performance management for nonprofits: simplifying and maximizing organization impact data
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Co-PresentersKaren FinnSenior Consultantkaren@resultsleadership.org www. resultsleadership.org
Katherine MowersSenior Consultantkmowers@citidc.comwww.citidc.com
1
Simplifying and Maximizing Organizational Impact Data
Session OverviewSimplifying and Maximizing Organizational Impact Data
• Identify most important performance measures• High-level assessment of your current
organizational data and business systems• Learn a process to review software• Learn about software options
And learn from the of others in the room
The change journey©2009 Community IT Innovators (CITI)
“If we don’t change the direction we are headed, we will end up where we are going.”
- Chinese proverb
RBA is a framework for public-sector organizations and communities to use data in a
disciplined way to take action to: 1) improve the quality of life of communities,
individuals and families; 2) Improve the quality and effectiveness of organizations.
Developed by Mark Friedman (RLG Partner and Founder of the
Fiscal Policies Studies Institute) and outlined in his Book Trying
Hard is Not Good Enough.
Currently being used to improve services in over 40 US states and 8 Countries.
Designed to:• be simple• use common sense• use plain language • require a minimal amount of paper• be useful to people implementing it
What is Results-Based AccountabilitySimplifying and Maximizing Organizational Impact Data
Population Accountability
Performance AccountabilityAbout the well-being of whole populations
Neighborhoods - Cities - Counties
Start with the ends and work backwards to the means.
Result: A condition of well being that we want to achieve for a given population
• Youth succeeding in school • A healthy environment• A Safe community
Establish measures that can be used to quantify the progress toward achieving that Result. (Indicators)
Indicator: A measure that helps quantify the achievement of a Result
• Graduation rate• Air quality index• Crime rate
About the well-being of client populations The client base that is directly impacted by a program
First key principle of RBA: What are we trying to achieve?.
How does RBA work?Simplifying and Maximizing Organizational Impact Data
Population Accountability
Performance AccountabilityAbout the well-being of whole populations
Neighborhoods - Cities - Counties
Result: A condition of well being that we want to achieve for a given population
• Youth succeeding in school • A Clean environment• A Safe community
Indicator: A measure that helps quantify the achievement of a Result
• Graduation rate• Air quality index• Crime rate
Establish programs (agencies, service systems etc.) that can positively affect these indicators.
About the well-being of client populations
Program: A program, agency, or service system that is helping to achieve our Result
Performance Measure: A measure of how well our programs are serving the people that they reach
• How much did we do?• How well did we do it?• Is anyone better off?
The client base that is directly impacted by a program
Because our client base is typically smaller than our whole population, we must establish ways to measure our performance in the context of those that we reach.
How does RBA work?Simplifying and Maximizing Organizational Impact Data
Population Accountability
Performance AccountabilityAbout the well-being of whole populations
Neighborhoods - Cities - Counties
Result: A condition of well being that we want to achieve for a given population
•Youth succeeding in school • A healthy environment• A Safe community
Indicator: A measure that helps quantify the achievement of a Result
• Graduation rate• Air quality index• Crime rate
About the well-being of client populations
Program: A program, agency, or service system that is helping to achieve our Result
Performance Measure: A measure of how well our programs are serving the people that they reach
• How much did we do?• How well did we do it?• Is anyone better off?
The people who are directly affected by a program
Use this information to make transparent, data-driven decisions
Second Key Principle of RBA:
How does RBA work?Simplifying and Maximizing Organizational Impact Data
Population Accountability
Performance Accountability
① What is the condition of well-being that you want for your community?
② How will you measure it? (Indicators)③ How are we doing on the indicators?
(baseline and forecast)④ What is the story behind the data?⑤ Who are our partners with a role
to play?⑥ What works to do better?⑦ What do we propose to do?
① Who are your customers?② How can you measure if your
customers are better off? How can you measure the quality of the service you provide?
③ How are we doing on these measures? (baseline and forecast)
④ What is the story behind the data?⑤ Who are our partners with a role
to play?⑥ What works to do better?⑦ What do you propose to do?
Seven Questions of RBA Simplifying and Maximizing Organizational Impact Data
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Story behind the baseline
Partners (with a role to play in turning the curve)
What Works
Action Plan (w/ Budget)
Performance Measure:
% of after school participants reading at grade level
Start at the End
Work Backwards to Means
Turn-the-Curve Thinking Talk to Action
“All Performance Measures
that have ever existed
in the history of the universe
involve answering two sets of
interlocking questions.”
HowMuchdid we do?
( # )
HowWell
did we do it?
( % )
Quantity Quality
Program Performance Measures
EffortHow hard did we try?
EffectIs anyone better off?
Program Performance Measures
Effort
Effect
HowMuch
HowWell
Program Performance Measures
How much did we do?
Program Performance Measures
How welldid we do it?
Is anyonebetter off?
Quantity Quality
Effe
ct
Effo
rt
# %
How much did we do?
Education
How well did we do it?
Is anyone better off?
Quantity Quality
Effe
ct
E
ffort Number of
studentsStudent-teacher
ratio
Number ofhigh schoolgraduates
Percent ofhigh schoolgraduates
How much did we do?
Education
How well did we do it?
Is anyone better off?
Quantity Quality
Effe
ct
E
ffort Number of
studentsStudent-teacher
ratio
Percent of 9th graders whoenter college or
employment after graduation
Number of 9th graders whoenter college or
employment after graduation
How much did we do?
The Matter of Control
How well did we do it?
Is anyone better off?
MoreControl
Quantity Quality
Effe
ct
E
ffort
LessControl
Partnerships needed to improve performance
How much did we do?
Separating the Wheat from the ChaffTypes of Measures Found in Each Quadrant
How well did we do it?
Is anyone better off?
# Clients/customers served
# Activities (by type of activity)
% Common measurese.g. client staff ratio, workload ratio, staffturnover rate, staff morale, % staff fully trained, % clients seen in their own language,worker safety, unit cost
% Skills / Knowledge (e.g. parenting skills)
#
% Attitude / Opinion (e.g. toward drugs)
#
% Behavior (e.g. school attendance)
#
% Circumstance (e.g. working, in stable housing)
#
% Activity-specific measures
e.g. % timely, % clients completing activity, % correct and complete, % meeting standard
Point in Time vs. Point to Point
Improvement
Q1 How much do you do?# of target population served:# of 6th grade boys served# of 7th grade boys served# of boys referred by juvenile services# of boys from lower SES served# of activities:# hours of homework help# of sporting events# of art classes# prevention workshops# of nutrition classes
Q2: How Well do you do it?Common Measures:Staff turnover rate% of staff speaking a second languageStaff to student ratio% of activities where class size is less than 20% of staff certified in Youth Worker Methods% of staff with training in good nutritionQuality Measure for each activity:% of staff with experience in subjects% of teachers saying children’s homework has improved% of youth signing up for sporting events% of youth saying art classes are fun% of prevention programs scoring a 4.0 or higher on the Youth Program Quality Assessment% of youth signing up for nutrition classes
Q3: Is anyone better off? (#)# of students served who learned a new skill# of students who have learned how to prepare healthy meals# of youth with improved social skills# of students who take up a new sport or hobby# of students with an increase in social skills# of students with improved school attendance# of students with improved grades# of students with reduced suspensions# of students who have lost weight or maintained a healthy weight
Q 4: Is anyone better off (%)% of students served who learned a new skill% of students who have learned how to prepare a healthy meal% of youth with improved social skills% of students who take up a new sport or hobby% of students with an increase in social skills% of students with improved school attendance% of students with improved grades% of students with reduced suspensions% of students who have lost weight or maintained a healthy weight
Program: After School Program Customers: Middle School BoysM
easu
res
in re
d =
data
ava
ilabl
e
Q1 How much do you do?# of customers served:# of 6th grade boys served# of 7th grade boys served# of boys referred by juvenile services
Q2: How Well do you do it? Headline Measures:% of staff certified in Youth Worker Methods% of youth signing up for nutrition classes
Q3: Is anyone better off? (#)Headline Measures:# of students taking up a new sport or hobby# of students who have lost weight or maintained a healthy weight
Q 4: Is anyone better off (%)Headline Measures:% of students taking up a new sport or hobby% of students who have lost weight or maintained a healthy weight
Program: After School Program Customers: Middle School Boys
• Facilitates transparency and collaboration• Systematically supports decision making with data• Helps organizations align the performance of
programs and initiatives with the impact they create in the community.
www.resultsscorecard.com
www.resultscorecard.com
Let’s talk lexicon
What is information?
Assessing your data and business systems
What is data?
Assess your data and business systems
Simplifying and Maximizing Organizational Impact Data
1. How do you currently track data for your performance measures?
2. Who do you share performance measures with? Who internally? Who externally? In what format do you use to share this information?
3. What are the top 3-5 challenges you and your organization face with tracking data, organizing the data into information and sharing it with others?
Challenges often faced …
Simplifying and Maximizing Organizational Impact Data
•
•
•
•
•
•
•
•
•
•
•
Simplifying and Maximizing Organizational Impact Data
Excel filesExcel
filesExcel files
Case mgmt/
enterprise database
Free 3rd party toolsExcel filesExcel
filesWordfiles
File Server
Email blast system
Access databases
Paper files
Paper forms
Email system
Website Content Mgmt
System
Donor/ Contact mgmt
database
Business systems can consist of …
Accounting system
People transition The actual technology
80 percent of the success of any initiative depends on how effectively the people transition to new processes. 20 percent depends on the actual technology solution.
People
Process
and
Technology
What determines success?
80%
20%
Addressing the pain and business needsSimplifying and Maximizing Organizational Impact Data
Existing business systemsEpiphany
Kee
p an
d im
prov
e
• Establish and implement changes
1
Explore
options
• Software selection process• Select solution(s)• Implementation
• Realization that there must be a better way
2
3
Decide a path
Take action
Significant opportunity for transformation
What we’ll talk about today
3 to 6 months
30
Planning Requirements& Research
RFP FinalDemos
ContractDueDiligence
Timeline expectationsSimplifying and Maximizing Organizational Impact Data
Activities• Organize Discovery Team
• Blessing and/or involvement of Sr. Management
• Confirm/Refine Business Case
Milestones/Deliverables• Detailed Project Plan
– Scope – Schedule– Structure
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Planning Requirements & Research
RFP FinalDemos
ContractDueDiligence
Objective: Begin with the end in mind
Project PlanningSimplifying and Maximizing Organizational Impact Data
This is an organizational development and capacity building project with strategic value to the whole organization.
Requirements Analysis Activities• Conduct discovery meetings/interviews
• Audit existing business processes and systems
• Draft Statement of Requirements
• Prioritize Requirements
Milestones/Deliverables• Draft Statement of Requirements
document
Objective: Analyze, document, prioritize requirements for ideal system
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Planning Requirements& Research
RFP FinalDemos
ContractDueDiligence
Requirements & ResearchSimplifying and Maximizing Organizational Impact Data
Must start here, not with researching options and seeing demos.
Vendor Research Tasks• Research vendors & products compared to
your requirements
• Conduct Initial Vendor Demonstrations (these are virtual)
• Create a Short List
Milestones/Deliverables• Vendor Interview Questionnaire
• Revised Statement of Requirements
• Vendor Short List (3 – 5 vendors)
• Vendor Comparison Matrix
Objective: Gain overview of software product/vendor landscape
33
Planning Requirements& Research
RFP FinalDemos
ContractDueDiligence
Requirements & Research cont.Simplifying and Maximizing Organizational Impact Data
Tasks• Develop RFP
• Evaluate Vendor Responses
• Select Vendor Finalists
Milestones/Deliverables• RFP & Proposal Template
– Highlight Business Drivers– Statement of Requirements– Vendor Background & Financial
Performance– References– 3-5 Year TCO– HW/SW Requirements
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Objective: Apples to apples vendor proposal comparison
PlanningRequirements
& Research RFP FinalDemos
ContractDueDiligence
Request for ProposalSimplifying and Maximizing Organizational Impact Data
Activities• Develop Vendor Demonstration Script
• Conduct Final Demonstrations
• Select 1st and 2nd Choice
Milestones/Deliverables• Vendor Demonstration Script
• Vendor Comparison Matrix
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Objective: See product in action ... “Prove it to us” … Evaluate partnership potential.
Planning Requirements& Research
RFP FinalDemos
ContractDueDiligence
Final DemosSimplifying and Maximizing Organizational Impact Data
Activities• Explore vendor financial strength
• Contact vendor references
• Contact independently sourced references
• Conduct site visit of other customers using the product
Milestones/Deliverables• Final vendor selected
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Objective: Validate & confirm vendor selection decision
Planning Requirements& Research
RFP FinalDemos
ContractDueDiligence
Due DiligenceSimplifying and Maximizing Organizational Impact Data
Activities
• Negotiate, negotiate, negotiate !!!
• Legal counsel review
Milestones/Deliverables
• Signed Contract
37
Objective: Secure optimal pricing & terms
Planning Requirements& Research
RFP FinalDemos
ContractDueDiligence
ContractingSimplifying and Maximizing Organizational Impact Data
But this is just the beginning …
38
• Business process decisions and design -> design document• Configuration by vendor• Sign off on vendor design specifications• Developing case scenarios• Data clean-up and data migration• Establish Quality standards • Testing of system … test again, and again and again • Training & learning• Change management and transition support throughout• Go-live• Process accountability
And … an open mind and flexibility
Simplifying and Maximizing Organizational Impact Data
Next is
Implementation involves:
Features of case mgmt systems
• Case Management
• Calendaring/Scheduling – varies and most systems it is very limited
• Tracking of Service Providers/Community Resources
• Ability to have Service Plan and/or Goal setting and track progress
• Self-sufficiency matrix - varies
• Workflow automation: To do’s, email alerts in system
• Volunteer management
• Reporting – and some have graphics
• And more …
Simplifying and Maximizing Organizational Impact Data
Notable case mgmt systems in the market
Simplifying and Maximizing Organizational Impact Data
The change journey©2009 Community IT Innovators (CITI)
“If we don’t change the direction we are headed, we will end up where we are going.”
- Chinese proverb
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