“How do you measure your results?” It’s usually not the first question I receive from a donor interested in our work, but it is the second or third. And it’s not always easy to answer.
Measuring impact in the nonprofit sector can be tricky business. In the business world, it’s much more straightforward: profitability is still the standard-bearer for an “effective business.” But in the nonprofit sector, especially educational organizations like Denver Institute, our goal is to shape human lives. How would we know if we were effective at a program like, say, the 5280 Fellowship?
In early 2020, we recruited two outside researchers — Stephen Assink (MAR) and Andrew Lynn (PhD), both from the University of Virginia — to help us with that question. As trained social scientists with experience doing research for the Institute for Advanced Studies in Culture and the Thriving Cities Group, Stephen and Andrew brought both objectivity and expertise to our question. So, how did we tackle this question of impact?
First, we clarified our outcomes, which are all built around our five guiding principles. What do we mean by “effectiveness”? We mean people who think theologically about their work, embrace redemptive relationships, create good work, seek deep spiritual health, and serve others sacrificially in their communities and city.
Second, we gave them an overview of the 5280 Fellowship program, and the elements we’ve built into the program to bring about real formation. City leader meetings, cohort discussions, mentoring triads, retreats, Saturday sessions, personal formation projects, professional impact projects — each element is carefully chosen to fuel change around our five guiding principles.
From there, Stephen and Andrew conducted both qualitative (interview) surveys and quantitative (online, multiple choice) surveys of pre-program participants (Year 5), and alumni — both recent graduates (Year 4) and our initial cohort (Year 1).
Between 65 participants and 4,000 unique data points, what did they find?
The following table is an average of those who indicated “agree” or strongly agree with the following statements before (Year 5 and after (Year 4 and Year 1). For more details on methodology, download the report for free.
In the study, we measured the Fellows' change in five areas: theology, relationships, views about their work, professional leadership, and civic engagement.
We found strong growth particularly in three areas: theological thinking about their work and our culture, new and lasting relationships between Fellows and leaders in our city, and adopting spiritual practices that lead to internal wholeness and health.
One CEO said about the program, “I can’t stress enough how I’ve seen people’s mentality change as a result of the program.” A seminary lecturer commented about the program, “I think the biggest change for [the Fellows] is a shift from … an instrumental versus intrinsic value of work.” They now ask, “Does my work actually contribute toward the mission of God to reconcile all things to himself?”
Assink and Lynn also measured the 5280 Fellows in comparison with a control group of their evangelical peers across the US and found a marked difference in values and practices, especially with respect to weekly church attendance (49% national average compared to 76% for Fellows), participating in monthly in Bible study or prayer group (28% nationally, 80% Fellows), and pursuing excellence in their work because of their faith (78% nationally, 89% Fellows).
Here’s what the report means for us and those we serve:
(Button: Download the 5280 Fellowship Assessment)
For more information about becoming a Fellow, visit 5280Fellows.com. For information about how to financially support either the 5280 Fellowship or the CityGate initiative, please email email@example.com.