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Plan B Paper C _
Williams, Yasheka. 2000.

MICI-HGAN STATE UNIVERSITY

SUMMATIVE EVALUATION PROPOSAL
FOR THE
MICHIGAN LEADERSHIP RESIDENT NETWORK

A PLAN B PAPER SUBMITTED TO
DR JUNE THOMAS, FACULTY OF THE DIVISION OF SOCIAL SCIENCES
IN CANDIDACY FOR THE DEGREE OF
MASTER OF URBAN PLANNING

DEPARTMENT OF URBAN & REGIONAL PLANNING
- AND
URBAN AFFAIRS PROGRAMS

BY
YASHEKA WILLIAMS

EAST LANSING, MICHIGAN
21 JUNE 2000

First and foremost I want to thank my Lord and Savior Jesus Christ, who has always
abided with me (I am just catching on).
Lord, You are perfect and true in every way and have remained to me closer than a
brother. I am overwhelmed that You would call me friend. I exalt You!
"Your Word is a lamp unto my feet and a light unto my path "

I would also like to thank my family and my fiance'e for their unceasing support. Dr.
June Thomas for her guidance and extending the opportunity for me to become an MS U
graduate student. Ms. Doris Witherspoon for her "outstanding" support and guidance,

Dr. Bristor for her evaluation expertise, Urban A flairs Programs for its family
atmosphere and support, (my experience at MS U would not be the same without you all),
and my church leaders for heeding to the call of God to minister to His people.

MS U, it has truly been an unforgettable and enlightening experience.

Thank You!

TABLE OF CONTENTS

 

Chapter Title Page Number
Executive Summary 1
1. Introduction 3
1.1. What is the Michigan Resident Leadership Network (MRLN)? 4
1.2. Why Evaluate? 13
2. Program Evaluation 17
2.1. A Framework for Program Evaluation 17
2.2. Type of Proposed Evaluation 20
2.3. Performing MRLN's Evaluation 22
2.4. Administration of Evaluation 30
Conclusion 34
References 39
Appendices 42

A Michigan Resident Leadership by-laws

B. Michigan Resident Leadership Network Evaluation Report Proposal
B-l. Consent Form
B-2. Survey Questions

C. Planning an Evaluation Budget

FIGURES

 

Figure Number Title Page Number

1. Michigan Resident Leadership Network Ecological Map 13

2. Map of Michigan Resident Leadership Network Participant Areas 14

EEVECUTI SUMAMRY

   

EXECUTIVE SUMMARY

 

The purpose of this report is to serve as a guidance tool in assessing the Michigan
Resident Leadership Network's (MRLN) accomplishment of its established goals for
public housing residents. The Michigan Resident Leadership Network (MRLN) program
was devised to assist public housing residents in developing leadership skills, to promote
networking among public housing residents throughout the state of Michigan, and to
empower public housing residents and those interested in public housing issues.

This document will also assist the program in procuring funding for the reactivation of its
program.

To date, there has been no data, which serves as an evaluation guide, to assess the
program's accomplishments and its effectiveness. This indicates a need to peruse an
evaluation.

The issue that will be addressed within this report will ask, " How does program
administration execute an evaluation?" The explanation provided will guide MRLN in its
program's development. The basis for discussion within this paper will assist the
Michigan Resident Leadership Network (MRLN) in its attempt to prove it has
accomplished its established goals and that its program is qualified for prospective

funding.

 

1. INTRODUCTION

 

A common problem with planned programs is that some are either never
implemented or some are so poorly implemented that people receiving the service gain
minimal or no benefit (Posavac 1997, 4). Too often programs are unsuccessfully planned
and/or the needs of the targeted population are misunderstood and, consequently, the
programs fail (Posavac 1997, 4). In an endeavor to sustain programs, evaluations can
determine their strengths, areas that could be improved, and areas to eradicate.

Evaluation is the systematic process of collecting and analyzing data to determine
whether and to what degree goals and objectives have been or are being achieved.
Evaluation is also the methodical process of collecting and analyzing data in order to
make decisions that can be instrumental in determining the program's future (Dutwin
2000, 4). The goal of the evaluator is to assess program strengths and weakness.

Program evaluation can be a useful and important development tool to increase
the quality and effectiveness of programs, identify its successes, gain or increase its
funding opportunities, and effectively plan for new program initiatives (Canadian
Government Documents, 1).

The goals of the Michigan Resident Leadership Network (MRLN) are to assist
public housing residents in obtaining leadership training and to encourage networking.
This evaluation proposal is a tool to help MRLN in disclosing the success and/or failures

of its program.

1.1 What is the Michigan Resident Leadership Network (IVIRLN)?

The Michigan Resident Leadership Network (MRLN) is an expansion of the
Michigan State University’s Extension Offices. These offices reach into every county in
the state to get practical, university-based knowledge into the hands of the people who
need it. The Extension provides information and offers educational programs in the areas
of children, youth, and families; agriculture and natural resources; and community and
economic development. Extension is aided by its ability to draw on the knowledge
resources of the entire university in order to address issues identified by citizen advisory
committees in all counties (http://www.msue.msu.edu).

The Michigan Resident Leadership Network (MRLN) was established by the
Center for Urban Affairs Community and Economic Development Program (CEDP).
CEDP established this through Michigan State University's (MSU's) extension office in
Lansing in 1994—1998. This program was developed to enhance networking capabilities,
provide leadership training and empower public housing residents and those interested
public housing issues. The objectives of these goals were to publish four newsletters for
the year, publish an annual directory and hold four training workshops.

MRLN's Beginnings

In 1992, the Community and Economic Development Program of the Michigan
State University Center for Urban Affairs (CEDP) formed a Statewide Resident
Initiatives Advisory Committee to advise Michigan State University (MSU) on public
housing issues. CEDP has been engaged in a unique partnership to develop and sustain
the Michigan Resident Leadership Network (Partnership Agreement between MRLN and

the MSU Center for Urban Affairs CEDP Memorandum).

Two years later, in 1994, Michigan State University held a series of design team
meetings around the state to help design a statewide organization and plan a statewide
conference to be held that August. In their first meeting in January, participants
suggested that the statewide organization should be a partnership organization that
included residents, housing commissions and others who work with public housing. The
Design team selected Michigan Resident Leadership Network (MRLN) as the name for
the statewide organization (Michigan Resident Leadership Network Board of Directors
Planning Packet 1997, 3).

The United States Department of Housing and Urban Development's (HUD)
National Resident Initiatives Advisory Committee developed recommendations for
Tenant Opportunities Program (TOP) and Resident Initiatives. In 1994, Michigan State
University applied and was the only University to receive a three-year HUD statewide
Tenant Opportunities Program (TOP) grant, which began the following year. The goals
of TOP are to support resident initiatives in Michigan and to help MRLN become an
independent organization. In 1997, MRLN was incorporated as a non—profit organization
in Michigan. (Michigan Resident Leadership Network Board of Directors Planning
Packet 1997, 3).

Once officially established, MRLN also received support from the Community
and Economic Development Program (CEDP) of Michigan State University. In order to
help MRLN meet its goals, CEDP agreed to:

> Provide the services of one quarter-time graduate assistant (10 hours
per week) to assist MRLN. The assistant would assume the

responsibilities of providing programmatic and administrative support

for MRLN by helping to develop the MRLN newsletter and assist the
board in planning meetings as appropriate.
> Maintain the MRLN database and provide access to the CEDP database
of approximately 10,000 community and economic researchers and
practitioners.
> Help MRLN access the resources of Michigan State University and to
provide opportunities for MRLN members to become involved in
activities that are of interest to public and subsidized housing
residents.
> Serve as the registered address for all activities of the Michigan
Resident Leadership Network.
(Partnership Agreement between MRLN and the .MSU Center for Urban Affairs CEDP
Memorandum).
MRLN's Mission
"The Michigan Resident Leadership Network (MRLN) is a statewide partnership
created to encourage networking and provide information training and technical
assistance for resident councils, resident management corporations, housing commissions
and others who serve the public or subsidized housing community in Michigan"
(Michigan Resident Leadership Network Mission Statement).
MRLN's overall goal is to provide leadership skills, networking capabilities and
empowerment to all persons interested in public housing issues. This goal is divided into

four parts, which are to:

> Provide assistance and educational material with respect to the
establishment of resident organizations in every city or town in
Michigan which is served by public or subsidized housing

> Provide partners with information and training about organizational
and leadership development

> Provide a forum for networking, building trust and exchanging ideas
among partnership members

> Provide partners with information and training about local, state and
federal policies and laws affecting the quality of life in public housing
and to develop citizenship skills.

To become a member of the MRLN, organizations and individuals must apply to
the board of directors and pay dues. Resident organization members must live in public
or subsidized housing and must have a democratically elected board of directors
(Michigan Resident Leadership Network By-Laws, 1995). Organizations that serve
residents must consist of staff or volunteers that work with public or subsidized housing
residents (such as housing commissions, nonprofit, businesses, universities, and
community or government agencies). And lastly, "At Large" members are residents who
live in areas not served by resident organizations but support MRLN activities (Michigan
Resident Leadership Network By—Laws, 1995).

To become a part of the MRLN Committees, membership is open to all the
program's members. At least one board member is elected on each committee and the
president of the board or general membership appoints chairpersons/co-chairpersons
(Michigan Resident Leadership Network By-Laws, 1995).

The Stakeholders of MRLN consist of the following:

> Michigan State University’s All —University Outreach Granters

> Michigan State University, Center for Urban Affairs and Economic
Development Program (CUA/CEDP)

> Federal Granters — US. Department of Housing and Urban
Development(HUD), Urban Development Tenant Opportunities Program
(TOP)

> Staff/volunteers

> Participants — Michigan public housing residents, housing commissions,
resident organizations

> Businesses and community agencies

> MRLN partners

(Michigan Resident Leadership Network Board of Directors Planning Packet 1997, 2).

 

 

 

 

 

 

 

 

 

 

 

Ecological Map

 

Government

 

 

    
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

  

 

 

 

 

 

 

 

     

 

 

 

   
   
   

 

  

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

  

 

 

 

 

 

 

 

Alumni
Federal
Granters
Michigan
State ——> Center for Urban
Graduate University ' Affairs Staff
Assistants '
MSU Outreach
l JT Granters
Faculty
Students
Graduate
Center for
Staff f Urban Affairs & __p
Econonuc Development
Staff/Volunteers
Peace
. . Corps
Housing ‘— Volunteers
Partrcrpants $
Michigan Resident
Leadership Network
MRLN
MRLN Partners
M
Strong Relationship « >
Connecting Relationships I

 

 

 

Figure l. Ecological map of stakeholders.

9

 

 

The Michigan Resident Leadership Network location extends throughout the state

of Michigan. Its locations include 17 cities within 5 regions:

 

Figure 2. Michigan Resident Leadership Network Participation Areas (http://www.msue.msu.edu/msue/docs/b_p.html)

South East
Detroit
lnkster
Lincoln Park
Pontiac
River Rouge
Romulus
Ypsilanti
Wayne

Upper Peninsula

Iron Mountain
Marquette

East Central
Flint
Saginaw

South West West Central
Alvion Muskegon Heights
Benton Harbor

Jackson

Lansing

10

In an advancement effort, the members of MRLN annually assessed their

strengths and weaknesses. According to MRLN's latest (1997) board meeting records,

their strengths included: (some of the goals are explained in further detail)

>

>

>

>

Team skills - working effectively in a group.

Combined skills and resources — utilizing the existing various
resources provided by MRLN’s current members.

Proficient resident leadership

Understanding of policy issues and ability to work through polices
Implementation of rules and regulations as they occur

Open, honesty, building of relationships, networking

Research

Contact with public officials and impact

MRLN's a community of communities

Technological access— utilization of the available technological
resources i.e. Internet, video conferencing, fax, electronic mail.
Caring and giving to people

Able to meet deadlines

Michigan State University partner — collaboration with resourceful and
proficient university.

MRLN is effective at building partnerships

Expansion — MRLN has potential to expand throughout several states.

(Michigan Resident Leadership Network Board of Directors Flaming Packet 1997, 6).

11

Some of the weaknesses MRLN identified are:

>

>

>

>

Pressures its progress- members hasten the program’s progress.

Lack of complete sharing of information

Needs to be more supportive of one another

Needs to incorporate statistics to establish validity

Lacking specified code of ethics

Needs general assembly meeting

Reinforcement of council training

(Michigan Resident Leadership Network Board of Directors Planning Packet 1997, 6).

According to MRLN's 1997 Board of Directors Flaming Packet, some of the

desired accomplishments and ideas for the program's future included:

> To build communication and membership

>

>

Create outreach to resident councils

Effectiveness in identifying funding sources

Have a public relations person for MRLN

Residents doing more work in resident management

MRLN owned building that employs residents of subsidized public

housing

> Network with local and state agencies.

(Michigan Resident Leadership Network Board of Directors Planning Packet 1997, 5).

Given the program’s preliminary assessments of its conditions and aspirations, an

evaluation can be instrumental in strengthening weak areas to achieve the program’s

desired goals.

12

1.2 Why Evaluate?

Evaluations are performed for various reasons. Prior to program development,
there may be a need to identify the types of services and activities a program should
offer. An organization may need to justify additional or continued funding which would
also account for what has been accomplished through program funding. This is
performed to assess the cost-effectiveness of the program. And finally, a program may
be interested in its progress or its stagnation in order to contribute to the body of
knowledge in its field in addition to increasing the effectiveness of program management.
(Canadian Government Documents] 997, l).

The Evaluation of Need

An evaluation of need attempts to identify and measure the level of unmet needs
within an organization or community (Posavac 1997, 7). Assessing needs is a
fimdamental step prior to program planning. Program planning observes a diversity of
approaches to satisfy needs. Once examined, the most qualified approaches are selected.
This selection process engages program planners in a form of evaluation; one that occurs
before the program begins (Posavac 1997, 7).

As part of the assessment of need, evaluators may examine the socioeconomic
profile of the community, the level of social problems within the community, and the
agencies and institutions currently serving the community (Posavac 1997, 7).

Through close contact with residents and local leaders, evaluators can determine
which aspects of a program are likely to be usefiil and which may be unsuitable, thus
adding validity to the conclusions drawn suggesting areas of unmet needs (Posavac

1997,71

13

Benefits to Sponsors and Staff

Programs may receive funding from various public or private sources (tax funds,
foundation, company, or individuals) and prior to funding agreements; funders want to
know, "What did we get for our money?" (Dutwin 2000, 24). Sponsors and staff are
interested in making sure that the program was worth their financial contribution. They
are also interested in finding out if a similar outcome can be achieved with fewer
resources (Posavac 1997, 10). Although a particular program may produce good results,
some services can be provided in a number of ways, and some more effective than
others. If the results of various outcomes were roughly equivalent, the less expensive
choice would be selected in order to permit more people to be served or additional
services to be offered (Posavac 1997, 5). The results of evaluation activities provide
data to support ideas about the relative value of activities, effectiveness of the processes,
and the program’s impact on the organization and people involved (Dutwin 2000, 24).

In addition to cost-effective benefits, staff member and sponsors learn from this
process. Due to their increased knowledge, the program is improved, and the client is the
beneficiary. The evaluation may also present opportunities to identify new audiences
and applications for a program (Dutwin 2000, 25).
Importance of Evaluation

Evaluation is an identification of discrepancies between where a program is and
where it would like to be (Dutwin 2000, 8). The most meaningful question an evaluation
can answer is "is the program meeting the needs of its recipients?"

Program evaluation contributes to the provision of quality services to people in
need. It contributes to these services by providing feedback from program activities and

outcomes to those who can make program changes or decide which services are to be

14

offered. Without feedback, human service programs cannot be carried out effectively
(Posavac 1997, 14).

Feedback can be provided for different purposes. First, a formative evaluation is
an examination of a program in progress (Dutwin 2000, 35). Formative evaluations can
strengthen the plans for services and their delivery in order to improve the outcomes of
programs or increase the proficiency of programs. These evaluations are intended to help
improve programs (Posavac 1997, 14).

Second, a summative evaluation is an evaluation conducted at the end of a
program or project for funders or other decision-makers (Dutwin 2000, 35).

This type of evaluation assists in the decision of whether a program should be started,
continued, or chosen from two or more alternatives. Once the value of the program has
been assessed, the program may or may not be discontinued (Posavac 1997, 15).

Although adequate data is obtained by performing a formative and summative
evaluation, executing the evaluation on one occasion is not sufficient. Once a program
has carefully been interpreted using feedback from a formative evaluation and the
program is identified as effective using a summative evaluation, frequent feedback is still
necessary to maintain the quality of the program. This form of evaluation is called
monitoring. Monitoring is assessing the extent to which a program is consistent with its
design or implementation plan. Also monitoring indicates if the program is directed at
the appropriate target population (Dutwin 2000, 35). Furthermore, monitoring can be
expected to isolate problems that occur when the social environment changes (Posavac
1997,15)

Through evaluation, we can look at different ways to approach a task, different

audiences the approach might benefit, and additional needs of the current audience.

15

 

Chapter 2

2. PROGRAM EVALUATION

 

Though essential, program evaluation is a challenging process due to diversity in
the types of programs funded (Canadian Government Documents 1997, 7). To be
satisfactory, an evaluation framework must observe and react to this diversity. It must
also provide a consistent and common method that applies across programs, ensures
accountability and produces evidence-based results that promote understanding
concerning contributions to quality human service programs (Canadian Government
Documents 1997, 7).

2.1 A Framework for Program Evaluation

The evaluation framework presented in this paper will serve as a guide to meet
expected challenges. It is composed of two parts:

a Five key evaluation questions
a Five evaluation process steps

The five evaluation questions form a generalized core of the framework and can
be applied to all types of program activities. The five process steps outline a systematic
approach to the tasks that programs need to complete to answer the evaluation questions

(Canadian Government Documents 1997, 7).

17

The Five Kev Evaluation Questions
As a reflection of the diverse programs available, the explanation for each of the
evaluation questions will vary however; the five fundamental questions presented will

remain constant (Canadian Government Documents 1997, 7).

 

5 Key Evaluation Questions

1. Did we do what we said we would do? (What)

2. What did we learn about what worked and what did not work? (Why)

3. What difference did it make that we did this work? (So What)

4. What could we do differently? (Now What)

5. How do we plan to use the evaluation findings for continuous learning? (Then

What)

 

 

 

(Canadian Government Documents 1997, 7).
1. Did we do what we said we would do? (Description of Activities)

The responses to this question describe the accomplishments of the program and
the significance of its work in obtaining the program's established goals and objectives.
The program's success indicators provide a standard measurement (Canadian
Government Documents 1997, 7).

Success indicators are a group's assumptions about the expected outcomes of the
program. These indicators are quantified by specific measures and it is mandatory that
these indicators link directly to program goals and objectives since they are the essence of
the program's identified success. Indicators also assist the program sponsor in collecting
the information necessary to answer this and subsequent evaluation questions (Canadian

Government Documents 1997, 19).

18

2. What did we learn about what worked and what didn't work? (Reasons for
success)

This question simply focuses on success. Finding out what worked and what did
not is an important component of program evaluation (Canadian Government Documents
1997,7)

3. What difference did it make that we did this work? (Impact)

The answers to this question measure a program's success in changing knowledge,
attitudes, skills and behavior. As previously discussed, program success indicators
represent the group's assumption about the outcome of the program and provide
measurable criteria for success (Canadian Government Documents 1997, 8).

There are two main ways program evaluators can assess impact: by using
summarized data related to the success indicators and by asking specific impact questions
of people who participated in the program and those who were a part of the program's
target group (Canadian Government Documents 1997, 9).

4. What could we do differently? (Future of this and other programs)

Evaluation is for increasing the total apprehension of human service programs and
is often the best learning experience that comes from examining program challenges.
(Canadian Goverrunent Documentsl997, 10).

5. How do we plan to use evaluation findings for continuous learning? (Use of
evaluation results)

Evaluation results may be used throughout the program as well as upon its

completion (Canadian Government Documents 1997 , 10).

19

Evaluation results may also, as mentioned in chapter one, serve as an instrument
to gain program funding, decide if there is a more cost-effective approach to attain
similar results, as well as, making necessary changes to improve the program.

2.2 Type Of Proposed Evaluation

Researching evaluation methods is necessary to obtain information that will yield
substantial results but more importantly, customizing evaluations for each program is
quintessential in obtaining accurate and useful results.

The proposed evaluation of the Michigan Resident Leadership Network (MRLN)
is specifically being performed to assess the program’s accomplishment of obtaining its
set goals. The evaluation is presumed to take one year to complete and will analyze data
to determine MRLN ’s accomplishments in attaining its projected goals.

The proposed evaluation will use an evaluation design that will use a randomly
selected program group. This group will be from the program's participants. The
comparison group will be randomly selected and will be named the comparison group.
The comparison group will be Michigan public housing residents.

In observation of the importance of evaluation efficacy, a qualitative record
summary design will be used in addition to the evaluation design. This design will be
used to obtain program information in relationship to program’s staff compliance with its
agenda. Another set of record summaries will be obtained from the public housing board
meetings. These summaries will be collected to make an account of the participation by
program participants’ concerning public housing issues that may affect them.

Upon completion of the evaluation, the information gathered is intended for the
stakeholders of MRLN. This information will include the program outcomes, the

evaluation report, including cost budget information and the program’s evaluation

20

analysis. Once performed, this information will contain the data needed for stakeholders’
interest in the effectiveness of the program, the program cost, the benefits of the program,
and may be used as a tool for future financial support. The information that will not be
provided to the stakeholders will be the information that opposes the participants right to
confidentiality and their protection. Any materials that will cause harm to the
participants will not be shared with the stakeholders or program staff.

In addition to advancing program participants, the evaluation outcome
information may be beneficial to other interested parties. The evaluation outcome can
assist potential administration participants of the program. The evaluation results may
help guide those that have similar programs and want to emulate the designs used for an
evaluation. Organizations interested in contributing to a program may also be interested
in the results provided. Evaluation results that exhibit a program's success are more likely
to obtain or increase financial support.

The constraints, which may limit the interpretation of results, may include as
much as all or one of the problems:

> Slow or small return on the questionnaires.

> Few participants in the program or less than expected.

> Lack of expected firnds.

V

High attrition or drop out rate.
> Inactivity or compelling time constraints on behalf of the program staff.
> Stakeholders may expect a specific result and attempt manipulation of staff

and program evaluator.

21

2.4 Performing MRLN's Evaluation

As previously stated, the purpose of performing an evaluation of the
Michigan Resident Leadership Network, is to determine the program’s success in
attaining its predetermined goals in addition to serving as a tool to assist MRLN in
obtaining financial support. Therefore the questions asked in the evaluation must
prove whether or not MRLN is successful in obtaining its goals and if the program
is deserving of continued funding. To determine if MRLN accomplished its goals,
certain methods were developed and recommended for use. These methods were
tailored to proficiently evaluate MRLN’s program. However, the evaluation
methods must be updated and adjusted or changed to reflect any transformations
that occur within the program.
Developing Evaluation Questions
Formulating evaluation questions is the ideal place to begin however; simply
devising questions at random is ineffective (Cooghlan 2000, 333). Important aspects of
the program may be over looked or less meaningful elements given greater attention. As
an extension of the generalized "5 Key Evaluation Questions" previously mentioned in
this chapter, a more specific approach is to formulate questions that correspond to the
following program dimensions — effort, performance, process, adequacy of performance,
and efficiency (Bristor 1999, 6).
Eflort — Effort refers to the inputs or resources used by the program. Paramount
effort questions ask, "How much money, time, material goods and human energy

are expended in an attempt to achieve organizational goals?"

22

Performance — Performance focuses on output or the results of the effort.
Relevant questions for performance ask "What outcomes does the program
achieve?" and "To what extent does the program accomplish its goals?"

Process —- The manner in which efforts are translated into performance constitutes
the process dimension of a program. What decision-makers ask, "How were
program activities carried out?" and "Were they implemented as planned?"
Adequacy — Adequacy of performance defines how much progress toward the
goal is "enough". Questions in this realm are concerned with what level of
performance is sufficient to consider the program a success. Adequacy is a
relative dimension, and the standards that define it are subject to change over time
Efliciency - Evaluation questions ask "Is there a cheaper, easier, less time
consuming way to effectively meet the needs of our clients?" or "What are the
merits of alternative A in comparison with alternative B?" or "Is the program

operating in an effective manner?"

Evaluation Design

This design is an evaluation design with a comparison group and a program

group. The program group will be all participants in the program in which they will

complete a survey questionnaire before they begin the program and afier they have

completed the program. The participants will complete the questionnaire in the program

facility and the survey will not be mailed.

The comparison group will be community public housing residents from the city

of Lansing and will not be included in any aspects the program itself. These residents will

be mailed the questionnaire and asked to return them at the beginning of the program and

at the end. The selected comparison group selected should consist of an equal number of

23

residents and program participants. The ideal number of participants is fifty or more.
The comparison group should be randomly selected from the total number of returned
questionnaires using a random number or a computer program that will randomly select
returned surveys from the entire comparison group.
Descriptive (Record Summary) Designs

Record summaries of the Lansing Public Housing Board meetings will be
obtained and reviewed to determine any increase in attendance and interest in public
housing issues on behalf of the program participants. This information will be analyzed
to observe any growth in attendance among the program participants of public housing
board meetings due to the program’s impact. Although this information will document
attendance, this information is limited in displaying the activeness of the participant.
With further observation of the participants' interests and concerns during the program,
documentation should be developed to indicate any increase of activeness among the
participants in relationship to public housing issues. In addition to attendance
observation, the program’s record summary will be obtained for staff compliance
purposes.
Reasons for Choosingjhese Designs

The rational for the selection of these designs is to provide a variation of
measurable evaluation methods to achieve the goals of the Michigan Resident Leadership
Network. Using two types of evaluation techniques add validity and the reliability to the
evaluation causing it to become more effective. MRLN ’s goal is to provide leadership
skills, networking capabilities and empowerment to all participants interested in public
housing issues. The activities assigned must provide proof of MRLN ’s accomplishments

pertaining to its goals.

24

1. Evaluation Desigp - A qualitative evaluation design is a two-part

survey that compares two groups. This comparison will reveal any

differences exhibited by the groups. This design will contain a program

and a comparison group.

> The program group will be a randomly selected number of active
participants in the program.

> The comparison group will be an equivalent number of randomly
selected Lansing public housing residents. Census information will be
used to obtain residential information on this group.

Once selected, the two groups will be given a survey to report on leadership, and
their feelings of empowerment. The groups will also provide feedback on their current
networking capabilities. After the completion of the program both groups will get
another survey containing similar questions.

By completing "before and after" surveys, documentation of any differences
between program participants and non-participants will be provided (Gibbon-Fitz 1987,
22). The information will determine whether the program increased leadership,
empowerment and networking capabilities among participants.

2. Descriptive Desig - A qualitative descriptive design consists of direct
observations, discussions with participants and staff. It also includes
examinations of program materials and artifacts (Posavac 1997, 214).
This design will be given in a time series and used to obtain summary
periodic record information from the Lansing public housing executive
board secretary records on the participation and meeting attendance

ratings of MRLN program participants. The records will be analyzed at

25

the beginning of the program, six (6) months after the program begins and
upon completion of the program. This will reveal any increase of
attendance among the program participants. As previously stated, this is a
limited measure of activeness and additional forms of documentation
should be developed in order to indicate the participants' activeness and
gained empowerment due to the program. Once the evaluation is updated
and the means to determine activeness and empowerment are revealed, the
evaluation will become a more effective tool.

Strengths of the Designs

By using an evaluation design (before and after survey), more specific
information will be obtained in regards to whether the program was the cause of change
in the participants. Also, by using this design, threats to internal validity will be
controlled. Threats to internal validity refer to changes that occur in program
participants due to influences that are not a part of the program (Posavac 1997, 148).

The strength of the qualitative record summary design provides feedback on the
attendance of program participants that have received skills that encourage leadership
skills and activeness. By using a qualitative design, more in depth information about the
program and how it works will be provided by the program’s participants.

Weaknesses of the Desifls

The weakness of the evaluation design is that it is intrusive on the participants as
well as the program staff. The evaluation design is also time consuming and expensive.
This design can also be complicated as well. In addition, the number of participants is

not known until they actually become involved which does not allow precise preparation.

26

The weakness of the qualitative descriptive (record summary) design is that this design is
also time consuming, expensive and intrusive on the participants and the program staff
(Bristor 1999, 2). Also, the attendance observation does not prove actual activeness and
empowerment among the participants. Thus it is imperative for the program staff to
develop and perform another method to document this.

Sample Description

The program sample will be randomly selected Lansing residents interested in
public housing issues. This is inclusive of all socioeconomic backgrounds, age groups,
and genders. This is a reflection of MRLN ’s general membership policy. The comparison
group will be an identical number of randomly selected public housing residents. Both
groups will be selected simultaneously.

The rationale for the sample selection is based on the advantages of a random
sample. If a random sample is used, the likelihood of obtaining accurate evaluation
analysis on the programs success is greater than a non-random sample used for evaluation
purposes (Posavac, 34). Also MRLN has an open participant policy that allows all
person’s interested in public housing issues to participate.

Sample Advantages

The advantage is that using a random selection of program participants as well as
a random selection for the comparison group will increase the accuracy of the program
evaluation. This process reduces potential biases that may occur from the program staff
and the participants.

Sample Disadvantages
The disadvantages of the sample survey are that the information needed to obtain

evaluation analysis will be costly and time consuming. In addition to these, the methods

27

of obtaining sample information will be intrusive and the actual number of group
participants will not be available until the program begins. Considering that fact, the
reliability of the survey will increase as the participants of the program heighten. For
example, if the program consisted of only twenty participants it would be critical to
receive completed surveys fiom the total number of participants in order to record the
best results. However, as the participants of the program increase, this critical factor
decreases. If a few participants drop out or simply decide not to complete the survey it
will not dramatically affect the survey’s outcome.

Instruments

Self-Administered -Pencil and Paper — T en-Question Survey will be used at the
program's first meeting of the to record the participants' feelings of empowerment and
leadership in relationship to public housing issues. At the close of the program the same
survey will be used to measure the skills obtained during the program.

During and after the program Record Summaries of public housing meeting
attendants will be obtained to ascertain whether attendance at public housing board
meetings in Lansing have increased among participants in the MRLN program due to
their projected feelings of increased empowerment and leadership. In addition to these,
the method used to observe and document the participants' activeness due to the program
should be performed.

MRLN Program Summary Records will be used to obtain information on the
compliance of program staff. This information will be used to detect if program staff
followed through with agendas and dates that contribute to the overall success of the

program participants.

28

Explanations

The explanation for using the ten-question survey is to obtain information of
leadership skills, feelings of empowerment and networking capabilities from the
participants prior to beginning the program. This is the more useful way to gain
information — directly from the source. A survey will allow the participant to answer all
questions themselves without the encouragement or discouragement of interviewers. This
method will also give the participants time to consider rationally their personal
commitment to their interest in public housing issues and how their participation may be
improved.

The rational for using record summaries and MRLN program records of the
participants serves an unbiased and non-manipulated purpose of obtaining information.
This information is based on the participant’s attendance at meetings in which has no
affiliation with MRLN ’3 program.

The purpose of obtaining MRLN program records is to make sure that the MRLN
program staff is performing to the best of their abilities to assure participant development
and progress.

Establishment of Reliability and Validity

Validity and reliability for the surveys will be accomplished by having a skilled
research and data collector as well as skilled survey writer in charge of this assignment.
A pilot test of the instruments will be performed to assure comprehension and to correct
any errors. Adequate description of the survey purpose and what will be done with the
survey results will be given to the participant. Participants must also sign a consent form

before the survey will be admitted.

29

Selected and adapted valid and reliable standardized materials will be chosen to
measure the outcomes of this program. This will protect from inaccurate evaluation
analysis.

The data obtained from both the public housing meeting records and the program
records will only be reviewed by competent and qualified staff that understand and agree
to comply with the ethical values that involve human subjects.

2.5 Administration of Evaluation
Instruments

An appointed program leader of MRLN will administer the surveys to the program
group and mail the surveys to the comparison group. A MRLN staff member will also
obtain meeting summary records from the Lansing executive board secretary. To
maintain objectivity, the evaluator will review the entire collection of program records
kept by MRLN.

The instrument administers will need to meet with program staff prior to
instrument administration to discuss guidelines and procedures. Meeting will insure that
each administrator disseminates the information in an accurate and consistent manner.

After the administration meeting and at the beginning of the program, the survey
will be self-administered by paper and pencil. The survey will contain a detailed
instruction page in regards to the reason of the survey, the confidentiality of the survey
results and how to complete the survey. The participants in the program group will be
expected to complete the survey in about 20 minutes while they are in the program area.
Once the survey is completed the participants will submit the surveys to the survey

administrator. The survey given to the comparison group will be identical to the survey

given to the program group however; the comparison group will have a self-addressed
envelope with paid postage for return.
The adequacy standards used for each instrument are as follows:
> For the survey the standards will be based upon the projected program goals
and objectives. The program goals will direct the survey questions. A one
hundred (100%) percent return on all surveys given to participants in the
control and the program group will be expected. This is a requirement for the
program participants.
> The standards that will be used for the public housing meeting records will be
based on ethical values and non-biased data collection. This must also be done
in a confidential manner to protect the participants at all times from persons
not directly affiliated with the program or the evaluation process. Records
obtained on at least sixty percent (60%) of the program participants will be
sufficient and adequate.
The standards of adequacy involving the program records of MRLN will also be
based on ethical values and integrity. This information must not be manipulated in any
way in order to prove or disprove accomplishment of the program. This information will

also be based on one hundred percent (100%) of the information on all of the program
staff.
Data Analysis

The Questionnaire data will be collected from the comparison and program group
at the beginning and at the end of the program. Once collected, data will be analyzed and
coded into a computer under the file name of “Program Questionnaires l and 2” and

“Comparison Questionnaires” each time they are collected.

31

The data should be coded as soon as the last questionnaire is received. A
schedule of suggested dates is provided in the Evaluation Proposal (Appendix B).

Once the data is coded and entered into the computer, it will be analyzed and
presented to the program staff by means of oral presentation as well as written
documentation.

Descriptive statistics will be used to measure the median, mode, mean, variability
and frequency will be used to compare both groups. This simple approach is among the
most useful analysis techniques because it is the most meaningful and easily understood.
For this reason, this technique is one of the most frequently used and is proven reliable
and valid.

The strengths of this data analysis plan are that all of the plans will provide valid
and reliable information for the evaluation. The evaluation and the record summary
design will provide information that is informative and detailed. The various methods
used to attain analysis of the program's outcome are used in attempts to identify the
program's relationship to change in the program participants.

The limitations of the data analysis plan pertain to the various types of data. It is
necessary to have an ample amount of time to gather and analyze the data. This also
means that the cost of this analysis will be elevated. Additional training will be needed
as well for the data analyst.

The limitations of the data analysis plan are that due to the various types, an
ample amount of time will be used to gather and analyze the data. This also means that
the cost of this analysis will be elevated. Additional training will be needed as well for

the data analyst.

32

   

CONCLUSION

 

The expectations of this report are to successfully guide the Michigan Resident
Leadership Network (MRLN) in administering its own program evaluation. This
evaluation will help MRLN determine its accomplishments concerning its established
goals for public housing residents. Once the evaluation is performed, this document may
also assist MRLN in obtaining funding for its reactivation.

Program evaluation, if executed properly, can be a significant and beneficial
development tool used to increase the quality and effectiveness of human service
programs. In addition to being beneficial to its clients, program evaluations can
contribute to the body of knowledge concerning all human service programs. By
examining outcomes and feedback from a variety of programs, knowledge relative to
human services can be improved.

Established by the C enter for Urban Affairs Community and Economic
Development Program (CEDP) through Michigan State University, the Michigan
Resident Leadership Network (MRLN) was developed to enhance networking
capabilities, provide leadership training and empower public housing residents and those
interested public housing issues. The objectives of these goals were to publish four
newsletters for the year, publish an annual directory and hold four annual training
workshops.

The intent of the proposed evaluation is to identify any discrepancies between the
current conditions of the program and its desired goals. Using a tailored evaluation to
monitor the program’s alignment with its established goals, the most meaningful question
the evaluation attempts to answer is "is the program meeting the needs of its recipients?”

Throughout the proposed evaluation this question serves as the basis for all of the
34

techniques used to determine MRLN ’s effectiveness and success. Nevertheless, the
information and the techniques provided in the evaluation proposal must be updated to
reflect any transformations that occur within the program.

In an attempt to prove that The Michigan Resident Leadership Network is a
valuable program, the prepared evaluation proposal will provide MRLN with specific
research and guidelines needed to successfully ascertain whether or not the program has

accomplished its goals and is qualified for prospective funding.

35

 

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Bennett, Michael, and Noah T. Jenkins. "Toward an empowerment zone evaluation".
Economic Development Quarterly no. 13 (February 1999): 23-28.

Blair, Robert. 'Strategic planning for economic development: A suggested model for
program evaluation". Public Administration Quarterly (fall 1998): 331-348.

Bristor, Martha. Program Evaluation: Family Child Ecology 472 Course Handouts,
June 1999.

Canadian Government Documents. Guide to Project Evaluation: A Participatory
Approach. Documents Department, Canadian Collection (June 1997).

Cooghlan, Anne, Colette Thayer, and Allison Fine. "Program evaluation practice in the
nonprofit sector". Nonprofit Management and Leadership (spring 2000): 33 l -
339.

Dutwin Phyllis and Boulmetis, John. The ABC's of evaluation: timeless techniques for
program and project managers. San Francisco: Jossey—Bass, 2000.

Feiock, Richard and Jill Tao. "Directing benefits to need: Evaluating the
distributive consequences of urban economic development". Economic
Development Quarterly (February 1999): 55-65.

Ford, Janet, Mary Secret, and Audrey Jordan. "Empowerment evaluation as a social
work strategy". Health and Social Work (May 1999): 120-127.

Gibbon-Fitz, Carol Taylor, and Lynn Lyons Morris. How to Design a Program
Evaluation. California: Sage Publications, 1987.

Guba, E. G., and Y. Lincoln. Fourth Generation Evaluation. Thousand Oaks California:
Sage, 1996.

Homitz, Allen and Associates. Evaluation of the Community Development Training
Program; final report. Washington: US. Department of Housing and Urban
Development, Office of Planning and Management Assistance, 1973.

Michigan Resident Leadership Network. Board of Directors Planning Packet. 1997.
. Facts Brochure, 1995.
. Partnership Agreement with Michigan State University C enter for

Urban Affairs Community Economic Development Program Memorandum, 1995.

Michigan State University Extension: world wide web page. [Online]; available from
http://www.msue.msu.edu; Internet, accessed June 1999 and June 2000.

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Patton, Michael. "The challenges of diversity in evaluation: Narrow verses expansive
perspectives". Science Communication (September 1998): 148-164.

. Utilization-Focused Evaluation, Second Edition. Thousand Oaks,
California: Sage, 1997.

Perry, RD, and CA. Backus. "A different perspective on empowerment in evaluation:
Benefits and risks to the evaluation process". Evaluation Practice. Vol. 16, 37-
46.

Posavac, Emil, and Raymond Carey. Program Evaluation Methods and Case Studies,
Fifth Edition. New Jersey: Prentice Hall, 1997.

Shadish, W.R., D.L. Newman, M.A. Scheirer, and C. Wye. Guiding Principles for

Evaluators: New Directions for Program Evaluation. San Francisco: Jossey-Bass,
1995.

United States of Housing and Urban Development. Region IV. Oflice of Program
Planning and Evaluation. Revitalizing urban neighborhoods: programs around
the United States: [Appendix IVA of Urban housing resources: a neighborhood
targeting approach ]/ Prepared for the Urban Housing Committee of A tlanta,
Georgia, by the staff of the Oflice of Program Planning and Evaluation,
Department of Housing and Urban Development, Region IV, Atlanta, Georgia.
Atlanta: Urban Housing Committee, 1979.

W

   

MCHIGAN RESIDENT LEADERSHIP NETWORK
BY-LAWS

ARTICLE I
NAME

Section 1: The name of this organization shall be the Michigan Resident Leadership Network
(MRLN).

ARTICLE II
DEFINITIONS

Section 1. Public or subsidized housing: For the purposes of the Michigan. Resident
Leadership Network, "public or subsidized housing” is any housing owned, managed or rented
by a local housing commission, a non-profit organization or a resident management corporation
or any housing where the rent or any part of the rent is paid by government programs.
Whenever the words ”local housing commission, " "local commission" or "housing commission"
are used in these by-laws, these words shall include non-profit housing corporations, the
Michigan State Housing Development Authority (MSHDA), and owners and managers of non-
profit developments to the extent they are involved in housing programs normally carried out
by local housing commissions created under Michigan Public Act 18.

Section 2. Resident organization: For the purposes of the Michigan Resident Leadership
Network, a resident organization (also known as a resident council) is an incorporated or
unincorporated nonprofit organization or association that shall consist of persons residing in
public or subsidized housing and that meets the requirements outlined in U.S. Department of
Housing and Urban Development Regulation 24 CFR 964.115 and 964.120. According to these
requirements, the organization:

a. May represent residents residing in scattered site buildings, in areas of contiguous
row houses or buildings, in a development or in a combination of these buildings
or deve10pments.

b. Must adopt written procedures such as by-laws or a constitution which provides
for the election of residents to the governing board by the voting membership of
the residents residing in public or subsidized housing. Elections must be held on
a regular basis, but at least once every three years. The written procedures must
provide for the recall of the resident board by the voting membership. These
provisions shall allow for a petition or other expression of the voting
membership’s desire for a recall election, and set the n umber 0 percentage of
voting membership [”threshold"] who must be in agreement in order to hold a
recall election. This threshold shall not be less than (ten) 10 percent of the voting
membership.

Michigan Resident Leadership Network By-Laws, Adopted 12/07/95, p. I

c. It must have a democratically elected governing board that is elected by the
voting membership. At a minimum, the governing board should consist of five
(5) elected board members. The voting membership must consist of heads of
households (any age) and other residents at least 18 years of age or older and
whose name appears on a lease for the unit in the public or subsidized housing
that the resident council represents.

ARTICLE III
MISSION AND GOALS

Section 1. Mission: MRLN is a statewide partnership organization created to encourage
networking and provide information, training and technical assistance for resident organizations,
housing commissions and others who serve the public or subsidized housing community in
Michigan.

The purpose of MRLN is to engage exclusively in charitable and educational purposes, to wit:
to assist persons who live in public or subsidized housing and those in need of housing with
respect to their rights and needs as present or future public or subsidized housing residents. It
is the primary purpose of MRLN to benefit all present and future residents regardless of whether
or not they are members of affiliate organizations. .

Section 2. Goals: Specifically the goals of MRLN are to:

a. Provide assistance and educational material with respect to the establishment of
resident organizations in every city or town in Michigan which is served by
public or subsidized housing.

b. Provide partners with information and training about organizational and leadership
development.

c. Provide a forum for networking, building trust and exchanging ideas among
partnership members.

(1. Provide parhrers with information and training about local, state and federal
policies and laws affecting the quality of life in public housing and to develop
citizenship skills.

ARTICLE IV
PARTICIPATION IN THE MICHIGAN RESIDENT LEADERSHIP NETWORK

Section 1. Membership: The membership of the Michigan Resident Leadership Network shall
include all resident organizations in Michigan (including resident councils, resident management
corporations and TAO partnerships with resident councils and housing commissions), housing
commissions, non-profits and other organizations that work with public and/or subsidized
housing in Michigan. It shall be the policy of the Michigan Resident Leadership Network to
provide equal membership/employment/service opportunities to all eligible persons with out

Michigan Resident Leadership Network By-Laws, Adopted 12/07/95, p. 2

regard to race, religion, color, national origin, age, gender, sexual orientation, parental status,
handicapping condition, or membership in any labor organization.

Section 2. Affiliates: A resident organization, housing commission, nonprofit or other
organization may become an affiliate of the Michigan Resident Leadership Network by applying
in writing to the board. The board shall conditionally accept the organization as an affiliate
upon its determination that the organization has meets the membership criteria. The conditional
acceptance of the organization as an affiliate shall become final upon the affirmative vote of a
majority of the affiliates present and voting at any duly constituted business meeting of the
membership as a whole.

For the purposes of the first annual meeting only, all potential members of the Network shall
be considered affiliates. Thereafter, an organization shall not be entitled to vote, nor shall its
members be eligible for nomination or election to the board at the annual meeting accepting it
as an affiliate, unless said organization’s request for affiliation was received by the board at least
thirty (30) days prior to said convention, or upon legal verification which can be established by
the committee.

Section 3. At-Large Members: At large membership is open to individuals who are not
members of an affiliate organization, but who are supportive of, and in concurrence with, the
mission, goals and activities of the Michigan Resident Leadership Network.

Section 4. Annual Dues: The annual dues structure for affiliates and at large members shall
be established by the board of directors. Voting privileges and all membership privileges shall
be allowed only to those members in good standing as determined by the board of directors.

Section 5. Voting and Participation: Except as noted in these by-laws, a simple majority of
votes cast shall be necessary to conduct all regular business of the network, to adopt the by-laws
and to elect members of the board of directors. Each affiliate shall have one vote. Affiliates
shall submit the name of a duly appointed representative and designated alternate to the Network
secretary. The duly appointed representative shall cast the vote on behalf of organization he or
she represents.

Section 6. Suspension or Expulsion of Affiliates: Any member may be suspended or expelled
from the network by the affirmative vote of two-thirds (2/3) of the delegates voting at any duly
constituted business meeting of the membership as a whole. Such removal must be for cause
as follows:

a. Failure to meet the criteria for membership.
b. Failure to pay dues.
c. Upon recommendation of the board for good cause shown.

At least thirty (30) days before any action by the board or a business meeting, a member must
be notified by registered or certified mail of the specific reasons for its proposed suspension or
expulsion and of the time and place of the meeting where its suspension or expulsion will be
considered. The member shall have the right to appear and present a defense at any such
meeting and, upon written request to the secretary or president, shall be promptly provided with
a list of the names and address of all members.

Michigan Resident Leadership Network By-Laws, Adapted 12/07/95, p. 3

ARTICLE VI
BOARD OF DIRECTORS

Section 1. Board Responsibilities: The business and affairs of the Michigan Resident
Leadership Network shall be managed by its board of directors which may exercise all such
powers of MRLN and do all such lawful acts and things as consistent with the charitable and
educational purposes of the network and that are not by statute or by the articles of incorporation
or by these by-laws directed or required to be exercised or done by the members. Specifically,
the board shall:

Manage the affairs of the network between annual meetings.

Develop and recommend programs for the network.

Coordinate the activities of the various committees.

Report in writing to every annual meeting on the activities since the last annual
meeting.

e. Take any other actions consistent with the platforms and resolutions adOpted at
annual meetings and with the purposes of the network as expressed in the by-
laws.

999'!”

Section 2. Board Membership: The number of directors which shall constitute the whole,
board shall be eighteen (18). Of these, fifteen (15) shall be elected and have voting privileges
and three (3) shall be appointed and serve as ex-officio members without voting rights.

mm. For the first election only, eleven ( l 1) members shall represent public or
subsidized housing resident organizations and four (4) members shall represent those who
provide services to public or subsidized housing residents (such as housing commissions,
agencies, nonprofits, and other organizations) or at-large members. Thereafter, eleven (11)
members shall represent public or subsidized housing resident organizations, three (3) members
shall represent those who provide services to public or subsidized housing residents (such as
housing commissions, agencies, nonprofits, and other organizations) and one (1) at-large member
shall represent individuals who are not members of affiliate organizations.

For the first election only, all board members shall be elected on a statewide basis. Thereafter,
six (6) of the board members representing resident organizations shall be elected on a regional
basis, with one (1) board member elected from each of MRLN’s six (6) regions: Southeast;
Southwest; West Central; East Central; North; and Upper Peninsula (see attached» map). The
remaining five (5) resident organization board members; the three (3) service provider
representatives; and the one (1) at-large member shall be elected on a statewide basis. No more
than four (4) of the fifteen (15) elected board members may be from the same region at any
given point in time.

AmintegLMembezs. Three (3) board members shall be appointed and designated as ex-officio
members with no voting rights: two (2) HUD staff members (one each from Detroit and Grand
Rapids) and one (1) staff person from the Michigan Resident Leadership Network.

Section 3. Eligibility: Any member in good standing may be elected to the board except full
or part-time employees of the Michigan Resident Leadership Network. A volunteer working for

Michigan Resident Leadership Network By-Laws, Adopted 12/07/95, p. 4

the Michigan Resident Leadership Network and receiving a stipend shall not be considered an
employee of MRLN. '

Section 4. Elections: At the first annual meeting of the Michigan Resident Leadership
Network, all nominees for elected positions shall stand for election as one slate. Each director
elected shall hold office until a successor is elected and qualified or until his/her resignation or
removal. The terms of the first slate of elected officers shall be staggered as follows: the six
(6) resident organization representatives that receive the highest number of votes and the two (2)
representatives of housing commissions/non-profit Organizations that receive the highest number
of votes shall serve for two (2) years. The remaining five (5) representatives of resident
organizations and two (2) representatives of housing commissions/non-profit organizations shall
serve for one (1) year.

At each annual meeting held after the first annual meeting, either six (6) or five (5) persons
representing resident organizations and two (2) persons representing housing commissions and/or
non-profit organizations shall be elected as directors depending upon the number of directors
whose terms expire.

Section 5. Term of Office: The term of office for each director (except for the directors
elected at the first annual meeting) shall be two (2) years.

Section 6. Vacancies: Vacancies on the board of directors may be filled by the affirmative
vote of the majority of the directors then in office. If less than nine (9) elected directors are in
office, a special election shall be called to elect new officers. The director(s) so chosen shall
hold office until the next annual election of directors by the members and until their successors
are duly elected and qualified.

Section 7. Meetings: Regular meetings of the board of directors shall be held quarterly.
Special meetings may be called by the president on seven (7) days notice to each director by
mail, telephone, or electronic communication. Special meetings shall be called by the president
in like manner and on like notice upon written request of four directors. The notice of all
meetings shall specify the primary business to be transacted or the purpose of the special
meeting, as well as the date, place and time of the meeting.

The board of directors may hold meetings, both regular and special, within or without the State
of Michigan. Unless otherwise restricted by the articles of incorporation, directors may
participate in a meeting of the board via telephone or' electronic communications equipment by
means of which all persons participating in the meeting can hear each other, and participation
in the meeting pursuant to this section shall constitute presence in person at such a meeting.

Section 8. Quorum. At all meetings of the board, a majority of the elected directors then in
office shall constitute a quorum for the transaction of business. The act of a majority of the
directors present at any meeting at which there is a quorum shall be the act of the board of
directors, unless the vote of a larger number is specifically required by statue, by the articles
of incorporation, or by these by-laws. If a quorum shall not be present at any meeting of the
board of directors, those present may adjourn the meeting until a quorum shall be present.

Michigan Resident Leadership Network ByoLaws, Adopted 12/07/95, p. 5

Section 9. Fidelity Bonds. The board shall require that all officers and employees of the
Michigan Resident Leadership Network shall furnish adequate fidelity bonds. The premiums
on such bonds shall be expenses of the Michigan Resident Leadership Network.

Section 10. Removal. A member of the board may be removed for good cause by an
affirmative vote of at least fifty-one percent of the members of the type of membership in behalf
of which the director was elected. The director who is sought to be removed must be afforded
an opportunity to defend himself/ herself at the duly constituted business meeting. The president
shall, at least two (2) weeks in advance of the meeting, send the member written notice about
when the vote will be held.

Section 11. Term Limitations. No person may be elected to the board for more than three
consecutive terms in their respective membership type. One year must pass before additional
, terms can be sought or appointed for any type of membership directorship.

ARTICLE VI
OFFICERS

Section 1. Election. The officers shall be chosen from the elected board at its first meeting after
each annual meeting of members and shall consist of a President, Vice President, Corresponding
Secretary, Recording Secretary and Treasurer or such officers as may be designated by the
board. Officers will be elected by the board of directors.

Section 2. President. The president of the Michigan Resident Leadership Network shall:

Preside over annual meetings of the membership and meetings of the board;
Call meetings of the board;

Speak for and represent the network in all matters and;

With the consent of other members of the board, appoint the chairpersons of all -
standing and temporary committees.

999‘s»

Section 3. Vice President. The vice president of the network shall:

a. Assist the president in carrying out his/her duties; and
b. perform the president’s duties when the president is absent.

Section 4. Treasurer. The treasurer of the network shall:

Keep all financial records of the network;

Submit to every annual meeting a report on the financial status of the network;
Serve as chairperson of the Finance Committee;

Submit to the board at each quarterly meeting a financial report summarizing the
assets and liabilities of the network, with each outstanding debt, liability, credit
and receivable over the amount of $25. 00 itemized.

9.0 .62»

Michigan Resident Leadership Network By-Laws, Adopted 12/07/95, p. 6

Section 5. Corresponding Secretary. The corresponding secretary of the network shall:

a. Send written notice of annual meetings to all members.

b. Be responsible for the correspondence of the network.

0. Send the minutes or other appropriate report of annual meetings and board
meetings to all members.

Section 6. Recording Secretary. The recording secretary of the network shall:

a. Take minutes of the annual meetings of the network and of board meetings.
b. Keep complete lists of all members and of any individuals entitled to notice of
network activities.

ARTICLE VII
MEETINGS

Section 1. Annual Meeting: The first annual meeting of the Michigan Resident Leadership
Network shall be held in December; thereafter all subsequent meetings shall be held in
September. If the annual meeting is not held in the month designated therefore, the board of
directors shall eause the meeting to be held as soon thereafter as convenient.

Section 2. Special Meetings: Special meetings of the Michigan Resident Leadership Network,
for any purpose or purposes, unless otherwise provided by statute or by the articles of
incorporation, may be called by the president, and shall be called by the president at the request
in writing of a majority of the board or at the request in writing of the authorized representatives
of not less than ten percent of all voting members. Such request shall state the purpose or
purposes of the proposed meeting.

Section 3. Location: Whenever possible, meetings will be held at different locations around
the state.

Section 4. Notice: At least thirty (30) days before an annual meeting and at least seven (7)
days before a special meeting, the board shall send written notice to all members of the time and
place of the coming meeting.

Section 5. Quorum: The quorum for conducting the business of the network shall be one-third
(1/3) or fifteen (15), whichever is less, of affiliates.

Section 6. Powers and Responsibilities of the Annual Meeting: The members of the network
at the annual meeting:

a. Shall elect board members.

b. Shall receive at each meeting reports from the officers and the Chairpersons of
any standing or temporary committee.

c. Shall vote on the adoption of these by-laws and vote on the adoption of
amendments to the by-laws;

Michigan Residenl Leadership Network By-Laws, Adopted 12/07/95, p. 7

d. May adopt any resolutions setting forth the position of the network on issues
affecting its members or recommend actions to the board on issues or problems
affecting members;

May adopt a platform or otherwise set for the immediate objectives and interest
of the network;

Shall adopt its own agenda;

Shall keep and publish minutes of its meetings;

May adopt rules of procedure not inconsistent with these by-laws;

May take other actions consistent with these by-laws and the purposes of the
organization, provided, that all activities of the network will be consistent with
the charitable and educational purposes and objectives of the network.

9

were e

ARTICLE VIII
COMMITTEES

Section 1. Forming Committees: The board shall establish committees as it determines the
necessity or as directed by the members at annual or special meetings to carry out the activities
of the Network. Standing committees shall include the following: Program Committee;
Communications, Outreach and Membership Committee, Finance and Resource Development
(Fundraising) Committee, Nominations and By-Laws Committee, Personnel Committee.

Section 2. Committee Chairpersons: The president of the Network shall, with the consent of
the board, appoint chairpersons or co-chairpersons for each committee provided that:

a. All committee chairpersons must be members of the network; and
b. Every committee shall have at least one (1) chairperson at all times.

Section 3. Committee Membership:

a. Any member of the network shall be eligible to serve on any committee.
b. The chairperson of the committee shall, with the advice of the board, appoint the
members of committees.
0. Every committee shall have at least one (1) member who is a member of the
board. The Finance Committee shall have two (2) members-at—large who are
. members of the board, in addition to the Chairperson of the Finance Committee,
who shall be the Treasurer of the Network.

Section 4. Duties of Committees: The duties of all committees shall be to make

recommendations to and to advise the board and the membership and to carry out any other tasks
assigned to the committee by the board or by the membership. The duties of the standing

committees shall be as follows:

a. Program Committee: Develop MRLN training strategy; plan programs for
MRLN meetings and training workshops.

Michigan Resident Leadership Network By-Laws, Adopted 12/07/95, p. 8

b. Communications, Outreach and Membership Committee: Develop MRLN
communications and marketing strategy; prepare newsletter and annual directory;
maintain membership lists.

c: Finance and Resource Development (Fundraising) Committee: Develop
MRLN financial strategy; prepare budget for approval by Board; identify
fundraising opportunities and prepare proposals as appropriate; review and
authorize expenditures as delegated by the Board.

d: Personnel Committee: Develop MRLN staffrng strategy; hire, supervise and
evaluate staff as authorized by the Board of Directors.

e: Nominations and By-Laws Committee: Nominate candidates for the board of
directors; evaluate board performance; review by-laws and proposed amendments
to the by—laws (see Article X)

Section 5. Committee Meetings: Committees shall meet as often as necessary to carry out
their duties provided that:

a: Every committee Chairperson shall call a meeting of his/her committee within
two (2) months after the committee is established, unless otherwise provided;

b. If the Chairperson fails to call a meeting as required by ”a” above, any member
of the committee may call the meeting and a new Chairperson may be elected at
this meeting;

c. The Finance Committee shall meet at least quarterly.

Section 6. Committee Reports: Committees shall report to every annual meeting of the
Network and to the board at every regularly scheduled meeting.

ARTICLE IX
EXPENDITURE OF FUNDS

Section 1. Approval of Budget and Authorization of Changes. The annual budget of the
Network shall be approved by the board prior to the start of each fiscal year. Changes over ten
percent (10%) in individual line items of the budget shall be made only with approval of the
board. A Treasurer’s report shall be presented to each annual meeting.

Section 2. Revenues and Expenditures: All funds received by the Network shall be duly
recorded and deposited in a bank account under the name of the Michigan Resident Leadership
Network. All expenditures shall be duly authorized and expended in furtherance of the
charitable and educational purposes of the Network. The Treasurer shall keep detailed records
and receipts of all expenditures in accordance with standard accounting procedures.

Michigan Resident Leadership Network By-Laws, Adopted 12/07/95, p. 9

Section 3. Signatures on Checks: All checks shall be signed by the president and the
Treasurer, except that in the absence of one of those, the Executive Director or secretary may
supply the second signature.

Section 4. Petty Cash Fund: The Treasurer shall be authorized to deposit one hundred dollars
($100) in a petty cash fund to be used for ordinary operating expenses, and to maintain the
amount in the petty cash fund at not more than one hundred dollars (3 100) provided that he/ she
shall keep detailed receipts of all expenditures from this fund.

ARTICLE X
RESTRICTIONS ON OPERATIONS

Section 1. Restrictions on Expenditures: No part of the net earnings of the Michigan Resident
Leadership Network shall inure to the benefit of, or be distributed to its members, trustees,
officers, or other private persons, except that the corporation shall be empowered to pay
reasonable compensation for services rendered and to make payments and distributions in
furtherance of the purposes set forth in Article III.

Section 2. Restrictions on Lobbying: No substantial part of the activities of the Michigan
Resident Leadership Network shall be the carrying on of propaganda, or otherwise attempting
to influence legislation, and the corporation shall not participate in, or intervene in (including
the publishing or distribution of statements) of any political campaign on behalf of any candidate
for public office.

Section 3. Other Restrictions: Notwithstanding any other provision of these by-laws, MRLN
shall not carry on any other activities not permitted to be carried on (a) by a corporate exempt
from Federal income tax under section 501(c)(3) of the Internal Revenue Code of 1986 (or the
corresponding provisions of any future United States Internal Revenue Law) or (b) by a
corporation, contributions to which are deductible under section 170(c)(2) of the Internal
Revenue Code of 1986 (or the corresponding provision of any future United State Internal
Revenue Law).

ARTICLE XI
LIABILITY PROTECTION

Section 1. Liability of Board Members: Except as otherwise provided by law, a volunteer
director of the Michigan Resident leadership Network is not personally liable to the Michigan
Resident Leadership Network or its members for monetary damages for a breach of the
director’s fiduciary duty.

Section 2. MRLN Liability: The Michigan Resident Leadership Network assumes all liability
to any person other than the Michigan Resident Leadership Network or its members for all acts
or omissions of a volunteer director or nondirector volunteer incurred in the good faith
performance of his or her duties as a director.

Michigan Resident Leadership Network By-Laws, Adopted 12/07/95, p. 10

4.

ARTICLE XII
BY-LAWS

Section 1. Adoption: These by-laws shall be adopted by a majority vote of the delegates
members present at the first annual meeting of the Network.

Section 2. Periodic Review:

a. These by-laws shall be reviewed by a temporary committee at the end of the first
year after the by-laws have been adopted. This committee, which shall be
appointed by the board, shall recommend any changes and modifications inthe
by-laws and shall present amendments to the by-laws for adoption by the
membership. '

b. These by-laws shall, after the first year, be reviewed as nwded, but at least once
every three years.

Section 3. Amendments to the By-Laws: Amendments to the by-laws shall be adopted by an
affirmative vote of a majority of voting members present at an annual meeting. No amendment
to the by-laws may be presented for consideration unless a copy of the proposed amendment has
been mailed to every voting member at least thirty (30) days before the meeting.

ARTICLE XIII
DISSOLUTION OF THE NETWORK

Section 1. Procedure: The Network may be dissolved by the affirmative vote of two-thirds
(2/3) of voting members present and voting at any duly constituted meeting providing that a
notice of the proposed dissolution shall have been mailed to every voting member at least
twenty-one (21) days before the meeting. ,

Section 2. Distribution of Assets: In the event of the dissolution, termination, or winding up
of the Michigan Resident Leadership Network (whether voluntary or. involuntary or by operation
of law), the Board of Directors shall, after paying or making provision for the payment of all
the liabilities of the Michigan Resident Leadership Network, dispose of all of the assets of the
corporation exclusively for the purposes of the corporation in such manner, or to such
organization or organizations organized, and operated exclusively for charitable, educational,
religious, or scientific purposes as shall at the time qualify as an exempt organization or
organizations under section 501(c)(3) of the Internal Revenue Code of 1986 (or the
corresponding provision of any future United States Internal Revenue Law) as the Board of
Trustees shall determine. Any such assets not so disposed of shall be disposed of by the Circuit
Court of the county in which the principal office of the Michigan Resident Leadership Network
is then located, exclusively for such purposes or to such organization or organizations, as said
Court shall determine, which are organized and operated exclusively for such purposes.

Michigan Resident Leadership Network By-Laws, Adopted 12/07/95, p. 11

Appendix B. Evaluation Proposal

Michigan Resident
Leadership Network

Location: State of Michigan

Evaluator: Yasheka Williams

Submiaed to: Nancy Ratkey

Period: January 10, 200I-January 10,2002

Evaluation Report Proposal

1. Global Program Definition
1.1 Michigan State University - Global Program
Location: 250 Administration Building East Lansing, Michigan
48824

Michigan State University

Founded in 1855 as the nation's first land-grant university, MSU served as the prototype
for 69 land-grant institutions later established under the Morrill Act of 1862 and was the
first institution of higher learning in the nation to teach scientific agriculture. Today,
Michigan State has grown into a comprehensive research university with 4,174 faculty
and academic staff, 34,089 undergraduates, 7,734 graduates, and 1,366 professional
students. The total enrollment of 43,189 is the largest single campus student body of any
Michigan university and among the largest in the country. In the 1997898 academic year,
MSU granted 6,348 bachelor's degrees, 1,796 master's degrees, and 882 doctoral and
professional degrees.

MSU places a great emphasis on excellence in undergraduate education. The curriculum,
which originally concentrated on farm science, now includes more than 200 programs of
undergraduate and graduate studies in 14 degree-granting colleges. Ninety-four percent
of non-medical faculty are involved in undergraduate education through teaching and
research opportunities. MSU operates on the semester system.

Michigan State is a leader in scientific and technological advancement and, since
1964, has been a member of the prestigious Association of American Universities, a
group of 58 of the nation's leading graduate research institutions. MSU's research
program now includes more than 3,000 projects. MSU is a leader in agricultural research.
Federal agencies provide the largest proportion of research funds, with the Department of
Health and Human Services and the National Science Foundation as the largest sponsors.

Central to the university's land-grant mission is service to the state, the nation, and the
world. Public service and extension missions are fulfilled by long-standing commitments
to international development and education and an extensive lifelong education effort
throughout the state. MSU Extension offices provide community and technical support
services to agriculture, business and family services, and 4-H youth programs in each of
Michigan's 83 counties. MSU operates public radio and TV facilities that extend the
university to wide audiences and provide links to the Public Broadcasting Service,
National Public Radio, and national television and radio networks.

MSU's outreach mission emphasizes applying and extending knowledge to serve the
needs of individuals, groups, and communities. Outreach instruction includes off-campus
graduate degrees, on-line courses, non-credit courses, conferences, and workshops, many
offered through new technologies. Outreach partnerships engage university faculty and
community organizations and agencies in addressing such issues as children, youth, and
families; schools; environment; community; and economic development.

1.2 The components of Michigan State University are:
V
MSU has 14 degree-granting colleges:

9 Agriculture and Natural Resources
Arts and Letters
The Eli Broad College of Business
Communication Arts and Sciences
Education
Engineering
Human Ecology
Human Medicine
James Madison
Natural Science
Nursing
Osteopathic Medicine
Social Science
Veterinary Medicine

Of the 14 colleges, all but James Madison offer master's and doctoral programs. Each
college is responsible for developing graduate programs consistent with the highest
professional standards of the respective fields. The dean of the Graduate School and the
Graduate Council review and supervise all graduate programs.

9 Michigan State Um‘ersity Center for Urban Affairs &
Economic Development Program (CUA/CEDP).

V
9 Michigan Resident Leadership Network (MRLN).

1.3 Resources available:
Human Resources
9 Faculty & Academic Staff = 4,174
(this includes 2,611 ranked faculty and 66 executive management
employees)
9 Graduate Assistants = approximately 3,300
9 Administrative-Professional = 2,004
9 Confidential A-P's = 34
9 Clerical-Technical = 1,893
9 Confidential C-T's = 4
9 Nurses = 97
9 Resident Directors = 24
9 Stage Hands = 6
9 Fraternal Order of Police (police officers) = 42
9 Custodial (Local 1585) = 967
9 Skilled Trades (Local 999) = 216
9 Power Plant Operators (Local 547) = 44
Total Faculty/Staff = 12,805
9 Total Student Employees = 18,524
(Approximately 43% of the student population works on campus during the year).

Monetarfiontributors are;
Alumni

2

MSU Land Grant

Michigan State University Extension
MSU Alumni Association (MSUAA)
Evening College

Athletics

MSU Union

Kresge Art Museum

MSU Museum

Breslin Student Events Center
Wharton Center

Planetarium

MSU Garden Consortium

MSU Health Team

State

Federal Grants

1.4 Time Dimensions
9 Year Round (except holidays)
9 9-5pm, Monday-Friday

1.5 Global Ultimate Goal
“To focus university and community resources on the pressing problems
confronting urban residents”.

9 Six Guiding Principles were initiated by the university community in

1994 to help lead MSU into the next century.

1. Improve access to quality education and expert knowledge

2. Achieve more active learning

3. Generate new knowledge and scholarship across the mission

4. Promote problem solving to address societies needs

5. Advance diversity within community

6. Make people matter

1.6 Scope of Global Program

The property holdings of MSU at East Lansing number 5,198 acres. Of this total,
approximately 2,100 acres are in existing or planned development; the remaining acres
are devoted to experimental farms, outlying research facilities, and more than 700 acres
of natural areas. Campus plantings serve as a vast collection for teaching and research.
The collections include some 7,000 kinds of trees, shrubs, and vines. The W.J. Beal
Botanical Garden is an outstanding campus resource with more than 3,000 plant species
and varieties. Major buildings number about 200 on the contiguous campus; there are 23
miles of roadways and 84 acres or approximately 100 miles of walkways.
The programs and customers served through this global program are identified in section
1.1 and 1.2.

1.7 Origin of the Global Program, Michigan State University
This information is provided in the Global Programs Definition: Section
1.1.

11. Description of Targeted Sub-component

2.1 Michigan Resident Leadership Network (MRLN).
Location: Michigan State University Extension Offices in Detroit, Flint, Grand Rapids,
Saginaw and Lansing.
“The Michigan Resident Leadership Network (MRLN) is an newly formed statewide
partnership created to encourage networking and provide information, training and
technical assistance for resident organizations, housing commissions and others who are
part of the public housing community in Michigan”.

Michigan State University Extension (MSUE) reaches into every county in the state
to get practical, university-based knowledge into the hands of the people who need it.
Extension provides information and offers educational programs in the areas of children,
youth, and families; agriculture and natural resources; and community and economic
development. Extension is aided by its ability to draw on the knowledge resources of the
entire university in order to address issues identified by citizen advisory committees in all
counties.

Michigan State University is committed to advancing diversity and pluralism and to
the principles of equal opportunity, nondiscrimination, and affirmative action. Access to
university programs, activities, and facilities shall not be denied on the basis of race,
color, gender, religion, creed, national origin, political persuasion, sexual orientation,
marital status, disability, or age. The university actiVely encourages diversity in the
faculty, staff, and student body. The Michigan State University commitment to diversity
and community is described in the MSU IDEA (Institutional Diversity: Excellence in
Action).

Origin of Sub-Component
9 The Community and Economic Development Program (CEDP)

was established in downtown Lansing, Michigan, in 1970. Since
that time the CEDP has expanded its outreach office to additional
cities in Michigan and has a statewide capacity to initiate and
support innovative problem-solving strategies to improve the
quality of life in Michigan communities.

The Community and Economic Development Program maintains a
full-time presence in targeted communities. Each targeted city has
a resident community development professional who lives there
and works with various community advisory committees. This
university outreach faculty member fosters programmatic
relationships with local development groups and organizations to
facilitate the flow of new innovations and information between the
university and the community.

9 “Michigan State University is the nation's premier land-grant
university, and in that tradition, the MSU Center for Urban Affairs
Community and Economic Development Program (CEDP) is
committed to developing and applying knowledge to address the
needs of society - primarily urban communities. Specifically, our
mission is "to facilitate the use of university and community
resources to address urban issues that enhance the quality of
life."

2.1

2.2

2.3

2.4

2.5

Stakeholders of MRLN are:

9 Michigan State University’s All —University Outreach Grant

9 Michigan State University, Center for Urban Affairs and
Economic Development Program (CUA/CEDP)

9 Federal Granters — US. Department of Housing and Urban
Development(HUD), Urban Development Tenant
Opportunities Program (TOP)

9 Staff/volunteers

9 Participants — Michigan public housing residents, housing
commissions, resident organizations

9 Businesses and community agencies

9 MRLN partners

Sub-component Resources are:
Human

9 CUA/CEDP Staff

9 Volunteers — Vista, Peace Corps
9 Assigned Graduate Assistants
9 HUD Staff

Monetm

9 Michigan State University

9 All University Outreach Grant
9 HUD Grant

9 TOP Grant

Time Dimensions
9 Year round (except holidays)
9 Monday-Friday 9am-5pm

Sub-component Scope

9 SEQ -— This program is general and open to all who are
interested in public and subsidized housing issues in the state
of Michigan.

9 Programs offered are:
9 Quarterly training workshops/regional meetings.
9 Networking - Publishing a quarterly newsletter and annual

directory of MRLN partners.

9 Annual Conferences on leadership development.

9 Clients Served
This program is extensive and open to any amount of
participants that are concerned about public and subsidized
housing issues.

Reason for Evaluation

9 Evaluation is being conducted to assist in improving the quality
of human services. Also to determine whether the activities to
empower and advance leadership skills for public housing
stakeholders were advantageous.

5

2.6

2.7

2.8

Evaluations of Sub-component

9 Feedback activities of the Michigan Resident Leadership
Network were performed after each annual conference and
quarterly activity by all of the participants of the program.
This concludes that no formal evaluation has been done of the
program.

Existing Controversy related to sub-component

9 There was no controversy in relation to the Michigan Resident
Leadership Network. All involvement was voluntary and
positive.

Ecological Map (page 24)

III. Michigan Resident Leadership Network (Sub-component) Goal,
Objectives and Activities

3.1

3.2

3.3

iii?

Ultimate goals of the MRLN:
The Center for Urban Affairs and Economic Development will
assist the program fulfill four major functions:

To provide leadership development for public housing residents.
To create active awareness of public housing issues to those that
are affected.

To provide a forum for networking, building trust and exchanging
ideas among partnership members.

To develop citizen skills.

Immediate and intermediate objectives of Michigan Resident
Leadership Network (MRLN)

9 Immediate Obiectives

9 To create networking capabilities

9 To enhance leadership skills

Intermediate Obiectives

9 Publishing four newsletters yearly (networking)

9 Publishing annual directory of MRLN partners
(networking)

9 Holding four training workshops/regional meetings each
year (leadership)

Activities

9 Holding four training workshops/regional meetings each year.

9 Publishing four newsletters each year.

9 Publishing an annual directory of MRLN partners.

9 Developing referral service to help resident organizations
identify technical providers.

9 Securing resources to develop additional programs.

6

3.4

3.5

Immediate objectives for Activities

9 Holding four training workshops/regional meetings each year
is done for Leadership/Empowerment enhancement and skill
advancement.

9 Publishing four newsletters each year is performed to provide
leadership/empowerment enhancement and networking.

9 Publishing an annual directory of MRLN partners is executed
for the purpose of Networking and skill advancement.

9 Developing referral service to help resident organizations
identify technical providers is done for networking, leadership
enhancement, and skill advancement purposes.

9 Securing resources to develop additional programs provides
development of networking, leadership enhancement, and skill
advancement.

Will program goals, objectives, and activities change?

9 The goals for the Michigan Resident Leadership Network will
remain the same. Due to flux, in terms of objectives and
activities, methods to obtain the goals may change.

IV. Evaluation Questionnaire

4.1

Evaluation Questions
E or!
1. How many sessions were made available? How many events
were held?
Performance
2. How many staff members attended the various events that
were held? How many participants showed up for the
sessions?
Process
3. Were the sessions carried out as planned? Did the staff
personnel work? Did the speakers actually arrive?
Mam
4. What percentage of staff must attend each session? How
much transfer training from workshop to classroom must
occur?
Eflzciengy
5. Are there simpler methods of leadership enhancement that
would yield results similar to those in current use? Are there
better ways to development? Was the money given MRLN
used effectively?
Proposed Evaluation Questions
Eflort
1. How many sessions were held per year? How much of the
grant money used for training, technical assistance and
research? How many events were held?

4.3

Performance

2. How many staff members attended the various events that were
held? How many participants showed up for the sessions?

Process

3. Were the sessions carried out as planned? Did the staff
personnel work? Did the participants profile encompass public
housing residents? How were focus groups carried out? Did
the speakers actually arrive?

Adequagy

4. What percentage of staff must attend each session? How much
transfer training from workshop to classroom must occur?

Eflrcieng

5. Are there simpler methods of leadership enhancement that

would yield results similar to those in current use? Are there better

ways to development? Was the money given to MRLN used

effectively?

Explanation of Evaluation Questions
The rationalizations for choosing these questions are:
Eflort
1. How many sessions were made available? How many
events were held?
This question attempts to analyze how much effort was
produced to make this project a success? Was there a
sufficient amount of time for all of the developments to
take place? Was it realistic according to the results

 

projected?
Performance
2. How many staff members attended the various events that
were held? How many participants showed up for the
sessions?

This question attempts to analyze if the plans for the
activities were actually carried out.

Eflrciengg

3. Are there simpler methods of leadership enhancement that
would yield results similar to those in current use? Are there
better ways to development? Was the money given MRLN
used effectively?
This question attempts to analyze if the means to obtain
the suggested goals were adequate. It also inquires if
there are any methods less expensive to obtain the same
goals.

9 The Evaluation questions that were given above attempt to
analyze if the money that was determined for this project
was used effectively and efficiently. The questions also
attempt to ascertain whether the methods used to achieve
the overall goal of the program were adequate and

8

successful. These questions are important to determine the
success of the project’s goals. By determining the effect,
performance, process, adequacy, and efficiency, the project
goals can be identified.

4.4 Evaluation Questions Relationship to MRLN Goals
Eflort

1.

How many sessions were held per year? How much of the
grant money and other money were used for the training,
technical assistance and research?

These questions relate to the program’s goals of
providing leadership development, to create active
awareness of public housing issues to those that are
affected, to provide a forum for networking, and to
develop citizen skills. These questions relate to the
program’s overall progress and effort. It asks whether
the program staff contributed to the best of their ability
to obtain the desired outcomes of public housing
resident’s empowerment and leadership.

Performance
2. How were focus groups carried out? Were the sessions

planned with an agenda? Did the participants profile
encompass all public housing designated groups?

This question relates to the programs identified target
group. All participants in the activities provided were
to have an interest in public housing issues. This
question also addresses the issue of constancy with the
agenda. This question is important to determine the
faithfulness of the program staff as well as maintaining
the clients’ regular agenda. In relationship to the
program’s goals and objectives, these questions inquire
if the targeted group was actually involved in the
program.

E [Zrciengy

3. Are there simpler methods of leadership enhancement that

would yield results similar to those in current use? Are
there better ways to development? Was the money given
MRLN used effectively?

This question attempts to focus on the funders’ interest
in the program. One of the funders’ interests after
contributing to a program is to make sure the money
granted was well spent. This question invites the
program staff to explore other means of more effective
use of the funds given to the project.

9 The evaluation questions relate to the overall goal of the

project’s emphasis on providing information and training

9

on leadership, providing forums for networking and to
create awareness on public housing issues to all that are
interested. The evaluation questions address issues that
have an effect on all of the designated objectives directed
toward the goal of the program.

10

Ecological Map

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

  
   

 

 

 

 

 

 

 

  

 

   

 

 

   

 

 

. Government
Alumnr
/ Federal
. . /' Granters
Michigan
State. HI Center for
Graduate Unrversrty Urban Affairs
Assistants
MSU
lT lT Outreach
Facul
Students ty
Center for
Urban Affairs &
Economic Graduate
(tug/SEED}, ‘ ’ Development Assistants

 

   

 

 

 

 

 

 

 

\ Staff/Volunteers

 

 

 

 

 

 

 

  
   

  

 

 

 

 

 

 

    
 

 

 

 

 

 

 

 

' <—
HOPSmg —> Michigan Resident Peace Corps
Partrcrpan Leadership Network Volunteers
MRLN
MRLN
Strong Relationship ’
Linking Relationships

 

 

 

 

Figure l. Ecological map of stakeholders.

11

 

 

V. Evaluation Design

5.1

Selected Evaluation Designs

The designs that will be used for this evaluation are:

9 Evaluation Questionnaire Design
This design is an evaluation design with a comparison
group and a program group. The program group will be
randomly selected participants in the program and will
complete the survey questionnaire before they begin the
program and after the have completed the program. The
participants will complete the questionnaire in the program
facility and will not be mailed the survey.

The comparison group will be community public housing residents

in the city of Lansing. These residents will be mailed the questionnaire
and asked to return them, receiving no program impact.

9 Qualitative Descriptive (Record Summary) Designs

Record summary’s of the Lansing Public Housing Board meetings will be
obtained and reviewed to determine the activeness in public housing issues
on behalf of the program participants. This information will be analyzed
to observe if there was an increase in attendance of public housing board
meetings because of the program’s impact. Also the program’s record
summary will be obtained for staff compliance purposes.

5.2

The rational for the selection of these designs is to provide a
variation of measurable evaluation methods to obtain qualitative
and quantitative analysis on achievement The Michigan Resident
Leadership Network’s goals. Using both designs will strengthen
the validity and the reliability of the evaluation. MRLN’s goal is
to provide leadership skills, networking capabilities and
empowerment to all participants interested in public housing
issues. The activities assigned must provide proof of MRLN’s
accomplishments pertaining to its goals.

1. Evaluation Desigg - This design will contain a program and a
comparison group.

9 The program group will be randomly selected participants in
the program.

9 The comparison group will be randomly selected Lansing
public housing residents. Census information will be used to
obtain residential information on this comparison group.

Once selected, the two groups will be given a pre-survey to
report on leadership, and their feelings of empowerment. The
groups will also provide feedback on their current networking
capabilities. After the completion of the program both groups
will get another survey containing similar questions.

12

5.3

5.4

This method will be used to document any differences

between program participants and non-participants. The
information provided will determine whether the program
increased leadership, empowerment and networking capabilities
among participants.

2.

Descriptive Desigp - This design will be done in a time series
and used to obtain summary record information from the
Lansing public housing executive board secretary records on
the participation and meeting attendance ratings of MRLN
program participants. The records will be analyzed at the
beginning of the program, six (6) months after the program
begins and upon completion of the program. This will reveal
program success of leadership and empowerment among
MRLN program participants.

Strengths pf the Designs
9 The strength of the evaluation design provides a random

selected sample for the evaluation. The two groups used will
be randomly selected. By using an evaluation design, more
specific information will be given in regards to whether the
program was the cause of change in the participants. Also, by
using this design, threats to internal validity will be controlled.
The strength of the record summary design provides feedback
on the attendance of program participants that have received
facilitation that encourage leadership skills and empowerment.
By using a qualitative design, more in depth information about
the program and how it works may be provided by the
program’s participants.

Weaknesses of the Designs

9 The weakness of the evaluation design is that it is intrusive on

the participants as well as the program staff. The design is also
time consuming and expensive. Also design can be
complicated as well.

9 The weakness of the descriptive (record summary) design is

that this design is also time consuming, expensive and intrusive
on the participants and the program staff.

VI. Sample Description

6.1

Evaluation Sample

The evaluation sample will be Lansing residents interested in
public housing issues. This is inclusive of all socioeconomic
backgrounds, age groups, and genders. MRLN has a general
membership policy. The program group members will be a
determined by the total number of general interested members,
however the comparison group will be selected after the average

13

6.2

6.3

6.4

6.5

age, gender, socioeconomic status, and length of time in their
current home (within a span of ten years for the age and the length
of time in the home) has been determined from the program group.
The sample for the program group will be randomly selected.

The sample selection of the comparison group or the will be
randomly selected as well.

The rationale for the sample selection is based on the advantages
of a random sample. If a random sample is used, the likelihood of
obtaining accurate evaluation analysis on the programs success is
greater than a non-random sample used for evaluation purposes.
MRLN’s open participant policy, that all person’s interested in
public housing issues can participate.

Sample Advantages
The advantage is that using a random selected group of program

participants as well as a random selected group for the comparison
participants will increase the accuracy of the program evaluation.
This will decrease the threats of partiality on behalf of staff
members to a certain group of program participants. It will also
decrease the chance of survey related activities altering natural
behavior from the participants.

Sample Disadvantages
The disadvantages of the sample survey are that the information

needed to obtain evaluation analysis will be costly and time
consuming. In addition to these, the methods of obtaining sample
information will be intrusive.

VII. Description of the Instruments

7.1

The variables that will be measured in each of these questions are
as follows:

1. Staff Consistency/Worker Behaviors
How many sessions were held per year? How much of the
grant money and other money were used for the training,
technical assistance and research?
Program records will obtain the answer to these questions.
2. Worker Behaviors/ Compliance With Criteria To A
Create Stable Environment
How were focus groups carried out? Were the sessions
planned with an agenda? Did the participants profile
encompass all public housing designated groups?
Program records will obtain the answers to these questions.
3. Worker Precision/ Stakeholder Cognition
Are there simpler methods of leadership enhancement that
would yield results similar to those in current use? Are there
better ways to development? Was the money given MRLN

14

used effectively?

Program records will be used to obtain the answers to these questions.

7.2

7.3

7.4

Instruments

1. Self-Administered -Pencil and Paper - Ten-Question
Survey will be used to measure the skills obtained during the
program and also the participant’s feelings of empowerment
and leadership in relationship to public housing issues.

2. Record Summary of public housing meeting attendants will
be obtained to ascertain whether attendance at public housing
board meetings in Lansing have increased among participants
in the MRLN program.

3. MRLN Program Summary Records will be used to obtain
information on the compliance of program staff. This
information will be used to detect if program staff followed
through with agendas and dates that contribute to the overall
success of the program participants.

The explanation for using the ten-question survey is to obtain
information of leadership skills, feelings of empowerment and
networking capabilities from the participants prior to beginning the
program. This is the more useful way to gain information —
directly from the source. A survey will allow the participant to
answer all questions themselves without the encouragement or
discouragement of interviewers. This method will also give the
participants time to consider rationally their personal commitment
to their interest in public housing issues and how their participation
may be improved.

The rational for using record summaries and MRLN
program records of the participants serves an unbiased and non-
manipulated purpose of obtaining information. This information is
based on the participant’s attendance at meetings in which has no
affiliation with MRLN’s program.

The rational for obtaining MRLN program records is to
make sure that MRLN program staff is performing to the best of
their abilities to assure participant development and progress.

Establishment of Reliability and Validigy
Validity and reliability for the surveys will be

accomplished by having a skilled research and data collector as
well as skilled survey writer in charge of this assignment.
Adequate description of the survey purpose and what will be done
with the survey results will be given to the participant. Participants
must also agree to the suggested consent form before the survey
will be admitted.

Selected and adapted valid and reliable standardized materials will
be chosen to measure the outcomes of this program. This will
protect from inaccurate evaluation analysis.

15

7.5

7.6

7.7

7.8

Only competent and qualified staff that understand and
agree to comply with the ethical values that involve human
subjects will review the data obtained from both the summary
records and public housing meetings.

Instruments

A MRLN program leader will administer the surveys to the
program and comparison group. A MRLN staff will also obtain
meeting summary records from the Lansing executive board
secretary. The evaluator will review all of the program records
kept by MRLN.

The instrument administers will need to meet prior to instrument
administration with program staff to discuss guidelines and
procedures.

The survey will be self-administered by paper and pencil both
times it is presented. The survey will contain a detailed instruction
page in regards to the reason of the survey, the confidentiality of
the survey results and how to complete the survey. The
participants in the program group will be expected to complete the
survey in about twenty (20) minutes while they are in the program
area. Once the survey is completed the participants will submit the
surveys to the survey administrator. The survey given to the
comparison group will be identical to the survey given to the
program group however; the comparison group will have a self-
addressed envelope with paid postage for return. This survey will
be given twice, identical to the program group.

The adequacy standards used for each instrument are as follows:

9 For the survey the standards will be based upon the projected
program goals and objectives. The program goals will direct
the survey questions. A one hundred percent (100%) return on
all surveys given to participants in the control and the program
group will be expected. This is a requirement for the program
participants.

9 The standards that will be used for the public housing meeting
records will be based on ethical values and non-biased data
collection. This must also be done in a confidential manner to
protect the participants at all times from persons not directly
affiliated with the program or the evaluation process. Records
obtained on at least sixty percent (60%) of the program
participants will be sufficient and adequate.

9 The standards of adequacy involving the program records of
MRLN will also be based on ethical values and integrity. This
information must not be manipulated in any way in order to
prove or disprove accomplishment of the program. This
information will also be based on one hundred percent (100%)
of the information on all of the program staff.

16

VII. Data Analysis

8.1

8.2

8.3

8.4

8.4

8.5

The Questionnaire data will be collected from the program and
comparison group at the beginning of the program. Then
questionnaire data will be collected from both groups at the end of
the program. Once collected, data will be analyzed and coded into
a computer under the file name of “Program Questionnaires l and
2” and “Comparison Questionnaires l and 2” each time they are
collected.

The team members selected by the program staff will code the data
as soon as the last questionnaire is received. This is suggested to
occur on the 20th of February, the 20th of August and the 5th of
January.

Once the data is coded and entered into the computer, it will be
translated and presented to the program staff by means of oral
presentation as well as written documentation.

Descriptive statistics will be used to measure the median, mode,
mean, variability and frequency. This simple technique is among
the most useful analysis technique because it is the most
meaningful and easily understood.

The Descriptive technique is suggested because among the
previously mentioned reasons they are one of the most frequently
used. This means that they are proven reliable and valid. This
technique will show if there is a difference between participants in
the experimental program and the comparison group.

The strengths of this data analysis plan is that all of the plans will
provide valid and reliable information for the evaluation. The
descriptive will provide information that is informative and
detailed. The various methods used to attain analysis of the
program's outcome are used in attempts to identify the program's
relationship to change in the program participants.

The limitations of the data analysis plan pertain to the various
types of data. It is necessary to have an ample amount of time to
gather and analyze the data. This also means that the cost of this
analysis will be elevated. Additional training will be needed as
well for the data analyst.

The limitations of the data analysis plan are that due to the various
types, an ample amount of time will be used to gather and analyze
the data. This also means that the cost of this analysis will be
elevated. Additional training will be needed as well for the data
analyst.

17

IX. Primary Cost of Staff Time and Effort

9.1

9.2

Planning Evaluation Budget (see Appendix C.)

Budget Narrative
All projections for this evaluation budget are for one year. All
prices display total rate per year.

1.
2.

N9)?"

9°

Evaluation Staff - $40,000.

Consultant - $6,000 ($50.00 per hour/10 hours per week for
three months). One consultant will be needed to train and
inform staff members' non-evaluation design measures and
data analysis.

Travel - $150.00 will be needed for local travel. Ten (10)
miles to and from work for one year @ $.30 a mile.
Communications - $3,204 (phone, fax usage, voice mail,
America Online subscription (email), postage meter).

Printing and duplication - $2,600 for paper.

Printed Materials - $1,000 postage paid envelopes.

Supplies and Equipment - $1,410 (ink cartridge, paper cutter,
shredder, 2 filing cabinets, folders).

Other - $815.00 (electricity, water, coffee)

Other - $9,152 Data entry personnel for three months. This
temporary staff member will input data received from survey's
and program records into MRLN evaluation program computer
files. This temporary staff member will also assist in the data
analysis.

10. Total - $66,271 for the year.

18

Proposed Timetable for the Evaluation (January 10, 2001 - January
10,2002)

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Administer
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Evaluation
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20

Appendix B-I

Consent Form
Your participation in this survey is a vital part of the Michigan Resident Leadership
Network’s (MRLN) objective to effectively serve their clients/participants. Your answers
to these questions will help to improve the MRLN program. The information will be used
to identify the contributions of the MRLN program for all persons interested in public
housing issues.

9 Your answers will be kept completely confidential.

9 You indicate your voluntary agreement to participate by completing and
returning this questionnaire.

9 The questionnaire will take approximately 20 minutes to complete.

9 Please try to answer all questions. Filling out the questionnaire is entirely
voluntary, but complete responses will make the survey most usefirl.

9 If you have any questions or need assistance please call XXX at (xxx) xxx-xxxx or
email xxxxx.com

9 When you are finished, please give the questionnaire to survey administrator; if the
you were mailed this survey, please seal the enclosed envelope, return and mail to:

Michigan Resident Leadership Network
State of Michigan

No postage required.

Thank-You!

21

Appendix B-2
Survey Questions

Instructions: Please answer one question per line by marking an “x” on the line
provided. This questionnaire must be self-administered by paper and pencil by
participants that are given this survey.

Background Information: This survey is designed to help the Michigan Resident
Leadership Network determine ways to improve its program. This will allow the MRLN
program to more effectively serve their clients.

1. Do you have a concern for public housing issues?

Yes No

2. Do you feel as though you are able to make effective contributions concerning public housing
issues?
Yes No

3. Are you active in public housing issues, meaning are you current in its issues and projects?

Yes No

4. Do you feel as though your ideas about public housing issues can be voiced?

Yes No

5. Do you feel as though there is an audience that will listen to your concerns?

Yes No

6. Do you feel as though that audience will act on behalf of your concerns?

Yes No

7. Do you feel that there are not enough persons or programs operating on behalf of
public housing residents?

Yes No

 

8. Do you feel that if you know many program providers, organizations and
authoritative persons that share the same public housing concerns as you do?

Yes No

22

9. If so, do those people contribute to the voice of public housing issues that effect you?
Yes No

10. If not, do you feel as though the persons identified above will be an asset to public
housing issues that affect you?

Yes No

23

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