Practical Steps for

colorfuleggnogDéveloppement de logiciels

17 févr. 2014 (il y a 3 années et 1 mois)

290 vue(s)

Practical Steps for
Microenterprise Technical
Assistance Providers Measuring
Program Success

Facilitated by Marian Doub, Associate

Friedman Associates


With Special Participants



You! Community Development organization staff


Jason Friedman, Principal, Friedman Associates


March 1, 2010, 10:00
-
4:00

Babson College, Wellesley, MA

Hosted by Mel King Institute for Community Building


Introduction to Friedman Associates


As a community
-
based organization that helps low
-
wealth individuals and communities build wealth,
create jobs and small businesses, your work is
essential to the nation’s economic recovery


Our mission is help you achieve your vision for a
sustainable and economically vibrant community


and demonstrate the results that lead to increased
funding and long
-
term success


Our philosophy on consulting for nonprofit
organizations is based on helping you answer the
following questions:

3

3

Friedman Associates



What strategies do we use to build strong
businesses and create jobs?


How do we influence our community to support
our mission and programs?


How do we measure success?




How do we take care of ourselves?


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Presenter: Marian Doub


One of the nation's premier


specialists in integrated
systems for monitoring and evaluating microenterprise
development programs


Former Research and Evaluation Manager for Women’s
Initiative for Self Employment (S.F. & Oakland, CA)


Developed practical systems for promoting best practices
and innovation with dozens of microenterprise and/or
community econ. development providers and intermediaries
(LISC, NeighborWorks America, Aspen)


Obtained a MA in Urban and Environmental Policy, with a
focus on gender and nonprofit administration, from Tufts
University’s Department of Urban and Environmental Policy
& Planning in Medford, MA


Currently facilitating integration and redesign of data
management systems for microenterprise training, finance,
and technical assistance providers; revising tools, policies
and procedures; developing new ways to use results; and
conducting staff training and participatory evaluations

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Participant Introductions
-
Who Are You?


Name


Role in your organization


Role managing data (use, collect, enter, analyze,
MIS/database)


3 favorite (most useful) ways you know you and/or your
program are successful
--


What does success look like?


I know we are successful when within 1 or more years our
clients….


What you most want to learn & take away today


6

Practical Steps for Measuring Success
Training Goals

1.

Build your tool kit and best practices
resources for measuring microenterprise
program success:


Program performance data analysis and use


Performance and outcomes measurement and
monitoring


Management Information Systems (MIS)


2.
Name and know how to define your
Mission
-
driven outcomes


3.

Understand the steps, activities, and
resources it takes to build a data
management system that tracks outcomes
and fits your program.




7

Practical Steps for Measuring Success
Training Goals



4.
Take the first step to measuring success:

develop your

theory of change

(program
purpose) and program logic model (map of
program activities and benefits) to determine
your program measures of success (outcomes).



5.

Get Inspired!
about using data and information
to improve program performance and outcomes.




8

Practical Steps for Measuring Success
Training Agenda


I.

Introductions & Agenda Review



II.


Overview:

What’s going on with measuring success


III. Name and Define Success




What do you need to know to tell your story? How will you use this information?





Tools and topics: Standards & benchmarks, monitoring and evaluation plans, data use
'treasures’ & inventory (reports, marketing, program), theories of change, logic
models

Lunch 12:30


1:15











Break 2:30
-
2:45

IV. Assess and Align Internal Capacity





Do you have the tools and technology you need for outcome tracking?









Tools and topics: data use & collection, database assessment & product options,
current and desired baseline and outcome data collection (questions, tools, data
points), measuring success action plan



V.

Closing & Evaluation
(3:30
-
4:00)




Homework: complete your theory of change and/or logic model

9

Practical Steps for Measuring Success



Today…



Step One:

Name and Define Success







Begin Step Two: Assess and Align Internal Capacity to




Manage the Data You Need









Another time…


Step Three:


Redesign or design and implement




data management system as needed



Step Four:


Use and sustain the system






10

Measuring Success Guidelines:


You are not alone and do not need to develop
systems from scratch. Look to colleagues and
local, regional, and national best practices
resources.



‘To be of use’ is the litmus test for your system.




Foster a spirit and practice of appreciate inquiry
and cooperative learning.



Share your strengths and weakness…ask
questions no matter how silly or small or critical
or big.


11

Measuring Success Guidelines:



Statement of cooperation for today:





By sharing my program materials and opinions during
the Measuring Success training I am giving permission
for other participants as well as consultants to learn
from my organization’s data management materials as
I do from theirs. I am not giving permission for others
to copy or administer my materials without my
permission. I will contact organizations directly for
permission if I want to use their materials and
acknowledge their contribution.


12

II.

Practical Steps for Measuring
Success

Overview Topics & Activities





Why measure success?


What ‘data treasures’ do you need and why?


Examples from others.



Activity #1: Review, share & discuss your ‘data treasures’ and

review inventory tool for documenting your main uses




What is measuring success for you?





What is the level of complexity you need?



What data are you
required

to use?



What data do you
desire

to use?





Standard practices for measuring success
in the
microenterprise development field.



Activity #2: AEO Monitoring & Evaluation Standards Worksheet




















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What’s Going On in the big picture?



The pressure is on to ‘make the case’ for
programs that support micro
-

and small
businesses in competitive funding and policy
environments.



Demand for accountability and evidence of
outcomes results (what happens during or after
services) is also at an all time high.

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What’s Going On in the big picture?


Most commonly required indicators of success prove our role

in economic development and recovery:


New businesses (start ups)


Jobs created and retained (HUD/CDBG, SBA, HHS, others?)


Annual business revenue (HUD/CDBG, SBA, HHS, others?)


Existing businesses stay in business and survive


Business profitability


Owners improve their personal and household financial
stability and security


Serving distressed, underserved communities: women, people
of color, un
-

and under
-

employed, etc.

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You know you are successful when within 1
or more years your clients:



start businesses,


stay in business,


create and retain jobs for owner and others,


expand business (increase revenue and net
earnings)


secure business financing


What’s going on with you?


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Strategic visioning and decision making


Program planning


Fundraising (proposals and reports)


Program management (are we meeting our
goals)


Monitoring and evaluation (are we meeting the
needs and achieving our Mission)


Communicating our results to clients, Board,
community, policy makers, and other supporters




Why

Do You Measure Success?

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17




Why

Do You Measure Success?

What are your ‘data treasures’?

18

18




Why

Do You Measure Success?

What are your ‘data treasures’?

19

19




Why

Do You Measure Success?

What are your ‘data treasures’?

Program Performance Metrics
-

Community Economic Development

(1+ Years After Program Participation)

Business Information

Business Financials (for existing
businesses)

1. Number of Businesses*



Number of Clients surveyed*

25



Num
ber

Perc
ent

Targ
et

Rea
che
d
Targ
et?



#
Biz

Amo
unt

Aver
age


Diff

Number of pre
-
business clients









Gross Receipts

25

Number of clients with start
-
up
businesses









Annual Sales

25

Number of clients with on
-
going
businesses









Annual Expenses

25

# involved in business watch/capitan
program









Profit/Loss

25

# with long
-
term leases









# increasing the # of clients by 20%









Business Survival Rates

# establishing formal systems











1yr

2yr

3yr

>3y
r

# obtaining licenses/permits









Base Survey Group









# purchased commercial/retail space









In Business









Metric to track business development & diversification should occur with clients
-

with
those who have accessed 8 or more hours of service (or whatever sum of hours of
service X finds to be sufficient for identifying a participant a client)

Employee Data

Number of Clients surveyed*

25

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How Do You Know and Use Your
Results Now?


Discuss:

What are
your

‘data treasures’? What do
you need to know vs. want to know? Share ideas
about your data treasures (best practices) for
how microfinance organizations
use

data:


Gather and organize information that can help the you
improve program management and decision
-
making


Make the case well


Improve work
-
flow

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What’s Going On in the big picture?



Standards

(basic or minimal expected

performance) validate your results


Resources for program standards:



1.

Association of Enterprise Opportunity





www.microenterpriseworks.org





Standard 1 (of 11):
At least 50% of the



program’s clients are women.




2.

MicroTest
www.microtest.org




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FIELD
-

The Aspen Institute

MicroTest Program Performance Custom Report

#17
Interactive Features

of the
custom report allow you to
further personalize the document
for your program.

#18 Look at your program’s
progress over time using
trend
data

for all 50 MT measures.

#19 Compare your
program’s
performance to those
MT programs
achieving
Top
Performance

for key
measures.

#20 Compare your
program’s
performance to your
peers.

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What’s Going On in the big picture?


Best practices & benchmarks

(high
performance) resources for measuring up
comparisons:

1.

Fund for Innovation, Effectiveness, Learning,
and Dissemination
www.fieldus.org


2. MicroTest:program performance, outcomes, and
cost effectiveness
www.microtest.org


3.

Opportunity Finance Network:


www.opportunityfinance.net

and CARS CDFI
assessment & rating system

4.
CFED Center for Enterprise Development
www.cfed.org/knowledge_center/research/



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What’s Going On in the big picture?




What other resources do you use for
standards, best practices and benchmarks
(high performance)?



Discuss…



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Why

Do You Measure Success?

Activity #1

What do you NEED to know? Use the
Measuring Success
Reporting & Uses Worksheet

on page 11 of the Measuring Success
Resource Packet when you are back at the office to begin an
inventory of your main uses of data:


1.
What information do you use most now: program activity and/or client
outcomes?



2.
Who are your main audiences for this information? What do they want
to know? Think about the reporting requirements. What ‘makes the
case’ best?


3.
What do you need to know about client long term outcomes? How
often?



4.
What information will you
need to know

2
-
3 years from now? What
would be
nice

to know?


5.
How effectively do you use information to drive decisions?




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Activity #1

Write your Action Plan Goals for
Using Data


(Resource Packet, page 2)

Options for healthy practices goals:


Clients and staff use core outcomes and evidence to describe what they do and
our success.


Our reports tell our story well

from who we serve to the outcomes they

achieve.


We have the right mix of success stories and statistics.


We manage change well and use evidence of all kinds (information, intuition,

etc.) to make key decisions.


We have the information we need when we need it

we submit comprehensive
and well
-
presented reports on time.


We use scorecard and dashboard reports to plan, deliver, and assess programs
and outcome on a regular basis.


What’s Going On for you


Healthy Practices for Using Results

27

What is Measuring Success?


The regular, systematic tracking of the extent to
which program participants experience the
benefits or changes intended by the Mission
(United Way, 2002)



Measuring Success fosters continuous learning as
you use data & measures of success to:





Plan




Act &


Manage Data & Info



Improve





Analyze




& Reflect




28


Measuring Success answers 3 kinds of questions:


1.

How is our program performing?


2.

How are our clients doing?


3.

Are we achieving our Mission?


With 3 kinds of Monitoring and Evaluation data*:


Program Performance

questions can be answered with data that a
microenterprise program needs to collect and maintain in order to
function:


In client contact database, in loan portfolio management
systems, in accounting systems, etc.


Client Outcomes

questions can only be answered by going
outside

the program and surveying clients who have received substantial
services and have had time to put what they learned/received into
use.


Program Impact

measures how strongly the outcomes are related
to the program experience using a control group, statistical tests,
large sample sizes, or data gathered at set points in time over a
long period.

*Thank you to the Aspen Institute’s MicroTest Program for material on this page.



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Measuring success requires both Performance and
Outcome Data which require*:


Developing a good
management information system



A management information system is the series of

processes and actions involved in capturing raw data,

processing it into usable information and

disseminating it to users in the form needed

in order to make appropriate decisions.

Information technology

(IT) are the computer hardware, networks, software
used in an MIS.

Databases

(DB) manage the data, usually software or services (web based).

Staff time and capacity

to manage and use the system well.


*Thank you to the Aspen Institute’s MicroTest Program for material on this page.

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Very few of you have staff or other resources
dedicated to outcome tracking or data
management


One of you uses VistaShare Outcome Tracker
(web
-
based service) to track client data


All of you have multiple donors and reporting
requirements


Some of you are part of a larger organization
that has other data management systems


None of you have used the MicroTest Program
Performance and Outcomes Reporting system




What’s Going On

with you?

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You all use intake forms to collect basic information about
who you are serving and what their needs and interests
are


Your definitions of success mandate that you collect
information about what changes for clients and their
businesses during and after services = outcomes


You have your client/participant and business information
in multiple locations & systems

Excel spreadsheets,
databases, hard copy files

and are frustrated by
inefficiencies and lack of resources


You want to learn more about and make plans to improve
your database(s), use of the results, and information
technology so that you can track your program outcomes.





What’s Going On for you with Measuring Success?

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Activity #2


1.

Complete the AEO Standards section on page 5 of
the
Measuring Success Resource Packet
.

2.

Skim the Monitoring & Evaluation Plan template on
pages 7
-
10 of the
Measuring Success Resource Packet

3.

Discuss with your partner.



Where do you need to improve or do more?



Where are your strengths?


4. Make Overall Systems Change action step notes
on page 1 of your
Measuring Success Resource Packet



What’s Going On for you


Do your systems meet the AEO standards?

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Activity #2

Complete your Action Plan Goals on
page 1 of the Resource Packet

Healthy Practices for Measuring Success Systems:



We have a monitoring and evaluation plan.



We collect and analyze outcomes (long term)
changes with our clients on a regular basis.



We dedicate between 5
-
10% of our overall budget
to measuring success… including MIS.


Other goals?


What’s Going On with Your Systems?


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Please return by 1:15pm


Please explore the ‘data treasures’
for inspiration




LUNCH!

35

III.
Practical Steps for Measuring
Success


Name & Define Success
Topics & Activities





Theory of Change

Name the purpose & path
to your Mission



Activity #3: Mission
-
led Goals & Measures of Success
Worksheet


Activity #4 (homework?): Draft your theory of change



Name your indicators of success




Introduction to Activity #5: Brainstorm & select your core
indicators of success.



Define your indicators of success



Introduction to Activity #6: Define your outcome indicators
using standard definitions from the field and your own.
















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Do you have a
theory of change

that describes
the purpose and benefits of what you do?


How do you name & define success? Do you
have a
program logic model

that describe how
your program activities lead to outcomes?

These are your
maps

for knowing your results…


Name
Your Program Success on
your terms…

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Activity #3: Use page 13 of the
Measuring
Success Resource Packet

to begin naming your
measures of success


What is your program’s Mission?


What are your top 3 activities or services?


What are the main outcome goals for clients who
participate in these activities? (brainstorm)


What changes happen within the first year?


What changes happen within 1 to 2 years?


What happens in 2 or more years?





Name
Your Program Success on
your terms…

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Theory of Change


Purpose: A theory of change maps and provides a
blueprint for the overall reasons (purpose) and outcomes
(desired changes).


Uses include:

1) clarifying and simplifying common vocabulary, principles,
market(ing) approaches and messages for outreach, resource
development, and policy advocacy; and

2) providing framework and assumptions for strategic planning
and thinking for program planning and evaluation by
providing short and longer term milestones and indicators.


New hypotheses (innovations) test and question how to
improve and direct resource use

this is a living document
to be revisited and revised with each strategic plan
revision.




Name
Your Program Success on your terms…

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Mission:

JEDI increases the economic well
-
being of people and communities
through business development and local wealth creation.

JEDI Theory of Change:

Statement of Need:

Rural Siskiyou County residents are challenged by
persistent and disproportionate income and asset poverty, unemployment, and
rising rates of transience (and some times permanent out
-
migration) due to
declining natural
-
resource based industries, national economic trends,
geographic isolation from major markets and investment in the private sector,
and weak communication technology infrastructure.

Statement of Purpose:

Each year JEDI provides 400 Siskiyou County
entrepreneurs with the training and technical assistance resources they need
to create, stabilize, and grow businesses and household income and assets.


JEDI does this so that within 1 to 2 years:

Individuals stabilize and
increase their household incomes, assets, and confidence; entrepreneurs
grow viable businesses; and businesses provide other residents with jobs,
needed goods and services, and inspiration.


So that within 2 to 4 years:

More residents have adequate household
incomes and plans for their longer term future in Siskiyou County.
Thriving Siskiyou County businesses attract local and regional connections,
spending, innovation, pride, and civic involvement. Increased incomes and
revenues increase the tax base and improve infrastructure & services.


So that within 3 to 10 years:

Overall community wealth increases with
investment and confidence in the long term future, poverty rates fall and
quality of life improves, owners and supporters leverage increased
resources for small and micro
-
businesses.





Name
Your Program Success on your
terms…a practitioner example

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Theory of Change Example #1

Mission:

JEDI increases the economic well
-
being of people and communities through
business development and local wealth creation.

JEDI Theory of Change:

Statement of Need:

Rural Siskiyou County residents are challenged by persistent and
disproportionate income and asset poverty, unemployment, and rising rates of
transience (and some times permanent out
-
migration) due to declining natural
-
resource based industries, national economic trends, geographic isolation from
major markets and investment in the private sector, and weak communication
technology infrastructure.

Statement of Purpose:

Each year JEDI provides 400 Siskiyou County entrepreneurs
with the training and technical assistance resources they need to create, stabilize,
and grow businesses and household income and assets.


JEDI does this so that within 1 to 2 years:

Individuals stabilize and increase
their household incomes, assets, and confidence; entrepreneurs grow viable
businesses; and businesses provide other residents with jobs, needed goods
and services, and inspiration.


So that within 2 to 4 years:

More residents have adequate household
incomes and plans for their longer term future in Siskiyou County. Thriving
Siskiyou County businesses attract local and regional connections,
spending, innovation, pride, and civic involvement. Increased incomes and
revenues increase the tax base and improve infrastructure & services.


So that within 3 to 10 years:

Overall community wealth increases with
investment and confidence in the long term future, poverty rates fall
and quality of life improves, owners and supporters leverage




Name
Your Program Success on
your terms…two tools others use

JEDI Theory of Change
Personal & household financial health
practices & status improves
Businesses start, strengthened & sustained
Small business owners create, retain, & sustain
living wage jobs for self & local residents
Business revenue increases household income to
improve household self sufficiency & assets
Local businesses create healthier local economy
Healthier local economy leverages more
micro
-
and small business markets, financing & resources
JEDI provides Siskiyou County residents
with business development,
asset and credit building, and
community development
training, technical assistance,
and linkages to resources.
JEDI business development & local wealth creation increases the
economic well
-
being of people and communities.
41

Another theory of change example*

* From
Community Change:
Theories, Practice, and Evidence
.
2006. Aspen Institute
Roundtable.p.225

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Activity #4

Work with 2
-
3 partners to draft your Theory of
Change using page 14 of the
Resource Packet.

Mission:


Statement of Need:

Describe the need that is met by
your Mission.


Statement of Purpose:

Describe how you propose to
meet that need. You do (activities)…with and/or for who
(target group)…
so that
….(immediate changes/benefits)….


Within 1
-
2 years…(short term outcomes)…occur
so that



Within 2
-
4 years….(intermediate outcomes)…occur
so that



Within 6 years….(long term outcomes)…occur.





Name
Your Program Success on
your terms…

43

Name
Your Program Success on your
terms…
key outcomes indicators

Jefferson Economic Development Institute (JEDI)Core Outcome Indicators


JEDI succeeds when entrepreneurs succeed
in one or more years

to:


Start businesses
;


Strengthen, formalize, and
expand businesses
;


Establish and maintain
profitable businesses
;


Create and/or retain employment

for themselves and others; and


Improve
household financial security
.



JEDI knows businesses are successful when
in 2 to 6 years
:


Income from business contributes to household financial self
-
sufficiency and
security;


Business revenue allows owners and other employees to increase purchasing of
goods and services (household & business
-
to
-
business spending) and increase
the income tax base;


Businesses provide local communities with needed goods and services;


Businesses attract regional markets and investment;


Businesses provide local communities with cultural and social assets; and


Owners give back and reinvest in local community.

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Introduction to Activity #5

Select your indicators of
successful outcomes using the examples and worksheets
on pages 14
-
17


Select 3
-
10 ways you know your goals are being
achieved

these are your indicators of success. Note
them on page 17


Compare your outcome goals to others used in the field

which of these work best for describing
your

program
Mission according to your Theory of Change?


Are there other indicators of success? Are there other
changes you need to add for other stakeholders…clients,
donors, members of your community?


These are part of what you will use for your logic model
homework




Introduction to
Name
Your Success

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Introduction to Activity #6




Define each of your outcome indicators

use
the worksheet on page 17 of the
Measuring
Success Resources Packet.
Use the:



Practitioner example on pages 15
-
16 of the
Assessment
Worksheet,


MicroTest Measures and Definitions
, and


AEO Standards,

pages 23
-
27 of the Standards.


What standard definitions do you use? What do you
do differently? We have now mapped what
indicators you will use to measure success. Share
them with the group.





Introduction to
Defining
Your Success

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Another way to name and define success:


Logic Models

are a good way to

define in detail
the activities, performance & outcomes you track



Example & Questions on pages 27
-
31 of the
Measuring
Success Resource Packet, this your homework tonight


Please complete your Action Steps on page 2

of the Resource Packet for what you plan to do
later to continue naming and defining your results.


After the break we will explore data collection tools and MIS
technologies for measuring success.





Measuring Success for your program

47

IV.

Practical Steps for Measuring
Success


Internal Capacity
Building Resources & Assessment


Introduction to:



Promising outcome tracking resources:
MicroTest, Success Measures, others?



Assess data collection capacity:


Activity #7: Intake form assessment

What do we need to
ask to know if we are measuring success?





Assess data storage capacity:



Activity #8: Assess data modules and products.









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What’s Going On in the field?

Promising & proven outcome tracking

systems & platforms built by & for

practitioners




We do not need to reinvent the wheel!



MicroTest
www.microtest.org




Success Measures
http://www.nw.org/network/comstrat/measuringWh
atMatters/default.asp


Innonet


http://www.innonet.org/



Asset Building:

www.assetplatform.org

&






www.Creditbuilderalliance.org


Opportunity Finance Network/CARS





http://www.opportunityfinance.net/





http://www.carsratingsystem.net/


49

Example
-
MT Performance Framework


Reaching Target Groups


Who is the program actually serving?


Is the program fulfilling its outreach mission?


Achieving Program Scale


How many clients received credit and/or training related
services?


What is the magnitude of program services delivered
during the fiscal year?


What is the volume of lending activity?


50

MT Performance Framework


Credit Program Effectiveness


What is the size of the portfolio?


What is the quality of the portfolio?


How does the level of risk in the portfolio influence
portfolio quality?


Training Program Effectiveness


To what extent does the program succeed in assisting
clients to achieve key training objectives?

51

MT Performance Framework


Program Efficiency and Sustainability Measures


How efficiently does the program use internal resources?


What does it cost to deliver training and credit services?


How self
-
sufficient is the program?


How diversified is its funding?


52

MT Outcomes Framework


Are clients starting businesses?


Are businesses surviving?


Are businesses providing income to clients?


Are businesses creating jobs?


Are clients moving off welfare, if they were on welfare?


Are clients’ households leaving poverty?


Do clients credit programs, in some part, for their outcomes?

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Data Collection for Measuring Success

A Good
Intake Tool



Sets the baseline questions for measuring long term
outcomes

the questions are asked and tracked
throughout the system in almost exactly the same way
at intake, on update forms, and surveys


Encourages the program staff and clients to assess and
update progress on a regular basis

it is useful for more
than data


Asks for 1
-
2 other contact people to help stay in touch


Records the data event, collection, and entry dates as
well as staff names


‘Translates’ evaluation & metrics into a language
everyone can use


Communicates clear guidelines for information use

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Data Collection for Measuring Success

A Good
Survey Tool

is…


Administered no more than 1x a year by phone, web
-

based, or mail
-
in. Phone is usually most successful


Uses incentives

raffle of something useful to
business owners

for those who complete survey


Administered by trained staff or volunteers who are
not direct service providers


Looked forward to once the ‘check
-
in’ practice is
established


Does not take the place of program evaluation or
experimental research

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Aligning Baseline & Survey Data
Collection for Measuring Success



Key
Outcomes

Indicators/

Measures

Key Baseline &
Outcome Questions

Definitions/Formulas


On Intake
Form?

Yes

On Intake
Form?

No

Businesses
start

Business
status

Do you currently own a
business?

Yes/no

QV,
LSBAC,
JP, FC

HT, DB

Business start date

mm/yyyy; need for calc.
of years in biz, survival


LSBAC, JP


QV, HT, DB,
FC


Business
creates jobs


Employees

Not counting yourself,
how many paid full time
employees does your
business have?


Full time = >35
hours/week


QV,
LSBAC, JP


HT, DB, FC

Assessment details continues on page 21 of the Resource Packet

56

56

Data Collection for Measuring Success


Introduction to Activity #7: Intake
form assessment

Please see
Resource Packet

pages 18
-
22


What questions do we need to ask to
know if we are measuring success?


Please see the MicroTest Intake Form example on
page 19


Later: Edit, pilot, double check standards and best practices


Later: Add MIS Policies and Procedures to operations
manuals to document the purpose and process


57

57

Data Collection for Measuring Success


Please think about how you would complete the

Data Tracking Need Assessment Worksheet

(on page 22 of the Resource Packet)


How are you doing if this is the basics needed?


What questions do you ask differently?


Do you collect some of the information after the
Application/Intake?


When & how will you collect outcomes?


What is missing from your forms?


Do you, your staff, and clients know the purpose of your
questions?

58

58

Database Products and Services for
Measuring Success

1.
Database Needs Assessment

2.
Database Product Assessment

3.
Database Product Selection

4.
Database Re
-
engineering & Transition

5.
Implement & Adjust



Dedicate enough resources

time, staff

to do this project
well

this is a long term investment.


Goal is to increase efficiency and effectiveness of internal
systems

eliminate parallel data sources, duplicate data
entry, time intensive reports, etc.




59

Array of MIS Modules

Accounting/

Payroll/

Fixed Asset

Non
-
client

Client
-
based

Financial

Non
-
Financial

H.R./

Scheduling/

Intranets

Loan

Portfolio

IDAs

Bus.Services

(Training,

TA, Market,


etc)

Demographic

Info

Other Services

(Health, Counseling,

etc)

Impact/

Outcome

Info

Contact

Management

Who?

What?

Why?

60

60

Assess Your MIS Needs

Introduction to Activity #8: Database
Needs

Assessment tools & guidelines, page 25 of
Measuring Success Resource Packet

What is your:


Program Breadth or diversity of services needed



Program Scale of your program or organization



Program Depth or complexity of information
needs (do you need to track outcomes? Integrate
with other systems?)




61

61

Assess MIS Products

Introduction to Activity #9:
Database Product

Assessment

tools & guidelines on pages 23
-
24
of the
Resource Packet

Database Product Options
-
please see page 24


What are your:


Top 3 product options at a glance?



Are there other products or services you want to explore?



Can you combine services with existing platforms

Salesforce (very difficult outcome tracking) + MicroTest
Outcomes or Success Measures (no contact/activity
management)?





62

62

Action Plan Review & Questions

Wrapping up: What are your Measuring Success
Action Steps for Data Collection, Storage, and
Analysis?



Review and Complete Your Measuring
Success Action Steps


Return to pages 1
-

4 of the
Measuring Success Resource
Packet

and complete your goals and next steps.


What are you most looking forward to?


What is most challenging for you?


Do you have requests for the group

how can we support
your efforts?



63

63

Homework Activity

Theory of Change
or






Logic Model


Complete your Theory of Change and/or


Program Logic Model

define in detail the activities,
performance & outcomes you track



Example & Questions on the final pages of the
Measuring
Success Resource Packet

THANK YOU!




Measuring Success for your program