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Co-Presenters <ul><li>Karen Finn </li></ul><ul><li>Senior Consultant </li></ul><ul><li>karen@resultsleadership.org  </li><...
Session Overview <ul><ul><ul><li>Identify most important performance measures </li></ul></ul></ul><ul><ul><ul><li>High-lev...
The change journey ©2009 Community IT Innovators (CITI) “ If we don’t change the direction we are headed, we will end up w...
<ul><li>RBA is a framework for public-sector organizations and communities to use data in a disciplined way to take action...
Population Accountability Performance Accountability About the well-being of  whole populations Neighborhoods - Cities - C...
Population Accountability Performance Accountability About the well-being of  whole populations Neighborhoods - Cities - C...
Population Accountability Performance Accountability About the well-being of  whole populations Neighborhoods - Cities - C...
Population Accountability Performance Accountability <ul><li>What is the condition of well-being that you want for your co...
Story behind the baseline Partners   (with a role to play in turning the curve) What Works Action Plan (w/ Budget) Perform...
“ All Performance Measures that have ever existed in the history of the universe involve answering two sets of interlockin...
How Much did we do? ( # ) How Well did we do it? ( % ) Quantity Quality Program Performance Measures
Effort How hard did we try? Effect Is anyone better off? Program Performance Measures
Program Performance Measures Effort Effect How Much How Well
How much did we do? Program Performance Measures How well did we do it? Is anyone better off? Quantity Quality Effect  Eff...
How much did we do? Education How well did we do it? Is anyone better off? Quantity Quality Effect  Effort Number of stude...
How much did we do? Education How well did we do it? Is anyone better off? Quantity Quality Effect  Effort Number of stude...
How much did we do? The Matter of Control How well did we do it? Is anyone better off? More Control Quantity Quality Effec...
How much did we do? Separating the Wheat from the Chaff Types of Measures Found in Each Quadrant How well did we do it? Is...
Program: After School Program  Customers:  Middle School Boys Measures in  red  = data available Q1  How much do you do? #...
Program: After School Program  Customers:  Middle School Boys Q1  How much do you do? # of customers served: # of 6 th  gr...
<ul><ul><ul><li>Facilitates transparency and collaboration </li></ul></ul></ul><ul><ul><ul><li>Systematically supports dec...
www.resultscorecard.com
 
Let’s talk lexicon What is information? What is data? Assessing your data and business systems
Assess your data and business systems <ul><ul><ul><li>How do you currently track data for your performance measures?  </li...
Challenges often faced … Simplifying and Maximizing Organizational Impact Data
Excel files Excel files Excel files Case mgmt/ enterprise database Free 3 rd  party tools Excel files Excel files Word fil...
80 percent  of the success of any initiative depends on  how effectively the people transition  to  new processes.  20 per...
Addressing the pain and business needs Existing business systems Epiphany Keep  and   improve <ul><li>Establish and    imp...
<ul><li>3 to 6 months </li></ul>Planning Requirements & Research RFP Final Demos Contract Due Diligence Timeline expectati...
<ul><li>Activities </li></ul><ul><li>Organize Discovery Team </li></ul><ul><li>Blessing and/or involvement of Sr. Manageme...
<ul><li>Requirements Analysis Activities </li></ul><ul><li>Conduct discovery meetings/interviews </li></ul><ul><li>Audit e...
<ul><li>Vendor Research Tasks </li></ul><ul><li>Research vendors & products compared to your requirements </li></ul><ul><l...
<ul><li>Tasks </li></ul><ul><li>Develop RFP </li></ul><ul><li>Evaluate Vendor Responses </li></ul><ul><li>Select Vendor Fi...
<ul><li>Activities </li></ul><ul><li>Develop Vendor Demonstration Script </li></ul><ul><li>Conduct Final Demonstrations </...
<ul><li>Activities </li></ul><ul><li>Explore vendor financial strength </li></ul><ul><li>Contact vendor references </li></...
<ul><li>Activities </li></ul><ul><li>Negotiate, negotiate, negotiate !!! </li></ul><ul><li>Legal counsel review </li></ul>...
But this is just the beginning …
<ul><li>Business process decisions and design -> design document </li></ul><ul><li>Configuration by vendor </li></ul><ul><...
Features of case mgmt systems <ul><li>Case Management </li></ul><ul><li>Calendaring/Scheduling – varies and most  systems ...
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 w...
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Performance Management for Nonprofits: Simplifying and Maximizing Organization Impact Data

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Get introduced to the tools necessary to optimize your organization’s current data, enabling you to turn data into information to tell the story of the organization’s impact in a powerful way. Contact Karen Finn of Results Leadership Group and/or Katherine Mowers of Community IT Innovators to explore how you can simplify and maximize your organization's impact data.

This presentation includes:

1. An overview of Results-based Accountability and an approach for identifying impact performance measures (activity during workshop session);
2. Where to start to assess your current organizational data and business systems in light of these performance measures;
3. An introduction to a process for reviewing software and determining a system that will be most useful to the organization’s operations.
4. An overview of software options used to support performance management, demonstrate impact and help to strategically plan for improvements.

We are happy to have a conversation about where you are at - and where you want to go - with your performance management and nonprofit business systems.

Published in: Business, Technology
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Performance Management for Nonprofits: Simplifying and Maximizing Organization Impact Data

  1. 1. Co-Presenters <ul><li>Karen Finn </li></ul><ul><li>Senior Consultant </li></ul><ul><li>karen@resultsleadership.org </li></ul><ul><li>www. resultsleadership.org </li></ul><ul><li>Katherine Mowers </li></ul><ul><li>Senior Consultant </li></ul><ul><li>[email_address] </li></ul><ul><li>www.citidc.com </li></ul>Simplifying and Maximizing Organizational Impact Data
  2. 2. Session Overview <ul><ul><ul><li>Identify most important performance measures </li></ul></ul></ul><ul><ul><ul><li>High-level assessment of your current organizational data and business systems </li></ul></ul></ul><ul><ul><ul><li>Learn a process to review software </li></ul></ul></ul><ul><ul><ul><li>Learn about software options </li></ul></ul></ul><ul><ul><ul><li>And learn from the of others in the room </li></ul></ul></ul>Simplifying and Maximizing Organizational Impact Data
  3. 3. 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
  4. 4. <ul><li>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. </li></ul><ul><li>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. </li></ul><ul><li>Currently being used to improve services in over 40 US states and 8 Countries. </li></ul><ul><li>Designed to: </li></ul><ul><ul><li>be simple </li></ul></ul><ul><ul><li>use common sense </li></ul></ul><ul><ul><li>use plain language </li></ul></ul><ul><ul><li>require a minimal amount of paper </li></ul></ul><ul><ul><li>be useful to people implementing it </li></ul></ul>What is Results-Based Accountability Simplifying and Maximizing Organizational Impact Data
  5. 5. Population Accountability Performance Accountability About 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 <ul><li>Youth succeeding in school </li></ul><ul><li>A healthy environment </li></ul><ul><li>A Safe community </li></ul>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 <ul><li>Graduation rate </li></ul><ul><li>Air quality index </li></ul><ul><li>Crime rate </li></ul>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
  6. 6. Population Accountability Performance Accountability About the well-being of whole populations Neighborhoods - Cities - Counties Result: A condition of well being that we want to achieve for a given population <ul><li>Youth succeeding in school </li></ul><ul><li>A Clean environment </li></ul><ul><li>A Safe community </li></ul>Indicator: A measure that helps quantify the achievement of a Result <ul><li>Graduation rate </li></ul><ul><li>Air quality index </li></ul><ul><li>Crime rate </li></ul>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 <ul><li>How much did we do? </li></ul><ul><li>How well did we do it? </li></ul><ul><li>Is anyone better off? </li></ul>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
  7. 7. Population Accountability Performance Accountability About the well-being of whole populations Neighborhoods - Cities - Counties Result: A condition of well being that we want to achieve for a given population <ul><li>Youth succeeding in school </li></ul><ul><li>A healthy environment </li></ul><ul><li>A Safe community </li></ul>Indicator: A measure that helps quantify the achievement of a Result <ul><li>Graduation rate </li></ul><ul><li>Air quality index </li></ul><ul><li>Crime rate </li></ul>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 <ul><li>How much did we do? </li></ul><ul><li>How well did we do it? </li></ul><ul><li>Is anyone better off? </li></ul>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
  8. 8. Population Accountability Performance Accountability <ul><li>What is the condition of well-being that you want for your community? </li></ul><ul><li>How will you measure it? (Indicators) </li></ul><ul><li>How are we doing on the indicators? (baseline and forecast) </li></ul><ul><li>What is the story behind the data? </li></ul><ul><li>Who are our partners with a role to play? </li></ul><ul><li>What works to do better? </li></ul><ul><li>What do we propose to do? </li></ul><ul><li>Who are your customers? </li></ul><ul><li>How can you measure if your customers are better off? How can you measure the quality of the service you provide? </li></ul><ul><li>How are we doing on these measures? (baseline and forecast) </li></ul><ul><li>What is the story behind the data? </li></ul><ul><li>Who are our partners with a role to play? </li></ul><ul><li>What works to do better? </li></ul><ul><li>What do you propose to do? </li></ul>Seven Questions of RBA Simplifying and Maximizing Organizational Impact Data
  9. 9. 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
  10. 10. “ All Performance Measures that have ever existed in the history of the universe involve answering two sets of interlocking questions.”
  11. 11. How Much did we do? ( # ) How Well did we do it? ( % ) Quantity Quality Program Performance Measures
  12. 12. Effort How hard did we try? Effect Is anyone better off? Program Performance Measures
  13. 13. Program Performance Measures Effort Effect How Much How Well
  14. 14. How much did we do? Program Performance Measures How well did we do it? Is anyone better off? Quantity Quality Effect Effort # %
  15. 15. How much did we do? Education How well did we do it? Is anyone better off? Quantity Quality Effect Effort Number of students Student-teacher ratio Number of high school graduates Percent of high school graduates
  16. 16. How much did we do? Education How well did we do it? Is anyone better off? Quantity Quality Effect Effort Number of students Student-teacher ratio Percent of 9 th graders who enter college or employment after graduation Number of 9 th graders who enter college or employment after graduation
  17. 17. How much did we do? The Matter of Control How well did we do it? Is anyone better off? More Control Quantity Quality Effect Effort Less Control Partnerships needed to improve performance
  18. 18. How much did we do? Separating the Wheat from the Chaff Types 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 measures e.g. client staff ratio, workload ratio, staff turnover 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
  19. 19. Program: After School Program Customers: Middle School Boys Measures in red = data available Q1 How much do you do? # of target population served: # of 6 th grade boys served # of 7 th 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 language Staff 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 nutrition Quality 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
  20. 20. Program: After School Program Customers: Middle School Boys Q1 How much do you do? # of customers served: # of 6 th grade boys served # of 7 th 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
  21. 21. <ul><ul><ul><li>Facilitates transparency and collaboration </li></ul></ul></ul><ul><ul><ul><li>Systematically supports decision making with data </li></ul></ul></ul><ul><ul><ul><li>Helps organizations align the performance of programs and initiatives with the impact they create in the community. </li></ul></ul></ul>www.resultsscorecard.com
  22. 22. www.resultscorecard.com
  23. 24. Let’s talk lexicon What is information? What is data? Assessing your data and business systems
  24. 25. Assess your data and business systems <ul><ul><ul><li>How do you currently track data for your performance measures? </li></ul></ul></ul><ul><ul><ul><li>Who do you share performance measures with? Who internally? Who externally? In what format do you use to share this information? </li></ul></ul></ul><ul><ul><ul><li>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? </li></ul></ul></ul>Simplifying and Maximizing Organizational Impact Data
  25. 26. Challenges often faced … Simplifying and Maximizing Organizational Impact Data
  26. 27. Excel files Excel files Excel files Case mgmt/ enterprise database Free 3 rd party tools Excel files Excel files Word files 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 Simplifying and Maximizing Organizational Impact Data
  27. 28. 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. <ul><ul><ul><li>People </li></ul></ul></ul><ul><ul><ul><li>Process </li></ul></ul></ul>and <ul><ul><ul><li>Technology </li></ul></ul></ul>What determines success? 80% 20%
  28. 29. Addressing the pain and business needs Existing business systems Epiphany Keep and improve <ul><li>Establish and implement changes </li></ul>1 Explore options <ul><li>Software selection process </li></ul><ul><li>Select solution(s) </li></ul><ul><li>Implementation </li></ul><ul><li>Realization that there must be a better way </li></ul>2 3 Decide a path Take action Significant opportunity for transformation What we’ll talk about today Simplifying and Maximizing Organizational Impact Data
  29. 30. <ul><li>3 to 6 months </li></ul>Planning Requirements & Research RFP Final Demos Contract Due Diligence Timeline expectations Simplifying and Maximizing Organizational Impact Data
  30. 31. <ul><li>Activities </li></ul><ul><li>Organize Discovery Team </li></ul><ul><li>Blessing and/or involvement of Sr. Management </li></ul><ul><li>Confirm/Refine Business Case </li></ul><ul><li>Milestones/Deliverables </li></ul><ul><li>Detailed Project Plan </li></ul><ul><ul><li>Scope </li></ul></ul><ul><ul><li>Schedule </li></ul></ul><ul><ul><li>Structure </li></ul></ul>Planning Requirements & Research RFP Final Demos Contract Due Diligence Objective: Begin with the end in mind Project Planning This is an organizational development and capacity building project with strategic value to the whole organization. Simplifying and Maximizing Organizational Impact Data
  31. 32. <ul><li>Requirements Analysis Activities </li></ul><ul><li>Conduct discovery meetings/interviews </li></ul><ul><li>Audit existing business processes and systems </li></ul><ul><li>Draft Statement of Requirements </li></ul><ul><li>Prioritize Requirements </li></ul><ul><li>Milestones/Deliverables </li></ul><ul><li>Draft Statement of Requirements document </li></ul>Objective: Analyze, document, prioritize requirements for ideal system Planning Requirements & Research RFP Final Demos Contract Due Diligence Requirements & Research Must start here, not with researching options and seeing demos. Simplifying and Maximizing Organizational Impact Data
  32. 33. <ul><li>Vendor Research Tasks </li></ul><ul><li>Research vendors & products compared to your requirements </li></ul><ul><li>Conduct Initial Vendor Demonstrations (these are virtual) </li></ul><ul><li>Create a Short List </li></ul><ul><li>Milestones/Deliverables </li></ul><ul><li>Vendor Interview Questionnaire </li></ul><ul><li>Revised Statement of Requirements </li></ul><ul><li>Vendor Short List (3 – 5 vendors) </li></ul><ul><li>Vendor Comparison Matrix </li></ul>Objective: Gain overview of software product/vendor landscape Planning Requirements & Research RFP Final Demos Contract Due Diligence Requirements & Research cont. Simplifying and Maximizing Organizational Impact Data
  33. 34. <ul><li>Tasks </li></ul><ul><li>Develop RFP </li></ul><ul><li>Evaluate Vendor Responses </li></ul><ul><li>Select Vendor Finalists </li></ul><ul><li>Milestones/Deliverables </li></ul><ul><li>RFP & Proposal Template </li></ul><ul><ul><li>Highlight Business Drivers </li></ul></ul><ul><ul><li>Statement of Requirements </li></ul></ul><ul><ul><li>Vendor Background & Financial Performance </li></ul></ul><ul><ul><li>References </li></ul></ul><ul><ul><li>3-5 Year TCO </li></ul></ul><ul><ul><li>HW/SW Requirements </li></ul></ul>Objective: Apples to apples vendor proposal comparison Planning Requirements & Research RFP Final Demos Contract Due Diligence Request for Proposal Simplifying and Maximizing Organizational Impact Data
  34. 35. <ul><li>Activities </li></ul><ul><li>Develop Vendor Demonstration Script </li></ul><ul><li>Conduct Final Demonstrations </li></ul><ul><li>Select 1 st and 2 nd Choice </li></ul><ul><li>Milestones/Deliverables </li></ul><ul><li>Vendor Demonstration Script </li></ul><ul><li>Vendor Comparison Matrix </li></ul>Objective: See product in action ... “Prove it to us” … Evaluate partnership potential. Planning Requirements & Research RFP Final Demos Contract Due Diligence Final Demos Simplifying and Maximizing Organizational Impact Data
  35. 36. <ul><li>Activities </li></ul><ul><li>Explore vendor financial strength </li></ul><ul><li>Contact vendor references </li></ul><ul><li>Contact independently sourced references </li></ul><ul><li>Conduct site visit of other customers using the product </li></ul><ul><li>Milestones/Deliverables </li></ul><ul><li>Final vendor selected </li></ul>Objective: Validate & confirm vendor selection decision Planning Requirements & Research RFP Final Demos Contract Due Diligence Due Diligence Simplifying and Maximizing Organizational Impact Data
  36. 37. <ul><li>Activities </li></ul><ul><li>Negotiate, negotiate, negotiate !!! </li></ul><ul><li>Legal counsel review </li></ul><ul><li>Milestones/Deliverables </li></ul><ul><li>Signed Contract </li></ul>Objective: Secure optimal pricing & terms Planning Requirements & Research RFP Final Demos Contract Due Diligence Contracting Simplifying and Maximizing Organizational Impact Data
  37. 38. But this is just the beginning …
  38. 39. <ul><li>Business process decisions and design -> design document </li></ul><ul><li>Configuration by vendor </li></ul><ul><li>Sign off on vendor design specifications </li></ul><ul><li>Developing case scenarios </li></ul><ul><li>Data clean-up and data migration </li></ul><ul><li>Establish Quality standards </li></ul><ul><li>Testing of system … test again, and again and again </li></ul><ul><li>Training & learning </li></ul><ul><li>Change management and transition support throughout </li></ul><ul><li>Go-live </li></ul><ul><li>Process accountability </li></ul>And … an open mind and flexibility Next is Implementation involves: Simplifying and Maximizing Organizational Impact Data
  39. 40. Features of case mgmt systems <ul><li>Case Management </li></ul><ul><li>Calendaring/Scheduling – varies and most systems it is very limited </li></ul><ul><li>Tracking of Service Providers/Community Resources </li></ul><ul><li>Ability to have Service Plan and/or Goal setting and track progress </li></ul><ul><li>Self-sufficiency matrix - varies </li></ul><ul><ul><ul><li>Workflow automation: To do’s, email alerts in system </li></ul></ul></ul><ul><ul><ul><li>Volunteer management </li></ul></ul></ul><ul><ul><ul><li>Reporting – and some have graphics </li></ul></ul></ul><ul><ul><ul><li>And more … </li></ul></ul></ul>Simplifying and Maximizing Organizational Impact Data
  40. 41. Notable case mgmt systems in the market Simplifying and Maximizing Organizational Impact Data
  41. 42. 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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