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
• What does any of this have to do with having or increasing
Social Impact Creation Cycle
will you take
How can you
How will you
“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.
• 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
Social Impact Assessment: Measuring
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
2. Impact Methods - tools that relate outputs and outcomes, and
attempt to prove incremental outcomes relative to the next best
3. Monetization Methods - monetize outcomes or impact by
assigning a dollar value to them.
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)
Agree on recommendations
Fill in research holes
Build client implementation
Finalize presentation and
(1) Understand business (2) Update on progress (3) Review findings (4) Final presentation
First you have to actually DO something.
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.
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