Measuring and Capacity Building

Question 1

NPO Performance Measures

Answer 1

1. Performance - overall results
2. Efficiency - costs vs. results
3. Effectiveness - the degree to which a desired result is produced

Outputs - direct products of program activities

Outcomes - benefits received from the program

Impact - long-term effects

Question 2

Efficiency measures

Answer 2

• Cost/results ratio
• Fundraising, operational efficiency
• Social ROI

Question 3

Effectiveness measures - 3 levels

Answer 3

Outputs, Outcomes, Impact

Question 4

Measuring Attitudes

Answer 4

Cognitive (learning), affective (feeling), behavioral (willingness to act)

Question 5

Cognitive

Answer 5

Learning

• Awareness: I know it, I’ve heard about it
• Opinions about the features: it’s healthy, it’s high quality, it’s modern, it’s safe

Question 6

Affective

Answer 6

Feeling

- Emotions: I like it, it makes me feel secure, under control, proud

Question 7

Behavioral

Answer 7

Willingness to act

- Readiness to act: i’d like to try it, i’m ready to join, i will do it

Question 8

Program Awareness

Answer 8

Top of mind, unaided awareness, aided awareness

Question 9

Perceptual Map: Value vs. Importance of the Features

Answer 9

Low Perceived Value/ Low Importance - unimportant weakness
High Perceived Value/ Low Importance - false sense of security

Low Perceived Value/ High Importance - Area for Improvement
High Perceived Value/ High Importance - True assets

Question 10

Measuring satisfaction

Answer 10

perception - expectation

Question 11

Perception

Answer 11

own experience

Question 12

expectation

Answer 12

• previous experience
• others’ opinions
• information from the market
• competitors’ performance

Question 13

Net Promoter Score (NPS)

Answer 13

0-10
0-6 Detractors, aka the threat
7-8 Passives, aka the uncommitted
9-10 Promoters, aka your fans

% minus %

Question 14

Balanced Scorecard

Answer 14

Perspective: stakeholders, internal process, learning and growth

Objectives / Activities / Measures

Question 15

NPO Life Cycle

Answer 15

Idea > Core Program Development (start up) > Infrastructure Development (Grow) > Impact Expansion (sustain) > Decline > Dissolve > Closure

Question 16

NPO Life Cycle

Answer 16

Grass Roots - Invention, Start-Up - Incubation, Adolescent - Growing, Mature - Sustainability, Stagnation & Renewal, Decline and Shut-Down

Question 17

Capacity - building

Answer 17

symptoms:

• systems and structure not effective
• nonprofit staff and volunteers work overload
• cash flow problems
• difficulties in expanding successful programs
• new opportunities seen as issue

Question 18

Capacity - building challenges

Answer 18

internal challenges

• growing means change the role of the board
• strategic choices: structure, cooperation/control
• nonprofit culture tends to glorify program work over “back-office” functions or even strategic planning

Question 19

external capacity building challenges

Answer 19

• donors want to support the programs rather than administration - restricted founds
• building capacity takes more time - effects not seen right away
• cooperation/merger bring risks

Question 20

McKinsey Framework - Capacity Building

Answer 20

Bottom: HR; systems and infrastructure; organizational structure

Middle: Org skills - the sum of the organization’s capabilities, including such things as performance measurement, planning, resource management, and external relationship

Middle: Strategies - the coherent set of actions and programs aimed at fulfilling the organization’s overarching goals

Top: Aspirations - an organization’s mission, vision, and overarching goals

Question 21

nonprofit collaboration from a theoretical perspective

Answer 21

• resource dependency theories

- institutional theory

Question 22

Resource dependency theories

Answer 22

• resource constraints and the need for org to reduce uncertainty in their environments

Question 23

Institutional theory

Answer 23

• need for organizations to develop a shared response to problems and to achieve legitimacy

Question 24

Continuum of Nonprofit Relationship

Answer 24

integration vs. effort and complexity

collaborations / strategic alliances / corporate integrations

Question 25

Continuum of Nonprofit Relationships

Answer 25

Communication, cooperation, collaboration, shared services, merger

Question 26

Collaboration of NPO with gov

Answer 26

Org Identification of NPO vs Reciprocity

low reciprocity / low org identification of NPO = expansion and acquisition

low reciprocity / high org identification of NPO = contracting

high reciprocity / low org identification of NPO = gradual adaptation

high reciprocity / high org identification of NPO = partnership

Question 27

Institutional Isomorphism

Answer 27

• Coercive isomorphism - dependent entities adjust their internal norms and procedures to the rules of dominant partners.
• Mimetic isomorphism - a result of uncertainty that encourages org to model themselves on more legitimate or successful peers.
• Normative isomorphism - a result of professionalization. it is driven by the similar education of professionals and strengthened by their interactions within growing professional networks.