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YBI Global Forum, Monday: Strengthening our network - Performance measurement
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YBI Global Forum, Monday: Strengthening our network - Performance measurement


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  • Our team was....
  • We started by taking about how being a member of the YBI Network does or could add value to each of us as members
    We agreed that being part of a powerful global movement would add significant value, particularly by helping raise resources for the network
    But this requires robust data from each programme, aggregated at a global level, and today we concluded that this did not exist
    We believe that there are two reasons for this:
    That while some data is collected by YBI, the lack of visibility to members of how this data is used means that supplying this data is not a high priority so leading to a difficult collection process and incomplete or unreliable data
    We believed that some programmes lack a robust process for capturing this data, making the central data request particularly onerous
    Have we have seen, the first point will now be addressed within our work together to build the global network brand....
    So we have decided to make the focus of our project to investigate what we would need to have in place at a programme level to make being able to measure our network’s impact and effectiveness a clear strength
  • So next we discussed what we thought was required for effective global data capture and came up with two key requirements:
    First that the data must capture our impact – the number of businesses we help start or support etc. but also our EFFECTIVENESS - the sustainability and efficiency with which we deliver our impact. Demonstrating our effectiveness is already important but will be more important if we are asking for support from sophisticated global institutions that will require clear evidence of effectiveness when selecting the initiatives it will support
    The second requirement is that the data gathered for each YBP must be common, core and consistent
    Common to all YBPs – or why would they be in the network?
    Core to all YBPs – must be a significant part of what they do but need not be all that they do
    Consistently defined and understood
    From this, we decided that we would use our working group to test the following:
    [Talk through the 3 project focus areas as per graphic]
  • We will start by capturing how things are in programme today, to understand what key KPIs we track in the areas of impact and effectiveness
    We will then compare this data to see how consistently each programme understands the key performance indicators that we should be tracking. We anticipate that this will generate some interesting discussion even to investigating possible differences in how each programme understands the value it adds and therefore the value indicators it tracks
    We will also seek to understand the process by which the data is captured. The purpose of this is to start to develop a model for “best practice” around data collection and management that may help us understand how we can improve our collection and use of data
  • To help us with this we have developed a simple scoring mechanism to help our group evaluate the robustness of the process it uses to generate required data i.e. How properly embedded data collection is in how the programme is run on a weekly/monthly/quarterly basis
  • Our plan then is to assess what we have found out and using this develop an pilot implementation plan for how we will implement a common and agreed set of impact and effectiveness measures in the programmes in our working group
    The implementation process will have a heavy focus on working with each programme to understand what management processes and behaviours will need to be in place if the right data is to be captured in an efficient and sustainable way
    We expect that this work will quickly connect with work that YBI will be starting in the next few weeks in conjunction with London Business School which is looking at the “ideal” set of indicators for the network
    It will also overlap at some point with the OMS development process that we will have the opportunity to understand fully later this week. OMS will be a great tool for helping programmes manage data well.
    One of the key things we are expecting to find in our project which is consistent with the philosophy of the OMS , is that data will only be captured if it is useful to the YBPs themselves directly i.e. It is used by the YBP management team as part of the day-to-day management of the programme. We will be testing how the programmes in our group use data today
  • Finally I’d like to pass on some reflections on working on this project so fat and what it tells us
    Straightforwardly, our group has struggled so far to move forward as we would have wished. This has been because of many valid reasons including language barriers, difficulties with phone and internet systems, the summer vacation season and competing priorities that each member of our group has had to deal with
    I think though that we will always have good reasons for focusing on the many immediate needs of our own programmes. That will never change as long as we think of network-based things as being a “nice-to-do” if we have the time
    As per Andrew’s earlier comments. I think we are at a point where by working more and more as an aligned network we can create new levels of value for each member that has not been achievable in the past. But to do this we need to challenge our individual and collective PARADIGMS about what being a member of the network means and how we work together as part of it
  • Transcript

    • 1. Network Strategy – Working Group C Performance measurement: “Measuring network impact and effectiveness”
    • 2. Working Group C – Team members China Mde Gu Rick Zou Yimei McCabe CEO, Youth Business China Project Director, Youth Business China India Lakshmi Venkatesan CEO, BYST South Africa Mzwabantu Ntlangeni Director International Relations & Partnerships, National Youth Development Agency Sri Lanka Harin Malwatte Youth Business Sri Lanka
    • 3. Our project hypothesis • Being able to demonstrate the global impact of the network is one of the key mechanisms for adding network value to individual YBPs • Historically, the quality of the data collected at network level has not been sufficient for two reasons: 1. Low visibility for YBPs that the data was used in a way that added value to them – providing data to YBI not a priority 2. The process for collecting and aggregating the data was not adequate We decided to focus on how we measure network impact & effectiveness
    • 4. Requirements for effective global data capture Do we have a consistent understanding of what a YBP does and therefore of the impact we are trying to measure? Do we have consistent and appropriate definitions and metrics for impact and effectiveness? Do we have a process in each YBP that can reliably collect, analyse and report the data? 1 2 3 • Our global data set must cover the impact of our programmes and also our effectiveness • What is measured must be common, core and consistent • Our project will use our Working Group as a sample test the following:
    • 5. KPI Definition Process for collection Freq Usage Installation status* Youth businesses supported Number of qualifying business started or supported in period • Standard format data request sent to regions week after quarter end • Regions complete and return within 5 working data • Data compiled by Ops Director in Excel spreadsheet of historical data Quarterly • Data used to report to Board (every 6 months) • Data submitted to YBI Ops team quarterly 2 Jobs created Number of people directly employed by YBP-supported businesses • Questionnaire sent to all clients on our database asking them about their business • Responses compiled by Ops director Annually • Input to annual review and annual report • Data also used in marketing materials 3 Etc... Data evaluation template We will capture the following data for each key KPIs we track today focussing on what we measure, how we collect the data and how we use the information * see below
    • 6. 6 Installation status score Score Criteria 0 Not measured/tracked 1 Gathered if requested 2 Regularly gathered and recorded 3 Routinely gathered with clear process, responsibilities, format and analysis 4 Routinely gathered and used as standard input into programme management process As well as identifying what KPIs are measured, we will also assess the robustness of the process that collects the data using the scoring system below:
    • 7. 7 Project implementation Agree project objective and approach Conduct individual assessments & compare findings Design common KPI framework & pilot implementation process Conduct pilot implementations • Do we track the same KPIs? • Do we track the right KPIs? • Are the processes we use to generate our data robust? • What do we need to have in place to efficiently produce reliable data? • What KPI’s best allow us to demonstrate network impact? • How are they defined? • How are they measured? • How can data be gathered? • How do we support pilot implementation? • Implement in pilot YBPS with focus on: ― Data accuracy ― Implementing for sustainability ― Fit with/development of OMS • capture and feedback learnings *London School of Economics Working Group Working Group YBI /LSE* Working Group YBI
    • 8. Learnings from this project (so far) • Our team has struggled to create momentum in this project for lots of good reasons • But we will always be able to find “good reasons” for not being able to work on this sort of project • We need to change the current paradigm if we are to create more value for ourselves