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Similar to Ours to win Flipping the argument for nonprofit effectiveness
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Ours to win Flipping the argument for nonprofit effectiveness
- 1. Ours to Win: Flipping the Argument for Nonprofit Measurement Effectiveness Daniel Hayden, Rare dhayden@rareconservation.org
- 2. 2 Two Key Points 1 2 Non-profits have a competitive advantage in creating impact measures You can use process measures to help you get to measuring impact
- 3. Founded: 1973 Central office: Arlington, VA, USA Regional offices: Indonesia, China, Mexico, Micronesia, Philippines Total staff globally: 120 # of countries Rare has worked in: 56 Our specialty: Social marketing to reduce environmental threats. Method Summary: Rare trains partners to run “Pride campaigns” that change attitudes and behaviors, provide sustainable alternatives, and help communities protect biodiversity at the local level. 3 Rare at a Glance
- 4. Measure Across the Project Program Goals Campaign Baseline Campaign Process Campaign Near-term Program Impact Campaign Sustainability • Focus groups • Quantitative Social Survey • Baseline Biophysical • Weekly Ops Reports • Monthly leading indicators • Quantitative Social Survey • Follow up Biophysical • Assess actual vs. goals • Lessons learned At about ½ of sites: • Quantitative Social Survey • Follow up Biophysical • Social goals • Biophysical goals 1 year 2 years 3- 5 years A Pride campaign is a 2 -3 year project lead by local partners that creates opportunities for local communities to adopt new behaviors and reduce threats to biodiversity.
- 5. 5 Two Key Points 1 2 Non-profits have a competitive advantage in creating impact measures You can use process measures to help you get to measuring impact
- 6. Flipping the Paradigm: Nonprofits Should Have Better Measurements than For Profits
- 7. Situation: For Profits Consistent, comparable, meaningless data Strengths + Standardized measurement systems (FASB, Tax laws, SEC, etc.) enable quick set up + Wall Street Measures (share price, revenue, costs) provide clear accountability Challenges ∆ Driven by quarterly targets ∆ Mission is not compelling or motivating ∆ Links between standard measures and value creation unclear
- 8. 8 Situation: Non-profits Innovative, challenging, impactful measures Strengths + Innovative measurement systems: Not constrained by FASB, Tax laws, SEC, etc. + Motivating and compelling mission + Enduring mission + Not constrained by short-term goals Challenges ∆ Easy measures don’t matter: e.g.: revenue, expenses, etc. ∆ Measures not comparable ∆ Requires more thought
- 9. 9 Mission-centered metrics can inspire change, motivate staff and engage donors
- 10. 10 Two Key Points 1 2 Non-profits have a competitive advantage in creating impact measures You can use process measures to help you get to measuring impact
- 11. How Rare Came to Measure Impact 1. Mission – Action Oriented 2. Commitment to Accountability 3. Belief in Organizational Transparency 4. Culture of “Courage to Take Risks” 5. Organizational Support 6. Long-term Planning and Patience
- 12. 12 1. Mission – Action Oriented Strategy Map Defines the Actions to Achieve Mission
- 13. 2. Commitment to Accountability Balance Scorecard Cascades & Cross Cuts Rare Measures Most Strategic Departmental Measures Strategy & Ops Individual Measures Ops Supporting Strategy
- 14. 14 3. Belief in Organizational Transparency Online, Open Reporting
- 15. 4. Culture of “Courage to Take Risks” We were not expected to get it right the first time CEO & COO Sr. Director Global Programs Internal Experts • Sets strategy and priorities • Signs off on goals • Manage processes • Aligns groups • Quality assurance • Ensure sound methodology • Align with key process • Ensure quality assurance Divisional Heads • Align with global goals • Set divisional goals We moved this responsibility from Finance to Global Programs Annual update sets new targets, refines measures and allows for some revisions CEO & COO Sr. Director Global Programs Divisional Heads
- 16. Program Development Team Quality Management & Improvement Global Programs • Manages the recruitment of partners • Helps select which partners and sites we should work with • Helps set standards for all Pride campaigns • Monitors campaigns against set goals • Designs training for programmatic staff • Creates training for our Pride campaign managers (partner staff) Pride Management Process Select Theme Recruit & select Partners Train & Support Partners Program Management Initial Planning Pride Campaign Execution Supporting Global Teams 1 1 1 2 2 3 3 16 4. Organization Support Measurement is integral to operations
- 17. 5. Long-term Planning and Patience To conserve imperiled species and ecosystems around the world, Rare inspires people to care about and protect nature. Our mission is protecting biodiversity, but realizing change isn’t easy … 1. Our programs tend to last just 2 to 3 years 2. Biodiversity rebounds over many years 3. Many factors affect biodiversity
- 18. 5.1 Our programs last just 2 to 3 years Ensure measurement systems are in place • For lots of reasons we chose to time constrain our programs to a few years • However, during the campaign we can measure the process Quarterly Measure the Implementation of Monitoring Protocols
- 19. 5.2 Biodiversity Rebounds Over Many Years Build partner commitment for long-term monitoring • Set goals to measure impact after the program ends • Get partners that are committed to measure Track Long-term Commitment to Monitoring
- 20. 5.3 Many Factors Affect Biodiversity Create an credible culture • Document all the factors that affect biodiversity • Focus on contribution to biodiversity improvements, not causation • Be transparent with funders
- 22. Lessons Learned: Tactical 1.Perfection is the enemy of good 2.Take a long-term view 3.Okay to use process measures as an interim step towards impact 4.Assign clear roles to people 5.Link to performance management 6.Mistakes are part of learning
- 23. Lessons Learned: Strategic • A mission focus is an asset • There is lots of room to innovate • Organization must be committed to measuring impact
- 24. Questions?
Editor's Notes
- There are two points that I want to make today: It far better to do performance management at a nonprofit than a for profit You can use process measures as an intermediate step towards guiding you to impact measures
- Let me give you some quick stats, just for context.
- Let me give you some quick stats, just for context.
- At Rare measurement is part of program design Read Top to Bottom, Left to Right
- Let me give you some quick stats, just for context.
- As a non profit community we need to rethink measures – instead of envying the for-profit sector, we need to think through the opportunities we have.
- We should not measure just because it is interesting or to comply with some reporting. Measures are about better management. Better management requires constant change. So your performance management system must engage the brain, engage the spirit and set a clear pathway to get there. In summary, the benefits from innovation that non profits have far exceed benefits from the rote, standardization that the for profit world has. So if I had to chose to align our measures around the tax laws or our mission, I’ll take the mission focus any day.
- Let me give you some quick stats, just for context.
- Mission: Influencing behavior to protect biodiversity Strategy: Build Capacity, Change Constituencies and Reduce Threats to achieve Conservation results Enabling Processes: Maximize the effectiveness of each Pride campaign, take Pride to Scale, Unlock alumni … raise money Mission statement? Conserve imperiled species and ecosystems around the world by inspiring people to care about and protect nature
- This is a an online tool that all staff have access to Also post BSC results to shared drive Sent to Board
- We have been using the BSC for about 8 years, and really the first 3 or so years were kind of a mess – of too many measures, too little data and too little accountability. Now we have clear roles & responsibilities Clear revision process Clearly aligned to our programs
- What is important is that measurement is NOT a separate measure from operations Measurement is intrinsic in setting operating objectives What this means is: It is easier to collect measures, because it is not an afterthought The measures have meaning because they are part of operations
- If you are in the field of conservation you need to be comfortable with two things: Taking risks Waiting to see results While these two factors are somewhat in contradiction, with the right long-term view it can be done. This brings me to the Second Point – it is okay to use process measures on your way to measuring impact. Here is how we overcame three key challenges: Our programs tend to last just 2 to 3 years Biodiversity rebounds over many years Many factors affect biodiversity In general, I don’t recommend process oriented measures for the BSC , we really should focus on outcomes. However, when it comes to programmatic measures that take many years to measure. It is fine to do this a bridge to measure actual outcomes.
- Challenge 1 Because we implement our programs through partners it is not enough to mare sure that we want to monitor, they need to want it too.
- Challenge 2 Towards the end of our projects we contract with select partners to get long-term data.
- Challenge 3 While we do a lot, we can’t assume that we have everything right or take the credit for things that have gone wrong. Read the main elements of the slide
- And so after about four years of working on this and measuring process, we can finally report conservation outcomes on the majority of our campaigns.
- Here are some of our Tactical and Strategic Lessons on our to measure innovation and using process measures to help get to impact measures.
- Here are some of our Tactical and Strategic Lessons on our to measure innovation and using process measures to help get to impact measures.