1. Module 2: Translating Your Mission Into Social Targets

2. Achieve Your Mission Through Balanced Performance Management Mission Performance Management Social Performance Financial Performance

3. Unbalanced Performance Management Mission Performance Management Financial Performance Social performance

4. Managing for Social Results Define desired performance Measure progress toward desired performance Use performance results to improve products, services, delivery channels & systems

5. Managing for Social Results Define desired performance Measure progress toward desired performance Use performance results to improve products, services, delivery channels & systems Set social targets

6. Apply This Module to Your Own Institution How would you answer these questions for your institution?  Do the majority of field-level staff know the institutional mission statement?  Does your organization periodically review the mission statement?  Are specific people held accountable for whether or not your institution achieves its mission?  Do clients know anything about your mission?

7. Step 1: Clarify your social goals Social performance starts with your mission. In order to be “mission led,” an institution must clarify the social goals found it its mission. The goals describe broadly what you want to achieve. Social goals reflect the needs of clients and address the social issues that affect them most. Goals usually state the: ▫Target group ▫Services that meet the needs of that group ▫Change in clients’ lives

8. Step 2: Translate your social goals to targets Mission: To provide the rural poor with the tools they need to lift themselves out of poverty. Goals: ▫Reach the poor living in rural areas ▫Provide financial services that meet clients’ needs ▫Contribute to improving clients’ well-being

9. Step 2 (con’t): Example of translating goals to targets GoalsTargets Reach the poor living in rural areas. 75% of clients are living in rural areas by end of 2013. 70% of sample clients have a dirt floor upon entry into the program (poverty indicator).

10. Types of Targets Social targets can refer to a result or a process. ▫The client retention target is a result target. ▫The satisfaction survey is a process target. GoalTarget Provide financial services that meet clients’ needs. Achieve client retention above 70%/year. Conduct client satisfaction surveys on a 5% sample of clients in 7 branches during Q1.

11. Example: Developing Targets MissionGoalsTargets To provide the rural poor… Reach the poor living in rural areas. 75% of clients are living in rural areas by end of 2013. 70% of sample clients have a dirt floor upon entry into the program (poverty indicator). …with the tools they need… Provide financial services that meet clients’ needs. Achieve client retention above 70%/year. Conduct client satisfaction surveys on a 5% sample of clients in 7 branches during Q1. …to lift themselves out of poverty. Contribute to improving clients’ well- being. A 25% sample of clients increase their savings balance by 20% over 12 months. 50% of sample of clients lay a cement floor within 2 years of entry into the program.

12. Take the Next Steps As a management team, complete the exercise of translating your mission into goals and targets. Create multiple targets for each goal. The targets should be S.M.A.R.T.—specific, measureable, attainable, realistic, and time bound. Decide which targets to prioritize. Ensure that the targets are approved / well understood by all key staff and the Board. Communicate the targets to all pertinent staff.

13. Save the Date for Module 3 Subject: Choosing and Using Social Indicators Date: Thursday, November 15 th at 9:00am EST (NYC time) Don’t miss it!

14. Credits This presentation is adapted from “Social Performance Management Guidelines,” available through the Imp-Act Consortium.