Measure Your Organization’s Impact with Performance Management July 25, 2013 Social Solutions is the leading provider of performance management software for human services, connecting efforts to outcomes, people to social services, and service providers and communities to funders. V1.2011
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Measure Your Organization’s Impact with Performance Management with Josie Alleman
In this webinar Josie Alleman, Strategic Initiatives Consultant at Social Solutions discusses how to discover the impact of your programs with performance management techniques and tools.
To view the recording please visit: https://www.blackbaud.com.au/notforprofit-events/webinars/past
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Measure Your Organization’s Impact with Performance
Management
July 25, 2013
Social Solutions is the leading provider of performance management software for human
services, connecting efforts to outcomes, people to social services, and service providers
and communities to funders. V1.2011
Social Solutions Company Overview
“To Challenge and Equip Organizations to Turn Good Intent into
Measurable Change by Relating Efforts to Outcomes”
Founded By
Former
Case Managers
In 2000
Chosen by
Thousands of High-
Impact Organizations
100+ Employees
Founders
We will be covering. . .
What is performance management?
The difference between performance management and
evaluation
What it means to become performance driven
How to become performance driven
Resources for performance management
What is Performance Management?
Understanding what is and is not working
Making ongoing adjustments as
needed
Continuing to improve (ongoing process)
Active Monitoring
of Data
The goal is to optimize
your chances for
achieving outcomes
Performance Management
Isaac Castillo, 2011, ETOlution
Past
• Funders decide what data is to be collected
• Satisfy reporting requirements only
• Data collected and reported and never to be used again
Present
• Human service agency decides on the data to be collected
• Data used to inform decision making to improve programs
• Utilize internal databases
Future
• Collecting data and sharing it with clients
• Clients will be partners
• Client friendly reporting
Success Story
Latin American Youth Center
– Residential program
• Isaac Castillo, former
Director of Learning and
Evaluation
2 Types of Performance Management
Strategic
Measuring the aggregate over
extended periods of time
Allows for making higher level decisions
Tactical
Measurements for day-to-day monitoring of
activities
Allows for front line staff to
make frequent adjustments
David Hunter, 2012, Working Hard and
Working Well
What is Evaluation?
Overall definition: An assessment of social programs.
Two types that we will discuss:
1. Formative
1. Are we doing what we say we are doing?
2. Are we serving who we say we are serving?
2. Summative
1. Are we accomplishing what we think we are accomplishing?
David Hunter, 2012, Working Hard and
Working Well
What is the
difference?
Performance
Management
Evaluation
Purpose •Ensure fidelity
•Plan and guide
improvements
•Understand performance
•Describe operations
•Assess effectiveness
Timing •Throughout the
program’s life
•Once or periodically
People responsible •Program staff •External evaluator
Benchmarks •Progress is measured
against key measures
•Progress is measured by
increases and decreases
in desired outcomes that
are predetermined
Walker, K.E. & Moore, K.A, 2011, Performance
management and evaluation: What’s the difference?.
Research-to-Results: Child Trends.
Targeting
Conduct
Needs
Assessment
Identify
Your
Population
Select Intervention,
Develop Logic Model
& Identify Indicators
Implement Program/Approach &
Conduct Ongoing Performance
Management
Conduct a Randomized-Controlled
Impact Evaluation
[if appropriate and feasible]
Collect Data on Performance & Outcome Measures
Conduct a Quasi-Experimental
Outcomes Evaluation
[once implementation issues are addressed]
Conduct an Implementation Evaluation
[once program operations are stable]
Moore, K. A., Walker, K. & Murphey, D.(2011). Performance Management:
The Neglected Step in Becoming an Evidence-Based Program, in Morino,
M., Weiss, L. & Collins, C., Leap of Reason (111-.116). Washington, D.C.:
Venture Philanthropy Partners.
Becoming Performance Driven
Performance Leadership
“Relentless Operational Leaders”
• Focused on making the current situation better
“Results Focused Managers”
• Making sure that the existing program works well
David Hunter, 2013, Working Hard
and Working Well
Management Structure
“Accountability system”
• Staff to Managers
• Managers to Staff
“Results based budgeting”
• Staff competencies
• Data Management System
David Hunter, 2013, Working Hard and Working
Well
Information and Knowledge
“Measuring and Monitoring”
• What you need to know about in order to determine whether or not you are doing a good job.
“Evaluations”
• Assessment
David Hunter, 2013, Working Hard and Working
Well
What is Theory of Change?
How we effect change
▫ Overarching set of formal relationships presumed to exist for
A defined population
The intended outcomes that are the focus of the organization’s work
The logic model for producing the intended outcomes
▫ Should be
Meaningful to stakeholders
Plausible in that it conforms to common sense
Doable with available resources
Measurable
Mario Marino, 2011, Leap of Reason
What is a logic model?
Logically related parts of a program
▫ Shows links between
Program objectives
Program activities
Expected outcomes
Makes clear
▫ Who will be served
▫ What should be accomplished
▫ How it will be done (specifically)
Data Management System
Measure what you need to know
All levels must be invested and trained
Intentionality
ETO – Participant Dashboard
Goal Dashboard
Staff Dashboard
Framework for Success
Are you working with the correct Target Population?
▫ Are you trying to be everything to everyone?
Are you providing the most appropriate services for that
population?
▫ Have the programs/services been proven to be effective
for that population?
Are those services being provided at the appropriate
frequency/dosage?
▫ Can you expect positive outcome results at a low
frequency of services provided?
Can you demonstrate program quality?
▫ i.e. customer satisfaction
Does your staff have the competencies to be most effective?
▫ Do you invest in professional development?
Are you collecting aggregate data?
▫ Are we doing what we are promising to do?
“We’re lost, but making good time”
Why do most nonprofits NOT manage to performance?
▫Not encouraged or supported to manage well
▫Do not recognize and reward good management
▫Funders don’t provide financial support needed
▫Nonprofits are a function of what funders require
▫Cutting costs undermines the pursuit of impact
▫Fear that information will be used against them
▫Lack of respect for soft outcomes
▫Too much focus on the mechanics of measurement
and not what the data reveal.
Mario Marino – “Leap of Reason”
Can we identify a high performing
organization?
Does the organization have:
1. Clarity of mission
2. Track record of being mission driven
3. Intentional review of activities
4. Accountability system
5. Budgeting for performance
6. Measuring/monitoring
7. Use of data to make adjustments (tactical or strategically)
8. Evaluation – evidence for likely program impact
9. Fidelity of program delivery
David Hunter, 2013, Working
Hard and Working Well
“Leap of Reason – Managing to Outcomes in
an Era of Scarcity”
Mario Marino - Venture Philanthropy
Partners
Managing to Outcomes
▫ Investing in continuous collection and
use of information to guide an
organizations decisions and
operations.
To What End?
▫ One end in mind – helping non profits
deliver greater benefits to those they
serve.
• David Hunter, PhD, Consultant
Companion to Leap of Reason
Practical guide to developing a
culture of performance
management
“Those who rely on social services in
order to overcome personal, economic,
and societal challenges need the social
sector to embrace performance
management, to ‘manage to outcomes’
with dedication, commitment, and
passion.”
Cultivating a Performance Oriented Culture
Requires significant culture shift. It is primarily
about culture and people, not numbers.
Outcomes and having a performance culture are
dependent on an attitude and mindset that must
come from within
Courageous leaders who foster a performance
culture
“Greatness is not a function of circumstance.
Greatness, it turns out, is largely a matter of
conscious choice, and discipline.” – Jim
Collins
Common misconceptions
We track a lot of data, does that make us a performance driven
organization?
▫ Do the staff and leadership have access to that data?
▫ Do they use that data to drive their decisions?
▫ Do you and your staff know why you are tracking the information?
We would love to monitor the effectiveness of certain staff because
we suspect they aren’t doing their jobs well.
▫ Nonprofits folks don’t come to their jobs for the pay.
▫ This should not be a punitive process.
▫ The idea is to focus on WHAT WORKS and replicate it.
We just went through a strategic planning process and
implemented many changes based on the data, are we
performance driven?
This is not a one shot deal. This should be daily, weekly,
monthly…monitoring…
Patrick Corvington, CEO,
Corporation for National and Community Service
“The issues we face everyday are too big to be left to one leader,
one organization or even one government. But more than that, they
are too big and their success too critical to be left to the chance of
good intentions. These problems will be solved only with the
courage to stand for something that matters – to stand for results.
In order to step up to this challenge, we need to reconnect with that
part of our souls that drives us to make a difference no matter what
the odds. It’s this passion that inspires me and you to take our work
to the next level so that instead of saying “I hope I made a
difference” we can say “I know I made a difference.”
But what does that mean?
Focus on a narrow set of outcomes and drive relentlessly