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Measure Your Organization’s Impact with Performance Management with Josie Alleman
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Measure Your Organization’s Impact with Performance Management with Josie Alleman


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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. …

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.

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  • 1. 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
  • 2. 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
  • 3. 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
  • 4. 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
  • 5. 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
  • 6. Success Story Latin American Youth Center – Residential program • Isaac Castillo, former Director of Learning and Evaluation
  • 7. 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
  • 8. 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
  • 9. 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.
  • 10. 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
  • 11. 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
  • 12. 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
  • 13. 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
  • 14. 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
  • 15. 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)
  • 16. Data Management System  Measure what you need to know  All levels must be invested and trained  Intentionality
  • 17. ETO – Participant Dashboard
  • 18. Goal Dashboard
  • 19. Staff Dashboard
  • 20. 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?
  • 21. “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”
  • 22. 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
  • 23. “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.
  • 24. • 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.”
  • 25. 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
  • 26. 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…
  • 27. 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 toward those results.
  • 28. Questions? Contact Information: