From Output to Impact: Defining the "So What" for your Organization! - May 10, 2013 Los Angeles, CA
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From Output to Impact: Defining the
“So What” for your Organization!
May 10, 2013
Los Angeles, CA
** Proprietary & Confidential **! -‐
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Agenda for today (5/10/13)!
EST.
TIMING
→ Introduction and agenda 5 min
→ Why “impact” matters and the Impact Formula 20 min
→ Real-life example: Camino Nuevo Charter Academy 15 min
→ Exercise: Your impact statement 20 min
→ Q&A 10 min
Objectives:!
• Explore shift from output towards impact across nonprofit sector!
• Learn about and experience in action, a simple yet powerful
framework for measuring performance!
• Understand how focus on impact brings clarity and helps
organizations up their games!
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Key takeaways!
1. What gets measured, gets done. But it’s not one number.
2. Your impact is a muscle that you need to exercise – it takes time,
you must iterate, it’s not a silver bullet
3. Clarity on your desired impact brings alignment and accountability
4. Your case for funding should center around your impact story
5. We must fundamentally adapt to move our sector from “output” to
“impact
Audience poll question: !
• How many of you feel that your organization is currently
measuring impact? !
• How many of you have a theory of change that guides your
organization’s decision making and work? Has it evolved? !
• How many of you don’t know what we’re talking about??!
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A little about us!
Way-Ting Chen
Partner & Co-Founder, Blue Garnet!
A macro-economist and geek at heart with a passion for problem solving and generating
breakthrough insights that lead to social impact. She is top-notch problem solver with a
penchant for critical analysis. She is fueled by her conviction that “the system” can and should
work better. She holds an International MBA, University of Chicago and is a mother of two.
Jennifer Li Shen
Partner & Co-Founder, Blue Garnet
A dogged idealist with a discerning eye and an undying belief in democracy. Where markets
fail, opportunities for social change abound. She channels her inner maximizer to realize the
potential in others while pushing for innovation and asking the tough questions. She holds an
MBA, Yale University and is a loving wife and mother of three.
Dr. Ana Ponce
Chief Executive Officer, Camino Nuevo Charter Academy (CNCA)
Dr. Ponce has dedicated the last twenty years to educating kids in urban, low-
income communities. Under her leadership, CNCA schools have received numerous accolades
including the 2012 US News & World Report Gold Medal Status Award for top US High
Schools. Dr. Ponce has a Doctorate in Education from Loyola Marymount University, and a
Master’s Degree in Bilingual-Bicultural Education from Teachers College, Columbia
University.
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ey Foundation is a private charitable organization dedicated to helping build better
dvantaged children in the United States. It was established in 1948 by Jim Casey,
ders of UPS, and his siblings, who named the Foundation in honor of their mother.
mission of the Foundation
Push …and government
is to foster public policies, human-service reforms, and
from foundations…!
upports that more effectively meet the needs of today’s vulnerable children and
pursuit of this goal, the Foundation makes grants that help states, cities, and
ds fashion more innovative, cost-effective responses to these needs. For more
information, visit the Foundation’s website at www.aecf.org.
701 St. Paul Street Baltimore, MD 21202
©2012, The Annie E. Casey Foundation, Baltimore, Maryland
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“The plural of
anecdote is not data”!
Program
Benefits
Benefits
minus
per
youth
costs
Early
Head
Start
$4,768
-‐$16,203
D.A.R.E.
$0
-‐$99
Scared
Straight
-‐$11,002
-‐$11,056
Source: Washington State Institute for Public Policy, “Benefits and costs of prevention and early intervention programs for youth,” 2004
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Pre-assess. Post-assess.
Desired
Impact
Learn & Learn &
adjust adjust
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Lasting social impact is made by high performing
organizations who deliver results!
￫ Sector as whole trending towards impact
& proven results
￫ Emphasis on solutions which rigorous
tests have shown to work
￫ Lasting social impact requires both
proven solutions + organizations that can
consistently deliver – can’t do one without the
other
￫ High performing organizations do both,
and effectively adapt to changing conditions
along the way
Blue Garnet has track record of working with
organizations to balance missions with margins to achieve performance, and
their investors to stretch their dollars to maximize impact!
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Our worldview centers on what it takes to build
high performing organizations…!
Blue Garnet engages impact-driven organizations in the discipline of strategic
thinking to focus on what matters most, so that they deliver lasting social change
Organizational clarity: shared vision for
where organization is going, how to get there
and course correct, and means of determining
progress and achievement
Shared Leadership: working cohesively to
develop and implement strategies and
decisions by leveraging strengths of
organization, team and individuals
Healthy Economics: data-driven decisions
to manage and generate resources that meet
present needs without compromising the
future – an ongoing journey to thrive
Accountability for Results: confidently
knowing the impact you have had and can
claim; being answerable for performance
through continuous learning & improvement
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Organizational clarity starts with developing
picture of your desired future state !
4!
3030
year
yearfuture
future state
state ! !
due to ExED!
due to your org!
3!
10 yr Vision for Impact!
2! Multi-year (3-5 yrs)! i = a + b + c!
Strategic Planning
incl. perf dashboard!
1!
Annual Planning
incl. perf dashboard!
Organizations are on journey to create impact;
must think longer-term, while planning for shorter-term"
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BG’s Impact Formula serves dual purpose of
framing strategic direction & measuring success!
Blue Garnet Framework: “Impact FormulaTM” and Theory of Change!
i! = a" + b" + c" + d"
Impact Statement!
or “the Ends”!
!
Ingredients or “the Means”!
Impact you want !
your organization to 3-4 key ingredients or core competencies"
have in 10 years, necessary for creating your ultimate impact"
articulated in
1 sentence"
Performance Indicators or “How You’ll Know”!
!
10-12 key performance metrics to track and measure that each ingredient is"
being accomplished, which in turn will ensure your ultimate impact"
Note: Blue Garnet framework inspired by Center for What Works; Impact Formula helps to set strategic direction and provide an evaluation framework
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Impact Statement defines direction of strategy, must be
articulated with 4 key components
i! = To articulate your 10 year Impact Statement, you must
answer:
• What does success look like for your organization? And what
is the specific impact of this success?
Impact Statement! • In 10 years, what impact do you want to create and keep your
The impact you want organization accountable to?
your organization to
have in 10 years Impact Statement should include the following
elements:
1. Time: What is the timeframe for achieving the vision?
2. Target: Who/what is the unit of change being targeted?
3. Impact: What is the impact on the target?
4. Scale: What is the breadth and reach of impact?
Brainstorm through different options to complete the following statement:
By _________, _______ ____________ have been/are __________.
(Timeframe)" (Scale)" (Unit of change)" (Impact)"
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Power is in difference between output and impact,
tangible articulation, clear expectations and buy-in!
i! Instead of focusing on output and organization specifically…!
Impact XYZ will grow to $2M organization, serving 3,000 meals and
Statement! providing shelter to 150 homeless individuals on an annual basis
The impact you want
your organization to
have in 10 years
…focus on impact organization will make through Impact Statement
Timeframe" Scale" Unit of change"
By 2020, at least 2,000 homeless & at-risk heads of households will
emerge from poverty, and be on the path to self-sufficiency
Impact"
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Generally, “ingredients” or “secret sauce”
consist of a few components!
Blue Garnet Framework: “Impact FormulaTM” and Theory of Change!
Impact Statement! Ingredients or “Secret Sauce”1!
i! = a" + b" + c" + d"
Impact created by Proven, evidence-based Fidelity to effectively
the organization program and its elements! operate & implement2!
(not just a program)!
Creating impact requires both a proven program and operational fidelity!
!
Beyond having a proven program, what must your organization do to ensure
effectiveness, alignment, and sustainability, to create your desired impact?!
(1) For illustration only. It is not a requirement to have 2 ingredients for programs and 2 ingredients on operations
(2) Ingredients generally fall into several categories: Org. leadership & capacities; infrastructure & resource sustainability; external relations & partnerships
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Performance dashboard then captures org-level
“secret sauce”, and frames analytics around impact!
Example: Impact FormulaTM for workforce development nonprofit,
tying impact to measurable social (program) and operational indicators!
i! = a" + b" + c" + d"
By 2020, at least 2,000 Recruit individuals Provide soft skills Place graduates into Ensure
homeless & at-risk heads motivated to training, on-the-job quality jobs that organizational
of households will emerge advance out of training, and access to position them to sustainability with
from poverty, and be on poverty" hard skills training as move out of poverty respect to financial
the path to self-sufficiency! needed" through integral management and
relationships with human capital"
employers"
Social Indicators
1. $ income @1,2 yrs " 1. # students completing 1. # placements"
2. # credentialed or other hard and/or OTJ 2. # quality
edu (incl. GED) w/in 2 " skills training" placements"
3. % to perm housing @ 2. # students completing 3. Wage & benefits "
1, 2 yrs" OTJ training (via SE)"
Operational Indicators
1. Direct cumulative cost 1. % of referrals 1. % retained through 1. Average time to 1. % staff with 3+ yrs
per placement" accepted" training" placement" experience at org"
2. % retention @1,2 yrs" 2. % conversion of 2. Dir. cost per trained" 2. Dir. cost per 2. % annual budget
3. # quality employment accepts to placed" 3. Social enterprise rev. placed" from philanthropy"
partners 3. Dir. cost per as % of total costs" 3. % employer 3. Annual reserve as
" accept" satisfaction" % of budget"
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Sample: How clients are using it!
From
website
From
dashboard
(1.0)
From
funder
&
partners’
forum
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Case Study: Camino Nuevo Charter Academy seeks
to ensure its college-eligible graduates are -ready!
“It’s what we do with the students while
we still have them that matters”!
CNCA has a long-term commitment to its
students, through K-12 strands and desire for
college success
But once they leave CNCA, our influence
is limited – we have less control
4 alumni classes now provide insight for how to better prepare our students. Our
kids need a three-pronged approach
1. Stronger academic preparation, especially in math & science
2. Authentic learning in reading and writing
3. Social capital to equip them with a competitive edge
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CNCA Strategic Planning Process & Approach
1 2 3
Where are we today? Where do we want to go? How do we get there?
Org Baseline & Assessment Desired Impact, Org Implications,
and Growth Vision " Oppty & Strategy" Roadmap & Dashboard"
9 weeks 17 weeks 10 wkg weeks
Board
Project Kick-off Step 1 Deliverable: Retreat (8/1) Step 2 Deliverable: Step 3 Deliv.:
(4/6/11) Organizational Baseline & Desired Impact, Market Oppty Completed
Assessment, & Business Strategy Business Plan
(6/1/11) (10/1711) (1/10/12)
Over 9 month period, CNCA engaged in
extensive engagement of internal and external stakeholders to
inform decision-making and develop buy in!
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CNCA’s Current Impact Statement
i! = a" + b" + c" + d"
Impact Statement for CNCA Success or “I”!
By 2022, 2000 CNCA graduates are equipped with the skills, knowledge,
and worldview necessary to be literate, critical thinkers and independent
problem solvers.
As a result of this success, 90% have
been accepted to, 80% have
attended and 60% have graduated
from a 4-year college within 6 years.1
(1) National college graduate rates (within 6 years) are 63% for those attending a 4-year college and 31% for all students (both 2-year and 4-year colleges). For Latinos,
the rates are 42% and 17%, respectively. 2010 National Center for Education Statistics Report
Note: The 1st sentence is CNCA's direct impact or 1st ripple impact. The 2nd sentence is CNCA's secondary impact or 2nd ripple. We still want to track these items too,
knowing that external factors beyond CNCA's control will influence achievement of them
Source: CNCA Strategic Business Planning process, 2011 ** Proprietary & Confidential **! -‐
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CNCA Strategic Business Plan, 2012-2017
Initial Organizational Performance Dashboard
i! = a" + b" + c" + d"
Core academics, plus Place-based, whole child Educators and leaders Organizational
Graduates equipped writing & critical thinking approach sustainability
% grade level proficient # of field trips per % of teachers who % of eligible FTE that
% of HS graduates in mathematics student per year believe "the professional have been with CNCA
% accepted to 4yr % grade level proficient adult learning for 3+ years
college
% of service referral
in English Language Arts needs are met community challenges % of staff who believe
% of accepted attend me to become a more
4yr college
% grade level proficient % of students who self- "the mission/purpose
on STS (bilingual prog.) report being motivated effective, reflective of my company make
% of those who attend teacher"
% grade level reading to do well in school me feel my job is
graduate from 4yr
proficient % of students who are % of leaders who believe important"
college in 6yrs
% grade level writing comfortable with people “professional learning % of staff who believe
proficient of different racial, opportunities for leaders "my supervisor or
ethnic, & cultural (such as job alike PLCs, someone at work seem
Academic Perf. Index
backgrounds coaching, etc) support to care about me as a
% grade level proficient my professional growth
% of students who person"
in History
participate in music, % of leaders who believe Private philanthropy %
% grade level proficient "the Ed Team supports
dance, art, drama, or of annual operating
in Science me with improving the
creative writing two or budget
% of each subgroup who teaching and learning
more times per week Annually maintains a
move up 1 proficiency band practices at my school"
% of students who feel reserve of % of local
Student growth per % of promotions filled by organizational budget
safe at school
proficiency band internal staff
Avg student tenure of at % of staff who believe
CNCA “someone at work
encourages my
development”
Note: Bold indicators for Board; full list for other CNCA leadership
Source: CNCA Strategic Business Planning process ** Proprietary & Confidential **! -‐
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Sample: Board-level performance dashboard
(updated and discussed annually)!
CNCA Strategy Business Plan 2012-17 CNCA Strategy Business Plan 2012-17
Annual Board Performance Dashboard (Y0, 2011-12) November 2012! Annual Board Performance Dashboard (Y0, 2011-12) November 2012!
By 2022, 2,000 CNCA graduates are equipped with the skills, knowledge, and A Academics (continued)
worldview necessary to be literate, critical thinkers and independent problem solvers.
A3. K-8 CST Proficiency! A4. HS CST Proficiency!
As a result of this success, 90% have been accepted to, 80% have attended
100%! 100%!
and 60% have graduated from a 4-year college within 6 years. Y5 Math & ELA target = 80%! Y5 Math & ELA target = 80%!
Y5 Reading & Writing target = 75%! Y5 Reading & Writing target = 75%!
In order to achieve this success (“S”), CNCA must: 80%! 80%!
70%!
A. Through extended investment and engagement in students, produce students who have the ability to engage in 68%! Math!
60%!
65%! ELA!
60%! 59%!
rigorous reading, writing, critical thinking, speaking, and mathematical & scientific reasoning 54%! 55%! ELA!
48%! Reading!
40%! 42%! Reading! 40%!
B. Use a place-based approach to support the social and emotional development of students, and expose them to
diverse cultural experiences and critical social perspectives 20%! 20%! 17%! 20%! Math!
C. Recruit and develop quality educators and leaders committed to the “CNCA Way” 0%! 0%!
2010-11! 2011-12 ! 2010-11! 2011-12 !
D. Ensure organizational sustainability with respect to financial management and human capital (Y0, Baseline)!
(Y0, Baseline)!
Note: Writing data not available for 2011-12!
S CNCA Graduates are Equipped, and College-Ready, College-Bound
B Place-based approach
During the 2011-12 School Year…
97% of 12th graders 79% of 12th graders were …of which, Percentage of eligible students, who each year…!
graduated HS2! accepted into 4yr college…! 62% attended… ! 2011-12! 2015-16
(Y0, Baseline)! (Y5)!
B1. Participate in 4+ experiential learning opportunities! Not available! 80%!
B2. Successfully access social service & mental health resources! Not available! 75%!
B3. Receive 1+ semester of visual or performing arts! Not available! 85%!
C Educators and Leaders
Y10 target = 95%! Y10 target = 90%! Y10 target = 80%! Percentage of teachers and leaders who believe…!
By 2022, CNCA will have cumulatively graduated 2,000 “equipped” students!
C1.! "The professional adult learning community challenges me Y5 target
488 total graduates 88%!
to become a more effective, reflective teacher"! = 93%!
(tracking of “equipped” students in development)!
0! 488! 2,000!
C2.!"CNCA Leadership Team and/or Principals’ Professional
Y5 target
A Academics Learning Community meetings support my development as 92%!
= 95%!
a leader"!
A1. API Performance by School A2. API Performance Compared to Local Schools
900! Elementary K-8 Middle High 0%! 20%! 40%! 60%! 80%! 100%!
1000! Schools! Schools! Schools! Schools!
868! 900!
855! HAR! 812!
D Organizational Sustainability
850! 800! 802!
(Y5 target)! 838! 700! LAUSD D1. Private philanthropy as % of operating budget! D2. Annual reserve as % of operating budget!
824! BUR! = 745! Y5 target = 25%!
600! 10%! 25%!
806! 802! CNHS!
800! 500!
789! CIS! 8%! 20%!
(CA Y0
target)! 782! 779! CAS! 400! 6%! Y5 target = 5%! 15%!
District Schools!
300! 15.4%!
750! Charter Schools! 4%! 5.6%! 10%!
2010-11! 2011-12 ! 200! = 1,000 students! 10.4%!
CNCA! 2%! 3.7%! 5%!
(Y0, Baseline)!
(1) This represents 43% of CNCA 12th graders graduating from 4yr college within 6yrs. In comparison, only 31% of all high school graduates 0%! 0%!
in the US (and only 17% of Hispanic students) will graduate from 4yr college in 6yrs (Source: National Center for Education Statistics, 2010) 2010-11! 2011-12 ! 2010-11! 2011-12 !
(2) High school graduation rate is calculated internally (Y0, Baseline)! (Y0, Baseline)!
Note: HSO Management Dashboard includes more details by site CNCA-2012 Board Dashboard-8Nov12-FINAL! Page 2!
Note: Assessment of progress towards targets (green, yellow, red indicators) to be included beginning Y1
CNCA-2012 Board Dashboard-8Nov12-FINAL! Page 1!
!
Source: Blue Garnet
And there is an expanded management dashboard!
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Individual Exercise #1: Developing 10-year Impact
Statement for your organization!
i! Individually, let’s draft a formal 10-year Impact Statement (“i”)
￫ Spend 15 minutes to develop your Impact Statement
￫ Use your mission as a overarching frame, but push a
Impact Statement!
layer deeper
The impact you want ￫ Recall the four important dimensions: timeframe, target
your organization to
population (unit of scale), impact, and scale
have in 10 years
￫ If needed, develop a few variations
As a reminder:
Brainstorm through different options for the dimensions, then
complete your impact statement(s) using the following format:
By _____, _____ __________ have been/are _______________.
(timeframe)! (scale)! (unit of change)! (impact)!
What questions does this raise that must be answered?
Who can you share your thinking with?
What action will you commit to doing by Tuesday next week related to this?!
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Once again, key takeaways!
1. What gets measured, gets done. But it’s not one number.
2. Your impact is a muscle that you need to exercise – it takes time,
you must iterate, it’s not a silver bullet
3. Clarity on your desired impact brings alignment and accountability
4. Your case for funding should center around your impact story
5. We must fundamentally adapt to move our sector from “output” to
“impact
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Other resources for measuring & evaluating impact!
￫ Defining impact:
– Colby, Susan, et al. “Zeroing in on Impact,” SSIR.
Fall 2004
– O’Donovan, et al. “ The Strategic Plan is Dead,
Long Live Strategy,” by Monitor Institute in SSIR.
Winter 2013
￫ Evaluating impact:
– “Upgrading the Information Infrastructure for
Social Change,” by Markets for Good. Fall 2012
– Burgoyne, Anne Maria. “Dashboards that Guide
Good,” SSIR. Spring 2010
￫ Reporting impact:
– Bladt, Jeff, et al. “A Data Scientist’s Real Job:
Storytelling,” HBR Blog Network, March 2013
– Stikeleather, Jim. “How to tell a Story with Data,”
HBR Blog Network, April 2013
Or you could give us a call!!
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Why we do what we do!
Blue Garnet is… Blue Garnet Mission!
￫ …a strategy and management consulting firm, working Work with organizations
exclusively with social change organizations to create lasting social
￫ …a sector leader, focused on creating lasting social impact in change by harnessing the
Southern California combined power of
business acumen and
￫ …borne of a dream by two best friends from college turned social impact.
into social entrepreneurs
!
￫ …a team of pragmatic idealists doggedly supporting
Blue Garnet Values!
leading organizations to translate vision to reality and solve
complex social problems ￫ Collaborative learning
We work relentlessly to bring out the exceptional in clients – ￫ Inquiry for results
transforming them from “good enough” to truly great ￫ Integrity
￫ Unyielding
How to contact us: commitment
8055 W. Manchester Avenue, Ste. 430 ￫ Meaningful balance
Los Angeles, CA 90293
310-439-1930 tel • 310-388-1657 fax
jennifer@bluegarnet.net
www.bluegarnet.net
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