performance management for nonprofits: simplifying and maximizing organization impact data

Co-PresentersKaren FinnSenior [email protected] www. resultsleadership.org

Katherine MowersSenior [email protected]

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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





• Youth succeeding in school • A Clean environment• A Safe community



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.






•Youth succeeding in school • A healthy environment• A Safe community



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:



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?


Effort

Effect

HowMuch

HowWell


How much did we do?


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



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



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



# 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


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 …


•

•

•

•

•

•

•

•

•

•

•


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

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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


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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RFP FinalDemos


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

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RFP FinalDemos


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


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.


RFP FinalDemos


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


RFP FinalDemos


Due DiligenceSimplifying and Maximizing Organizational Impact Data

Activities

• Negotiate, negotiate, negotiate !!!

• Legal counsel review

Milestones/Deliverables

• Signed Contract

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Objective: Secure optimal pricing & terms


RFP FinalDemos


ContractingSimplifying and Maximizing Organizational Impact Data

But this is just the beginning …

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• 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


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 …


Notable case mgmt systems in the market


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

performance management for nonprofits: simplifying and maximizing organization impact data

Business

result performance measure

organizational impact

current organizational

counties result

condition of wellbeing

based accountability

rba work

datadriven decisions