A tongue in Cheek look at creating a performance management systems: Outcome Measures

New England performance measures. A tongue in cheek look at creating a Performance Management System or How to love a Puffy Coat.  OUTPUTS

The first thing we have to do is start with our mission. States don’t usually have missions or visions but they do have slogans, motto. We’ll use Maine to start our example.  We could use the state flag-Dirigo.  That means I Lead.  Not sure that’s so helpful.  How about the license plate slogan, Vacationland, ok but a little narrow.  A lot of people add a bumper sticker that says not on vacation so you're going to meet resistance.  Maine the Way Life Should Be or Maine Open for business.  I’m going to choose Maine the Way Life Should Be. It’s vague so the next thing you will want is a committee to help promote performance measures and choose and define measures.

Let’s drop it down to apply performance measures to you.

Here’s one: the number of pairs of mittens or gloves you have at the end of the winter.  It’s an output, activities conducted to get to the result you want. O is best

How about #number of different types of winter boots you have. That may have a bias because it might be measuring wealth

How about the last day you wear your puffy coat?  If you want to get technical, it’s really the number of days between, say, Nov 1 and April 1 that you wore it. The reverse could be used, the first time you put on your bathing suit.  I have friends who wait for the perfect day and then it slips by.

We very often put our measures into ratios so the number of mittens and gloves lost/compared to the grand total mittens and gloves you have at the end of the winter. If you have 5 pairs of gloves or mittens and you lose 2 2/10 =That’s 20%

But we really  want to know about the results of our actions We want to measure the way life should be.

So let’s measure the number of winter activities you participated in:  hiking, snowshoeing.  Do you think snow shoveling counts?  Let the committee be the judge.

We really need to balance it.  Always balance your measures so one doesn’t drive the others. Add number of summer activities, # of days you hiked, swam, biked. Does it count if you sat around the pool?  Here comes the committee again. 

Ah Now we are getting closer to Maine the way life should be.

OUTCOMES 

Let’s look at an outcome, the result you want…Maine the way life should be.  Well you can use the number of summer activities and number of winter activities to create an outcome measure. They are proxies for Maine the Life should be. We are assuming getting out of doors is important

You’ll probably want to turn it into a percent of time spent on weekends or something like that or we could use the number of days, 90 that we count as summer or winter. 

All play and no work is not going to create Maine the Way Life should be. Remember that slogan open for business.  It’s an outcome we want to measure, so let’s add in the average of wage for a financial measure.

Finally, you might want to find out how satisfied your family and friends are going out in the winter or summer.  That the long term outcome.  We don’t want people to feel they have to leave and become snow birds or have to go to Disney world with their kids in the winter. Maybe they didn’t like the camping trip in the summer but did like the trip to the beach in the summer. You need to know

You might be pretty discouraged after you collect this data on number of winter activites and summer. You’ve got a great 1 to 1 ration if you had 1 activity for summer and one for winter.  But one out of 90 days isn’t very good. I’ll talk about process measures next time that will help you.  Thanks for listening.

Begin of Performance Management System

5 QUICK STEPS FOR RISK MANAGEMENT

         1.    Explain the workers comp process.  Even in today’s office work environment, young and senior employees can fall (and break wrists)

2.       Create common sense rules. The longer your policies, the less likely they are to be read.  It’s true you may need to have more extensive rules for key personnel.  Depending upon the type of organization, you might need a full-fledged emergency management plan, but that doesn’t mean everyone needs the details.  Any plan needs to be flexible.  No one in Gander Newfoundland could have expected that all planes heading to the East Coast would have been detoured to Canada on 9/11. (See my Sept blog)

3.       Orient and train new employees immediately.  We used to be able to be more casual about when people were oriented.  If you provide services to kids, employees need to know the rules and reporting requirements on the first day.

4.       Expect that accidents do happen. Hospitals always have extensive orientations.  During an orientation on back care by an appropriate staff member, a new employee threw out her back.  One of the major workplace accidents is a back injury. 

5.       Check computers for viruses, etc. If you’re a large organization, you have a routine, but if you are a small nonprofit you need to be wary that your employees are up up-to-date. Go check.

The Last Word

Arguments in meetings. Most meetings are mundane, but when there is a dispute about a policy, often the argument is between two people trying to get in the last word. I explain how to move from an unsatisfactory ending for both parties to one that will assist you in the next meeting about the policy.

What You can do about Corruption

Dec 9 was Anti-Corruption Day. What I find fascinating is one little group, the Fifth Pillar, that tackles corruption from the perspective of a civil society.  If citizens stop giving bribes to corrupt officials, officials will stop asking.  If you were in a situation where you needed to get your housing, your water, your electricity, would you give the bribe?  Fifth Pillar provides people with zero rupee notes in India to give to official who are expecting a bribe.  (It has similar notes for other countries.)

There are, of course, major organizations such as Transparency International, an advocate for greater transparency , that is visibility, as a means to reduce corruption in the public sector and throughout society.  This idea caught on with the UN, the sponsor of Anti-Corruption Day. We feel that we don't have much corruption in the United States.  Ours is perhaps more subtle.  You might check your website and see what is visible to the public from your meeting minutes to electronic processing of bills.

Listen to the Rocks

Did you listen to the rocks rolling? That's what it is like when you reorganize a government agency or a large nonprofit. Your employees come in with the tide and go out with tide, often griping and complaining.  Eventually, the rough edges smooth out.
In the public sector, it frequently happens after an election. A new administration wants to show that it is serious about change.  That change is top-down and with it, it brings complaints and griping that you can avoid.

The three most common reasons for a reorganization or even a merger of small nonprofits are.

1) Improve program or policy effectiveness.  We place together programs that have similar purposes.  Effectiveness is in the eye of the beholder unless you have a way to measure change.  That's what occurred after 9/11 when President Bush reorganized agencies into the Department of Homeland Security.  

2) Ideological or tactical ends. We restructure to symbolically convey the importance or loss of importance of a program.  Layoffs or hiring might occur.  Fundraising becomes a competition for nonprofits with similar goals, so we might even merge similar minded nonprofits.  Some might say that this is not reason for reorganizing.  That criticism may occur from within as well as from the public.  It may be time to change the mission if this is important to get a buy-in.

3) Improve efficiency. It’s the most common reason but the most difficult.  Costs occur from the very process of reorganizing.  Cost savings may be one-time savings. Administrative costs are not necessarily achieved by reducing redundancy such as closing offices.  Are the data available to measure performance before and after?  If you are working with publicly funded programs, the purpose of the programs can’t be changed.  

To be successful “listen to the rocks; ” get the input of employees at the front end as the waves of change are grabbing up the rocks.  You’ll grab even more as the waves roll out as the plans evolve with employee input.  Over time the rocks smooth out.

Power Tools and Databases

My power tool of choice is a sander.  Whenever I paint, it’s time to choose the right sander. This time I was removing old oil paint from a window sill.
That’s a job for a sheet sander

For small nonprofits and for individual use in any government agency, your power tool of choice is a spread sheet.  You use as a database.  It does the trick but if you’ve got a lot of data it gets easy to lose data, hopelessly mix up data when you sort (even though the spreadsheet asks if you are sure), get harder to use the larger the spreadsheet. \

1)   Use a spreadsheet if you have a small amount of data, perhaps up to row Column AA and 200 or 300 Rows.  Yes, you can use it for much more but…

Turn to an alternative, the rotary sander.  I’ve used this on large porch railings.  It helps you work on larger surfaces without creating lines.  The equivalent is Access or an open source cloud-based program.  These are true databases.  I’ve seen many employees fail to take the leap from a spreadsheet to a true database because the learning curve is high or you need to pay for a host website.  They move to a shared spreadsheet such as google sheets, but that isn’t the rotary sander equivalent. It just allows you to share more easily.  Databases are great for donor or member data because it is easier to handle large amounts of data and you’ll never sort it and have to start over.  I’m familiar with an open source data bases for housing museum and library digital collections and another for GIS data  

2)   Use a database to easily sort and filter data y, create queries, and routine reports but…

Sometimes you’ve grown enough and need to get out the belt sander.  It only goes one way and is designed for the big job.  The problem is it can get out of control.  I once used my belt sander on a cottage porch.  Don’t take your hand off or away it goes.  That is,  if you decided to ask a vendor to build a database for you, you will need to be hands-on in the development, ensure that you have follow-up, and routine updates.   You are probably familiar with infamous builds of state health and human service agencies.  They often have to be dumped because they fail to do what is needed. 

Belt Sander Source: Home Depot

I recently entered travel reimbursement using a proprietary web-based software for my university-based work.  I had to have a staff member specifically assigned to assist employees set up employees in the database.  I had to have that same staff member help me go through the database process to enter my miles, receipts, conference fees, etc.   It was clearly a product set up for a wide variety of customers.  It had lots of cities in the database to use for your start and stop destinations, but when I couldn’t find mine, I had to put in cities close by.  I couldn’t add in a new location.  Then I had to put in mileage to and from locations. The database didn’t use the cities I had already entered to determine my mileage automatically. Nor did it attach the hotel fees paid by a university credit card.  It had an unwieldy interface to put in cost centers.

1)   Use new builds to do multiple tasks for multiple departments that has continuous support from the vendor.

2)   Use an interface appropriate for your organization but…

Sometimes you just need a simple form.  Don’t automate what doesn’t need to be automated.  Travel reimbursement might well be one of these jobs.  I’m sure it was created to move to the paperless office, but is someone analyzing the costs of attendance at conferences, travel?  I doubt it; that is the true use of a database, to query and report.

The paper travel reimbursement form I filled out for my nonprofit volunteer work took a matter of minutes.  No employee had to guide me through.  It’s the equivalent of the washable sanding block. It works great for little jobs and to touch up those big jobs.

Do you have a misguided use of a database at your work? Let me know.