma ED was part of Cohort I and maintained strong CEO involvement, had medium initial evaluation knowledge, and reported strong impact by the process.

The interviews present a narrative around the reinvention of YMCAs as vehicles for college access services and the role of the evaluation in this process: how, if at all, it

promotes or hinders this reinvention is also highlighted. The interviews represent variation held by the 60 YHESP YMCAs by cohort group, initial evaluation knowledge, and

organizational culture. Through use of language, decision making, staff restructuring, and relationship building, collaborative evaluation in local YMCA program practice was used to frame traditional YMCA practices as inadequate for higher education program planning. In many ways collaborative evaluation became a vehicle for leadership at the local level to challenge the fit of YMCAs to act as agents of college access, which is unconventional.

4.2 Potential Contextual Effects

In addition to information about the three research questions, data were gathered to assist in identification of any contextual factors that may have contributed to the individual or organizational change reported in the planning of college access services by YMCA

organizations. Understanding context is a key element to effective evaluation and one of the areas on which stakeholder-based approaches thrive. Rog (2012) pointed out that involving stakeholders in the evaluation reveals potential flaws, fosters transparency, and heightens the evaluator’s sensitivity to contextual influences.

The first wave of analysis conducted showed differences in results by four potential contextual factors: cohort/year of entry into the program, changes in national program coordination, YMCA application initial evaluation knowledge ranking, and the

organizational culture of each of the 61 YMCAs. In addition, the educational attainment and job title of the respondents were examined and, finally, the YMCAs were compared in terms of how these factors may have impacted collaborative evaluation use.