Using Performance Data:

Communicating Your Impact

Greg Simmons

Efforts to Outcomes Practice Manager

AGENDA

INTRODUCTION OVERVIEW

w ❓ A CAUSE,

AN EVENT,

A PROGRAM

Q&A

WHAT

RESULTS ARE

OTHERS

SEEING?

WHAT IS

PERFORMANCE

MANAGEMENT

AND WHY?

APPLYING TO A

FUNDRAISING

STRATEGY

❓

📈 🎯

SUNS Program

Management

Committee

Sports

Coordinator

Sports Program

(220)

Coaches

(85)

Volunteers

(109)

Schools Program

(385)

Coaches

(3)

Volunteers

(6)

Athletes

(4)

Events

Committees

Volunteers

585 Athlete’s

11 Schools

88 Coaches

169 Volunteers

7 Athlete Leaders

Vision – Beyond Our Community

= Our Vision

Their Dreams

Their Ideas

Their Needs

WHAT IS PERFORMANCE

MANAGEMENT?

“You Can't Manage What

You Don't Measure” paraphrasing of an original quote by Lord Kelvin. The first to use this paraphrasing

was Bill Hewlett, the co-founder of Hewlett Packer. “…if I keep no record of

what I do, I can always

assume I’ve succeeded.” -Stephen Colbert

-*10 Key Takeaways From Bill Gates' Annual Letter 2013*

Formal Definition of Performance Management

“The systematic process by which an

agency involves its employees, as

individuals and members of a group, in the

accomplishment of agency mission and

goals”

PerformWell Performance Management Definition

Performance management is a dynamic process

that is designed to better understand program

operations, monitor outcomes, and ultimately,

help non-profits become high performing

organisations which produce outcomes.

It involves regular, ongoing performance

measurement, reporting, analysis, and program

modification.

What is Performance Management?

Performance management is the collection of

information by programs, organisations, or people

for the primary purpose of program / service

improvement.

Successful performance management relies on three

important features:

1) The regular and accurate collection of information, which is then…...

2) Shared in useable formats, which is then…..

3) Used to make changes in the hope of improving something (services,

programs, conditions, decision making, etc.)

Performance Management and Dieting

If you understand the concept of dieting, you understand

performance management.

Your expected outcome for dieting: to lose weight

Common approaches in dieting:

• Eat less (fewer calories)

• Exercise more

How do you know if your diet is working? You keep track of

important data like:

• Calories consumed

• Amount of exercise

• Weight change

You make determinations along the way to see if your

approaches are effective.

Performance Management – A more relevant example

After-school tutoring program assisting at-risk youth –

attempting to improve their math and reading

performance.

Collect the following data:

• Demographics and risk/protective factors

• Program attendance

• Amount of effort (hours and topics of tutoring)

• Report card grades (first / last grading period)

• Qualitative "well-being” measures

Performance Management – What it looks like

Finding #1: Halfway through program, notice that program attendance is low among highest risk group.

• Action: Reach out to teachers to encourage highest-risk youth to attend tutoring.

• Action: Have separate one-to-one discussions with highest-risk youth to encourage attendance.

Finding #2: Math grades increased, but reading grades did not change.

• Action: Investigate why this may be occurring.

• New finding: Tutors unfamiliar with reading curriculum used in school – so tutoring not effective.

• Action: Train tutors in reading curriculum before start of next academic year.

Why is Performance Management Important?

Helps you achieve better outcomes with

your service population.

Helps you become a more effective

organisation.

The Differences Between

Performance Management & Evaluation

Performance Management Evaluation

Internal staff Outside researchers

Data collected for management Data collected for research

Ongoing Once or periodic

Use of real-time data Findings delayed

Evolving Purpose pre-determined

Managing toward benchmarks

(or to create benchmarks)

Measuring increase/decrease

DIRECT SERVICE

CASE

MANAGEMENT

MANAGE CASE LOAD

TRACK SERVICES AND

PROGRESS PROGRAM

MANAGEMENT

MONITOR SERVICE

DELIVERY

DETERMINE WHAT WORKS AND

WHAT NEEDS TO BE FIXED

EXECUTIVE LEADERSHIP

VALIDATE AND IMPROVE

EVIDENCE OF IMPACT

BUILD CAPACITY AND INCREASE FUNDRAISING

ETO in Action

INDIVIDUAL PERFORMANCE

DASHBOARDS

LONGITUDINAL REPORTING

OUTCOMES REPORTING

• STREAT is a social enterprise that provides homeless youth

with the life-skills, work experience and training they require

to start a career in the hospitality industry. Their Melbourne-

based cafes, catering and coffee roasting businesses

provide the venues (and some of the funds) needed to

support their clients.

• STREAT began 2010 with two small food carts in

Melbourne’s Federation Square and a class of nine

trainees. STREAT has grown rapidly and now sold around

500,000 meals and coffees and provided almost 5,000 days

of training and work experience to over 100 local street

youth.

• STREAT recently won a national award for being Australia’s

Most Innovative Social Enterprise.

• Local Initiative Support Corporation (LISC) Financial

Opportunity Centers (FOCs) are local collaborations with

community-based nonprofits that offer employment,

training and placement services, financial counseling and

coaching.

• LISC employed performance management practices from the beginning of

the FOC program and zeroed in on three key metrics early in its

development of the program: net income, net worth and credit score.

• Tracking credit score information revealed that 42% of all clients had no

credit score, and prompted a focus on credit building programs

• By continuously improving programs with performance management, LISC

achieved a significant increase in all three areas:

Metric Percentage of clients with

positive gains in 2012 vs. 2011

Net income 99%

Credit scores 183%

Net worth 488%

• As a result of LISCs positive outcomes, the organisation

received four consecutive years of Social Innovation Fund

awards of $4.2 million each and the additional 100% match

funding required from other donors.

• Successful replications:

• Coordinate growth in their reach:

2005 Today

4 FOC sites 66 FOC sites

1 state 12 states

2010 Today

4,000 participants 22,000+ participants

• Are necessary inputs/resources in place? • Are staff receiving adequate training and support?

• Are additional resources needed for successful program implementation?

• How are program activities being implemented?

• Do staff carry out activities as intended?

• Are program activities being implemented well?

• Is program achieving desired outputs? • Are you reaching your desired population?

• Are people participating often enough?

• Is program is leading to participant outcomes?

• Are skills or behaviors improving?

• Is knowledge increasing?

Why is Performance Management Helpful?

So…what does this mean for our sector?

• NFP’s turn $1 into <$1+

• FP’s turn $1 into <$1

• Capacity building & performance

management is key to demonstrate

impact to our funders & donors

• How can you help your program team?

So…what does this mean for Fundraising

• What are the current issues?

• How are we making a difference?

• Support your great stories and messages

with evidence-based data

• Leverage data to build corporate

relationships & support

• Use Peer-2-Peer to spread the message

SOCIAL SOLUTIONS

Company Overview

Chosen by

Thousands of High-

Impact

Organizations

Founded by former

Case Managers in

2000

The Leaders in

Performance

Management

150+

Team Members

We Measure the Strength and Impact of Transformational Relationships

Affiliations

Connected Health

and Human Services

Founders Credentials

FINAL THOUGHT…

We have gone

through this process

nearly 4,000 times -

we don’t want you to

re-invent the wheel!

QUESTIONS &

ANSWERS Where we hope you’ll find the answer to

any question you may have.

R Go ahead. Ask away.

Give us your best questions.

WANT TO KNOW MORE

www.blackbaud.com.au/eto

R Greg Simmons

greg.simmons@blackbaud.com.au

0417 803 830