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Week 7: Missions and Measures
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Week 7 presentation for Kellogg KIEI 452, "Social Entpreneurship: Designing for Change" presented by Gabrielle Lyon, PhD
Gabrielle LyonSeguir
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Page 61 _ June 2014_eR Rooban Annamalai
Week 7: Missions and Measures
- Week 7: Missions & Measures KIEI 452 Gabrielle Lyon, PhD
- 2 Christy Uchida Sr. Program Officer, Brinson Foundation
- Deciding WHAT to measure sometimes means asking WHEN to measure • What is being invested? For what GOAL? • What steps are being taken to address the problem/issue/opportunity? • What does any of this have to do with having or increasing impact?
- Social Impact Creation Cycle What will you invest? What problem are you addressing? What steps will you take to address problem? How can you increase impact? How will you measure success?
- “Family of Measures” Mission & Vision • Impact Measures – Progress towards mission & long term objectives that drive organizational focus. Goals & Strategies • Activity Measures – Progress towards goals & program implementation • Projects launched, students reached; “mobilization of resources” – we used X $ to do Y things. Tacticts/Activities • Capacity Measures – Progress across the ORGANIZATION; things that enable an enterprise to get things done. • Total membership, growth in fundraising asks, diversity of earned revenue
- Measurement as Learning
- Social Impact Assessment: Measuring Methods Lines between grantmaking and investing have begun to blur. 1. Process Methods - track and monitor the efficiency and effectiveness of outputs, variables or indicators management uses to track ongoing operational processes. (Outputs are evaluated by the extent to which they correlate with or cause desired social outcomes. 2. Impact Methods - tools that relate outputs and outcomes, and attempt to prove incremental outcomes relative to the next best alternative. 3. Monetization Methods - monetize outcomes or impact by assigning a dollar value to them.
- Social Impact Value Chain
- Map Your Social Impact Chain Inputs Activities Outputs Outcomes
- On the horizon… • OTHER SECTORS focus on measurement in predictive ways – Credit scores predict if you’ll pay your car loan – Human genome predicts health factors – Netflix predicts what you’ll watch HOW CAN THE SECTOR GET BETTER OVER TIME? • Standardizing outcomes • Measuring contributions to outcomes – we don’t need to measure every output; we need to figure out what our contribution is to moving the needle
- What could this mean practically? • Assign programs common outcomes – common universe of outcomes to talk about. They’re not infinite • Focus on predictive data • Show bang for the buck …. (Maybe)
- How & When: Action Plan WEEK: 1 2 3 4 5 6 7 8 9 10 Meet with Client (1) (2) (2) (3) (4) Conduct background research Conduct interviews Agree on recommendations Fill in research holes Build client implementation plan Finalize presentation and present (1) Understand business (2) Update on progress (3) Review findings (4) Final presentation
- Coming Up 2nd Peer Review Reflective Paper Final Project
Notas do Editor
- First you have to actually DO something. http://www.ssireview.org/articles/entry/measuring_and_improving_social_impacts_a_guide_for_nonprofits_companies_and
- A comprehensive measurement system includes all three types of metrics: fulfilling mission, mobiilzing/utilizing resources, organizational effectiveness. BEST metrics are tied to the mission. Any job being done should contribute to the mission. Investing in research to find out of activities actually mitigate problems VS just promote the benefits of the mission? Correlation often works when there isn’t enough money or organizational capacity to really measure impact.
- Measurement most matters when it’s teaching you something. It’s a continuous loop.
- http://www.slideshare.net/a57adee/business-model-canvas-building-blocks-complete?qid=e09f7fc0-d54d-497e-b974-da5b95e28f33&v=default&b=&from_search=1
- http://www.riseproject.org/DBL_Methods_Catalog.pdf inputs: The resources (money, staff time, capital assets, etc.) required to operate the venture or organization. outputs: Indicators and other measurable variables from an organization’s operations that management can directly measure. outcomes: Specific changes in attitudes, behaviors, knowledge, skills, status, or level of functioning that result from enterprise activities, such as finding a job, avoiding getting sick, or reducing emissions by a certain amount. impact: The difference between the outcome for a sample exposed to an enterprise’s activities and the outcome that would have occurred without the venture or organization. goal alignment: The management process of evaluating whether outcomes or impacts met desired goals and determining what can be done to improve operations
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