Improving effectiveness has two perspectives for non-profits: administrative effectiveness and client satisfaction. Both can be measured and improved.
Administrative Effectiveness
Administrative effectiveness or internal client satisfaction is about reliability and accuracy of data, information and reports; completing projects on time; producing attractive and error-free reports, grant applications, newsletters and brochures; and holding successful special events like fundraisers, staff appreciation celebrations and annual general meetings. Administrative effectiveness relies on skilful project management, solid teamwork and clear performance standards.
Measurement of internal effectiveness is tracking errors, self-inspection, monitoring and, most important, debriefing - examining what went right and what went wrong. Tracking, self-inspection and monitoring can easily be done through checksheets. Debriefing looks at the reasons behind why, or why not, the project or event was successful; documents the findings; and builds on experience.
Client Satisfaction and Beyond
In the non-profit sector measurement should go beyond client satisfaction. More and more, organizations must prove: program and service objectives have been met; there was measurable and sustainable change; and the organization is realizing its mission.
The Four Levels of Measurement
There are four levels of measurement and each builds upon the next.
- Gauging Reaction: did clients come and did they like it? Tracking participation, inquiries, waiting lists and referrals measures the numbers. Getting feedback from clients through a combination of surveys, focus groups, interviews and compiling complaints and compliments measures immediate satisfaction.
- Meeting Objectives: did the program or service do what was intended? This depends upon having the criteria for success determined before the program or service was offered. Then measure the results against the criteria. The process can be follow-up interviews or surveys with participants and others in a position to evaluate the lasting results, such as teachers, parents or staff at agencies, that are interconnected with yours. Indirect indicators are another source.
Think about measuring:
a) the reputation your organization had before the program, and then measure
again once the program has been running
b) the additional benefits reported by clients that your program or services
provided, but not foreseen
c) staff satisfaction or the workplace climate of your organization before
and after.
- Making a Difference: is the change positive and sustainable? Measure this level through statistics and control groups. Compare the results of your programs or services with:
a) people who did not participate in the program or use the service
b) general statistics for your demographic target
c) benchmarking data using the results from other organizations
d) best practices.
- Realizing Our Mission: should our doors stay open? Measuring this fourth level concentrates on long-term, sustainable changes and relies on feedback from the community, funders and donors. Longitudinal studies are key as well as the measurement techniques used in the other levels. Having measurements to verify that you are more effective than the competition strengthens your organization and its position in the community.
Objective Measurement Is Key
Objective effectiveness measurement at all four levels proves your organization is accomplishing its strategic objectives to your staff, clients, funders and donors and the community.
"Objective" is the key word. Getting expert help reduces internal bias and increases confidence in your measurement. And makes it easier to prove you are truly effective at all four levels.
