Taking the Mystery out of Metrics

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Taking the Mystery out of Metrics

Michele Levy & Sam Frank

February 29, 2012


Advising nonprofits in: •  Strategy •  Planning •  Organizational Development

www.synthesispartnership.com

(617) 969-1881 [email protected]

INTEGRATED PLANNING


Affordable collaborative data management in the cloud.


Today’s Speakers & Host

Sam Frank - Presenter & Host

Principal Synthesis Partnership

Assisting with chat questions: April Hunt, Nonprofit Webinars

Michele Levy - Presenter Brand Strategy Consultant Brand Strategy Consulting

SYNTHESIS P A R T N E R S H I P

Taking the Mystery Out of Metrics Wednesday Webinar: February 29, 2012

© 2012 Synthesis Partnership & Michele Levy. All rights reserved

Sam Frank Synthesis Partnership

Taking the Mystery Out of Metrics

© Copyright 2010 Synthesis Partnership & Michele Levy All rights reserved. Copies permitted only with full attribution

Michele Levy Brand Strategy Consultant




Why metrics matter.

What you should measure.

How to use the information you gather.

How to create a more metrics-driven organization.

Take-aways��




What do you think you should be measuring?

Question��




Context Qualitative Quantitative

Intangible Tangible Vision Mission

a world in which every child attains the right to survival, protection, development and participation

to inspire breakthroughs in the way the world treats children, and to achieve immediate and lasting change in their lives

Market share People served Admissions

Website visits Donations

Press mentions Financial KPIs

(key performance indicators)

Demolitions stopped

One day all artisans in developing countries will earn a fair wage, be treated with dignity and respect and be able to live a life of quality.

Ten Thousand Villages provides vital, fair income to Third World artisans.




Why

Focus We manage what we measure.

Sustainability “Nonprofit” is a tax status, not a business model.

Effectiveness Where’s the beef ?

Communication What they don’t know can hurt you.




What

Environment (trends)

Norms (benchmarks)

Performance

Outcomes

CHANGING NEEDS

COST FACTORS

REVENUE FACTORS

PERSPECTIVE

COMPETITION

ORGANIZATION

PROGRAMS/SERVICES/DEPARTMENTS

INDIVIDUALS

PROGRESS TOWARD MISSION/VISION INT

ER

NA

L

EX

TE

RN

AL




How ��Great…you’re collecting information. Now what?

Inform Educate Analyze Plan




Tuition Trend

$10,000$12,000$14,000$16,000$18,000$20,000$22,000$24,000

96-97

97-98

98-99

99-00

00-01

01-02

02-03

03-04

04-05

05-06

06-07

Actual Recast

Equivalent Dollar Comparison

11.8%

0.3%0%

2%

4%

6%

8%

10%

12%

MedianIncome

Tuition

Household Median Income

$30,000$32,000$34,000$36,000$38,000$40,000$42,000$44,000

1989 1999

Actual Recast

How ��Trends




How ��Trends

-12%

-10%

-8%

-6%

-4%

-2%

0%

2%

4%

6%

00-01 01-02 02-03 03-04 04-05 05-06

Attendance Trends

A

E

F

H




How ��Trends




Values per Square Foot

$57.80

$6.60$6.30 $7.20

$0

$10

$20

$30

$40

$50

$60

Deferred Maintenance Operating Cost

School

Comp

Total Bldg Area per Student

260

322

200

225

250

275

300

325

350

School Comp

Deferred Maintenance as % of Replacement Value

43%

5%

0%

10%

20%

30%

40%

50%

School Comp

How ��Benchmarks




How ��Benchmarks

Years of Experience (% of faculty)

0% 10% 20% 30% 40%

<5 6-10 11-15 16-20 21 +

Local




Mission-Based Goals

Supporting Objectives

Measurable Actions

Mission

•  Clear, specific action •  Measurable result •  Timeline (start and completion dates) •  Resources required •  Responsibility

How ��Performance & Outcomes: Strategic Plan

< P

ER

FO

RM

AN

CE

OU

TC

OM

ES

>




How ��Performance & Outcomes: Programs

Mission: End isolation and improve quality of life for young adults affected by cancer

Mission-Based Goal: Offer access to resources for young adults with cancer, their families, and their care givers

Supporting Objective 2 ��Develop a robust presence in cancer treatment centers

Supporting Objective 1 ��Upgrade the website to state of the art




Mission-Based Goal: Membership ��Strengthen ties & the sense of community among all members.

Supporting Objective 1:��Develop programs that appeal to every segment of the CBE community.

Supporting Objective 4:��Reach out to members only partially engaged in the CBE community.

Supporting Objective 8:��Cultivate all younger members as potential leaders.

Supporting Objective 1:��Communicate the financial facts more clearly to the membership.

Supporting Objective 3:��Make prudent choices about programs that can be supported.

Supporting Objective 4:��Build understanding about the need to enhance the endowment.

Mission-Based Goal: Finance ��CBE will operate in a fiscally responsible manner.

How ��Performance & Outcomes: Support Functions




How ��Performance: Strategic Plan Measurable Actions




How ��Performance & Outcomes: Strategic Plan Tracking & Monitoring




What do you report to your board at each meeting?

From the marketing director… Press clippings Constant contact stats (open rate, clicks, etc) Size of the email database Marketing campaign results (direct mail, advertising) Event attendance/ticket sales

How ��Performance & Outcomes




Sample board report format Goals (consistent across each board report) Build awareness and familiarity across key audiences, especially locally Effectively manage the brand across an increasingly complex set of marketing channels Build a more effective system of internal communications (communications calendar) Integrate and streamline for more efficiency, greater impact and cost-effectiveness Develop and manage a set of metrics for marketing communications and internal clients��

Progress against goals (since last report) Progress against Goal #1 (brief summary) Progress against Goal #2 (brief summary) Etc. ��

List of media mentions (links if possible, include all since last report)��

Topics to be discussed at board meeting (list)

How ��Performance & Outcomes




How ��Performance: Sample email campaign management report




How ��Performance & Outcomes: Dashboards

from Blue Avocado ��(http://www.blueavocado.org)

from Indianapolis Museum of Art

from ��Accounting Management Solutions, Inc.




Creating a culture of metrics

Start by identifying what matters most to your organization.

Find meaningful measures to get at these issues. Share your reporting broadly. Mandate staff to set and manage metrics

Be clear that you are making decisions based on metrics (“the data shows that this isn’t working, �� so here’s what we’re going to change”)





Advising nonprofits in strategy, planning,

and organizational development

Sam Frank

617 969 1881�� [email protected] www.synthesispartnership.com

Resources Michele Levy��Brand Strategy Communications Planning

617 645 6672��[email protected]��www.brand-strat.com ��Twitter: @michelelevy��

Critical Issues # 8: The Measure of Success http://bit.ly/SyPci08 # 7: On a Mission http://bit.ly/SyPci07 # 6: Financial Modeling http://bit.ly/SyPci06 # 2: The Secret Life of Surveys http://bit.ly/SyPci02 Blog (entries on metrics) http://bit.ly/blogSyP


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Transcript of Taking the Mystery out of Metrics