But I’m interested in something more fine-grained than “total annual expenses, or even “program service expenses” (per tax returns). e.g.: $A to train lay counsellors $B / hour for facilitators * number of hours $C operating costs for StrongMinds (SM) $D for outreach to SM partners $E for SM partner operating costs etc
Unfortunately, I don’t know if I can share any information beyond the pie chart I shared above. So I’ll leave that for StrongMinds.
Also, ~48% of clients were treated through partners in 2021, but does the methodology of working out cost effectiveness by dividing clients reached by SM expenses include expenses and operating costs of the partners?
We did our analysis before they shifted models, so we hadn’t incorporated this. I don’t think StrongMinds includes partner costs. This will be something we revisit when we update our StrongMinds CEA (expected in 2023).
I see this as more of a concern for counterfactual impact. Where I see it as “StrongMinds got these organizations to do IPT-g, how much better is this than what they’d otherwise be doing?” But maybe I’m thinking about this wrong.
Unfortunately, I don’t know if I can share any information beyond the pie chart I shared above. So I’ll leave that for StrongMinds.
We did our analysis before they shifted models, so we hadn’t incorporated this. I don’t think StrongMinds includes partner costs. This will be something we revisit when we update our StrongMinds CEA (expected in 2023).
I see this as more of a concern for counterfactual impact. Where I see it as “StrongMinds got these organizations to do IPT-g, how much better is this than what they’d otherwise be doing?” But maybe I’m thinking about this wrong.