We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byFerdinand Cannon
Modified over 4 years ago
Measuring for Success NCHER Legislative Conference Sophie Walker September 26, 2013
NCHER | September 26, 2013 © 2013 Mission Measurement, LLC 2 Mission Measurement helps nonprofits, foundations, and corporations measure and improve their social impact
NCHER | September 26, 2013 © 2013 Mission Measurement, LLC 3 The evolution of the social capital market has changed the donor landscape Programs valued more than results Relationship-driven fundraising The market values social change Donors act like consumers and want to purchase results Yesterday: Independent SectorToday: Social Capital Market
NCHER | September 26, 2013 © 2013 Mission Measurement, LLC 4 Nonprofits need data that shows how they create value in one of three ways Can produce certain outcomes that others can’t MOST EFFECTIVE MOST EFFICIENT MOST INNOVATIVE Can produce the same outcomes as others but at a lower cost Have the potential to produce breakthrough results but untested
NCHER | September 26, 2013 © 2013 Mission Measurement, LLC 5 There are a continuum of approaches to measure social impact Science 5 Year Impact Study Hope We know we have impact, no need to measure Outcome Measurement Measure your near-term outcomes
NCHER | September 26, 2013 © 2013 Mission Measurement, LLC 6 Define Success What are we really trying to accomplish? Measure Results How do we measure what we do? Drive Strategy How do we use data to inform decisions? Identify Priority Outcomes Define Performance Metrics Design Measurement Process Implement Data Collection Report and Analyze Results Inform Strategic Decisions Align Strategies Mission Measurement approaches measurement in three inter-related stages
NCHER | September 26, 2013 © 2013 Mission Measurement, LLC 7 Identifying high-value outcomes is the first step to effective measurement Level of Impact Time Activities Outcomes Impact We measure long-term change only if it is possible, practical and informative to do so Outcomes are the focus of our measurement. They tell our impact story, let us know if we’re on track, and help us make timely improvements We track activities (as required) to show accountability and track execution
NCHER | September 26, 2013 © 2013 Mission Measurement, LLC 8 Measuring outcomes is much higher value than measuring activities Activities Things we do Outcomes Results or changes we produce Conduct training Provide mentoring Gain press coverage Measuring activities asks, “how many?” Increase skills Improve leadership Improve perception Measuring outcomes asks, “how well?”
NCHER | September 26, 2013 © 2013 Mission Measurement, LLC 9 Change in Chicago unemployment rate % of participants placed in jobs Job retention after 1 year Job retention after 90 days* Develop strong metrics that are credible, feasible, and valuable Total number of organizations contacted # of activated or highly-engaged partners WeakStrong Credible Feasible Valuable *Research shows that 90-day job retention leads to longer-term retention.
NCHER | September 26, 2013 © 2013 Mission Measurement, LLC 10 Impact What are we ultimately trying to accomplish? Priority Outcomes What changes in behavior, condition, or status are required? Performance Measures How do we measure progress toward our outcomes? Key Strategies Which programs will drive results? To begin, build a Success Equation
NCHER | September 26, 2013 © 2013 Mission Measurement, LLC 11 USA Funds evolved to having a laser focus on results USA Funds faced new pressures as a nonprofit organization: Changing and evolving role of funders Shift towards an investment orientation in philanthropy Increased demand for results Opportunities for sustainable value creation or shared value creation USA Funds wanted to use measurement to: Determine if investments made were worthwhile Illustrate good stewardship of resources Build credibility with stakeholders Maximize actions to reach strategic goals Demonstrate contribution to social good
NCHER | September 26, 2013 © 2013 Mission Measurement, LLC 12 Outcomes Outcome Statement Postsecondary Readiness and Enrollment Postsecondary Persistence and Success Utilization of Best Practices at Participating Institutions USA Funds and Mission Measurement created an Impact Framework based on high-value outcomes Corporate Impact: Increase economic and social opportunity for disadvantaged students through enhancing attainment of post-secondary education goals Products, Services, & Grants Shorter term Longer term
NCHER | September 26, 2013 © 2013 Mission Measurement, LLC 13 USA Funds and Mission Measurement developed a deliberate, thoughtful approach to implementation Overcoming Internal Challenges Using new terminology Managing multiple data sources Non-existent data collection tools Lack of automation Moving from Concept to Practice Identify useful data sources and metrics Create data collection tools Use a consistent set of evaluation terms Develop a process and regular schedule for data collection and reporting Involve product/program managers throughout the process to create buy-in De-mystify evaluation (i.e. internal training sessions for staff) Allow a role for both external and internal evaluation Regular progress monitoring
NCHER | September 26, 2013 © 2013 Mission Measurement, LLC 14 USA Funds learned some key lessons in how to make measurement “stick” Management commitment Employees have ownership in a process they helped develop Yield better and more useful information Bringing in outside firm to accelerate process
NCHER | September 26, 2013 © 2013 Mission Measurement, LLC 15 Measurement is not a one-time event, but a dynamic learning process Develop & refine USA Funds’ investment strategy Make investment Monitor progress Assess and communicate results Integrate learning
NCHER | September 26, 2013 © 2013 Mission Measurement, LLC 16 Thank you! Sophie Walker Engagement Manager email@example.com www.missionmeasurement.com @MissionMeasure
Performance Measurement: Not just for breakfast anymore Performance Measurement and the Strategic Plan Senior Corps Virtual Conference August 2012.
OUR STRATEGIC PLANNING JOURNEY. The Department of Medicine Strategic Plan Our roadmap for the future It will shape and guide what the Department of.
The HR Paradigm Shift Discover Stakeholder Value for the Human Resources Function.
Succession and talent management
Sustainability Planning Pat Simmons Missouri Department of Health and Senior Services.
Moving from Good Intentions to Intentional Action and Collaboration: The Grantmaker’s Role in Collective Impact.
Best practice partnership models
Decision Making Tools for Strategic Planning 2014 Nonprofit Capacity Conference Margo Bailey, PhD April 21, 2014 Clarify your strategic plan hierarchy.
Exploring Collaborations: Successful Strategies for Increasing Equity and Access to STEM Strategy Session 1: Overview and Game Plan 1.
V i s i o n ACCOMPLISHED ™ Portfolio Management Breakthroughs Shelley Gaddie President Project Corps Pacific Northwest Portfolio Management Roundtable.
SEM Planning Model.
PHAB's Approach to Internal and External Evaluation Jessica Kronstadt | Director of Research and Evaluation | November 18, 2014 APHA 2014 Annual Meeting.
Challenge Questions How good is our operational management?
HEInnovate A self-assessment tool for higher education institutions (HEIs) wishing to explore their entrepreneurial and innovative potential.
Human Resource Management and Strategic Human Resource Management
Company LOGO Leading, Connecting, Transforming UNC… …Through Its People Human Capital Management.
Charting a course PROCESS.
Privileged and Confidential Strategic Approach to Asset Management Presented to October Urban Water Council Regional Seminar.
Competency Models Impact on Talent Management
Jennifer Connolly Junior Achievement of Western Massachusetts.
© 2019 SlidePlayer.com Inc. All rights reserved.