Evaluating Social Service Agencies: Fuzzy Pictures of Organizational Effectiveness

This article presents a case study of how members of three funding organizations evaluated the same two agencies in Canada. The research on which the article is based sheds light on the organizational effectiveness construct, on the ways in which the evaluators use it to reach conclusions on agency effectiveness, and the relation between these conclusions and funders' decisions on agency funding. The authors describe a framework for understanding evaluation processes, describe three funders in terms of this framework, set out predominant patterns in evaluation processes the funders used, and show the effects of these patterns from the agency's perspective. They then discuss the implications of the findings for agency managers and how the findings relate to theories of organization.     

Vicarious resilience from attachment trauma: reflections of long-term therapy with marginalized young people

The concept of vicarious resilience captures the therapist's emotional growth occurring as a direct result of therapeutic engagement with traumatized clients. Three chronological case scenarios are presented for exploration of vicarious resilience in relation to attachment trauma. The purpose is to increase awareness and appreciation of the positive functions it serves for client mentalization, therapist skill and resilience factors for both parties. The reflective methodology considers the intrapsychic worlds of the client and the therapist and details how the therapist comes to experience the client's distressing projections. The potential for vicarious resilience begins from the outset of the therapist's actions of containment upon these projections. Advancing early ideas, it is advocated that vicarious resilience requires the therapist to have both the capacity and willingness to maintain a constant reflective stance.     

Nonprofits accommodate the information demands of public and private funders

In the absence of performance reporting standards, nonprofit organizations face difficulties in accommodating the varied and changing informational requirements of public and private funders. Clients, volunteers, management, and staff also use and demand performance information. The authors studied four human services organizations in Victoria, British Columbia, Canada, and their performance reporting across the management cycle, from planning through implementation and monitoring, to external reporting and auditing. The authors analyzed documentary evidence and conducted interviews with users of performance information. they conclude this article by proposing a set of general standards nonprofit organizations can use in performance reporting.