Measuring and Capacity Building Flashcards
NPO Performance Measures
- Performance - overall results
- Efficiency - costs vs. results
- 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
Efficiency measures
- Cost/results ratio
- Fundraising, operational efficiency
- Social ROI
Effectiveness measures - 3 levels
Outputs, Outcomes, Impact
Measuring Attitudes
Cognitive (learning), affective (feeling), behavioral (willingness to act)
Cognitive
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
Affective
Feeling
- Emotions: I like it, it makes me feel secure, under control, proud
Behavioral
Willingness to act
- Readiness to act: i’d like to try it, i’m ready to join, i will do it
Program Awareness
Top of mind, unaided awareness, aided awareness
Perceptual Map: Value vs. Importance of the Features
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
Measuring satisfaction
perception - expectation
Perception
own experience
expectation
- previous experience
- others’ opinions
- information from the market
- competitors’ performance
Net Promoter Score (NPS)
0-10
0-6 Detractors, aka the threat
7-8 Passives, aka the uncommitted
9-10 Promoters, aka your fans
% minus %
Balanced Scorecard
Perspective: stakeholders, internal process, learning and growth
Objectives / Activities / Measures
NPO Life Cycle
Idea > Core Program Development (start up) > Infrastructure Development (Grow) > Impact Expansion (sustain) > Decline > Dissolve > Closure
NPO Life Cycle
Grass Roots - Invention, Start-Up - Incubation, Adolescent - Growing, Mature - Sustainability, Stagnation & Renewal, Decline and Shut-Down
Capacity - building
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
Capacity - building challenges
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
external capacity building challenges
- 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
McKinsey Framework - Capacity Building
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
nonprofit collaboration from a theoretical perspective
- resource dependency theories
- institutional theory
Resource dependency theories
- resource constraints and the need for org to reduce uncertainty in their environments
Institutional theory
- need for organizations to develop a shared response to problems and to achieve legitimacy
Continuum of Nonprofit Relationship
integration vs. effort and complexity
collaborations / strategic alliances / corporate integrations
Continuum of Nonprofit Relationships
Communication, cooperation, collaboration, shared services, merger
Collaboration of NPO with gov
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
Institutional Isomorphism
- 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.
