demonstrating impact to funders

www.mba-consulting.co.uk

Good Morning

Demonstrating the Impact of Your Work to Your Funders

Let’s get cracking!

• Housekeeping

• Introductions

• Aims

• The Start

What are your aims?

Impact!

Session 1: Understanding Impact

Logic Model or Theory of Change

Logic Model or Theory of Change

Lawnmowers Independent Theatre Company

Logic Model for Lawnmowers

Logic Model for Lawnmowers

Money, Staff, Equipment, Premises, Transport

Logic Model for Lawnmowers

Money, Staff, Equipment, Premises, Transport

Theatre for Change, Schools for Fools, Beat This

Logic Model for Lawnmowers

Money, Staff, Equipment, Premises, Transport

Confidence, Skills, Joy, Purpose

Theatre for Change, Schools for Fools, Beat This

Logic Model for Lawnmowers

Money, Staff, Equipment, Premises, Transport

Connection, Engagement, Visibility, Acceptance

Confidence, Skills, Joy, Purpose

Theatre for Change, Schools for Fools, Beat This

Outcome/Impact Spectrum

Short Term (knowledge, skills, benefits)

Outcome/Impact Spectrum

Medium Term (behaviour, practice, decisions, policies)

Short Term (knowledge, skills, benefits)

Outcome/Impact Spectrum

Long Term (consequences: social, economic, environmental etc.)

Medium Term (behaviour, practice, decisions, policies)

Short Term (knowledge, skills, benefits)

The song remains the same …

Can You Separate Your Outcomes From Your Impacts?

A framework of outcomes for young people

How To Implement TOC

GOAL

‘Start with the end in mind’ – Stephen Covey

Reverse engineer your outputs

Reverse engineer your inputs/resources

It’s not just about proving you’ve succeeded – it’s about ensuring

you will succeed!

• Helps with full cost recovery

It’s not just about proving you’ve succeeded – it’s about ensuring

you will succeed!

• Helps with full cost recovery

• Prevents obsessing over ‘inputs’

It’s not just about proving you’ve succeeded – it’s about ensuring

you will succeed!

• Helps with full cost recovery

• Prevents obsessing over ‘inputs’

• Helps tie performance to results

“The main thing, is to keep the main thing, the main thing”

4 Steps to Collecting Information

• Decide what information to collect

• Decide how it will be collected

• Decide when it will be collected

• Decide who will do the collecting (and the collating).

Key Performance Indicators

• successful installation of systems, for example, to ensure user involvement and feedback

• attendance , footfall, project take up

• amount of money raised

• number of referrals

• number of people who benefit

• numbers of surgeries, sessions, workshops etc

Key Performance Indicators

• successful installation of systems, for example, to ensure user involvement and feedback (Inputs).

• attendance , footfall, project take up

• amount of money raised

• number of referrals

• number of people who benefit

• numbers of surgeries, sessions, workshops etc

Key Performance Indicators

• successful installation of systems, for example, to ensure user involvement and feedback (Inputs).

• attendance , footfall, project take up (Outputs).

• amount of money raised

• number of referrals

• number of people who benefit

• numbers of surgeries, sessions, workshops etc

Key Performance Indicators

• successful installation of systems, for example, to ensure user involvement and feedback (Inputs).

• attendance , footfall, project take up (Outputs).

• amount of money raised (Inputs).

• number of referrals

• number of people who benefit

• numbers of surgeries, sessions, workshops etc

Key Performance Indicators

• successful installation of systems, for example, to ensure user involvement and feedback (Inputs).

• attendance , footfall, project take up (Outputs).

• amount of money raised (Inputs).

• number of referrals (Outputs).

• number of people who benefit

• numbers of surgeries, sessions, workshops etc

Key Performance Indicators

• successful installation of systems, for example, to ensure user involvement and feedback (Inputs).

• attendance , footfall, project take up (Outputs).

• amount of money raised (Inputs).

• number of referrals (Outputs).

• number of people who benefit (Outcomes).

• numbers of surgeries, sessions, workshops etc

Key Performance Indicators

• successful installation of systems, for example, to ensure user involvement and feedback (Inputs).

• attendance , footfall, project take up (Outputs).

• amount of money raised (Inputs).

• number of referrals (Outputs).

• number of people who benefit (Outcomes).

• numbers of surgeries, sessions, workshops etc (Outputs).

What?

• Qualitative Outcome Indicators

• Quantitative Outcome Indicators

For example

Data

Triangulation

X

Y

Z

When?

Measuring ‘distance travelled’

The Outcomes Star

The Outcomes Star

The Outcomes Star

The Soul Record (‘measuring the immeasurable’)

Look for an existing framework

ECM’s 5 outcomes:

• Being healthy A more healthy lifestyle• Staying safe Less harm and neglect and growing up able to look

after themselves. • Enjoying and achieving Maximisation of potential and the

development of skills for adulthood. • Making a positive contribution Using their skills and abilities in

ways to enhance their own lives and the lives of their community.• Achieving economic well-being Overcoming income barriers to

achieve full potential in life.

Consider the depth of the ‘data dive’

• Shallow: ‘87% of our users have taken up new activities.’ ‘Local residents say their park is much cleaner.’

• Deeper: ‘43% of our users are now going to the gym and 44% are now swimming at least once a week.’

• Deeper still! ‘89% of the local residents we consulted said there is less litter in the park. Several said that the new rubbish bins had made a difference. Others felt that people were aware of the clean-up campaign and were making an effort to take litter home or throw it away.’

Case Study: Crisis Impact Report

Session 2: Communicating ….

Session Content

• The best policy …?

• Targeting your impact message

• Creating U.S.Ps

• Structuring your case for support

• Using endorsements

• Using pictures

Warts and All?

Define your target ‘publics’

YUPPIE

Young Upwardly Mobile Professional

Marketeers’ Analysis

PUPPIE

Previously Upwardly Mobile Professionals

DROPPIES

Disillusioned, Relatively Ordinary Professionals Preferring Independent Employment Status

DINKY

Double Income, No Kids (Yet)

SITCOM

Single Income, Two Children, Outrageous Mortgage

GOLDIE

Golden Oldie, Lives Dangerously

LOMBARD

Lots Of Money But A Right Dickhead

Shareholders

Staff

Customers

BT’s ‘Publics’

Your Targets

Who are you speaking to?

Quangos

Health

Rich Individuals

Central Government

Trusts

User Groups

Local Business

Corporates

Education

Targeting Your Message

USP’s

Toyota Prius

Porsche 911Smart

Honda

USP’s

Service

AchievementsCulture

People

Make your pitch

Answer this question …

So what?

The magic

formula?

What’s wrong?

eople

itched

recise

assionate

Effective Need (or Problem) Statements …

… are about the people you help, not the project you run

The Lack of an Input

‘The Poortown estate needs a community centre because we have nowhere to run education sessions, confidence building workshops, cooperative development activities and a job club’.

The Lack of an Outcome

‘On the Poortown estate unemployment, poverty and crime rates are very high. The drug problem is increasing as young people feel increasingly alienated and have little chance of a job. We have nowhere to run the range of activities that could help improve the quality of life for local people, give them a route out of poverty and create real opportunity for the youngsters.’

Pitched

How ‘poor nutrition’ can be sold to a variety of funder's

For a funder interested in the welfare of children

Poorly nourished children suffer from increased vulnerability to fatigue, headaches, irritability, inability to concentrate and frequent colds. Iron-deficiency anaemia in children can lead to developmental and behavioural disturbances. Hungry children are less likely to interact with other people or explore or learn from their surroundings.

For a funder interested in education

Poor nutrition has a negative impact on children’s ability to learn in school. School-aged children who are hungry cannot concentrate or do as well as others on the tasks they need to perform to learn the basics. Research indicates that low-income children who participate in School Breakfast Programmes show an improvement in test scores and a decrease in lateness and absenteeism compared to other students who do not eat breakfast.

For a funder interested in the welfare of the elderly

Malnutrition caused by poor eating habits can exacerbate chronic and acute diseases and speed the onset of degenerative diseases among the elderly. This not only leads to an unnecessary decrease in the quality of life for many older people, but also increases the cost of health care. National data for people aged 65 to 75 show that a majority are not consuming even two-thirds of the nutrients they need to stay healthy.

For a funder interested in mental health issues

Hunger, and insecurity about whether a family will be able to obtain enough food to avoid hunger, also have an emotional impact on children and their parents. Anxiety, negative feelings about self-worth, and hostility towards the outside world can result from chronic hunger and food insecurity.

Precise

Make it Precise

Compare the following statements:

Consumer credit is at an all time high in the UK

AND:

Between us we owe credit and mortgage companies £1 trillion!

Make it Concrete

Compare the following statements:

Many of the teenagers suffer from social problems. Poverty and drugs use are rising.

AND:

Unemployment amongst 16-25 year olds currently stands at over 80%. These young people have 3 times as much chance of sampling hard drugs before they leave school than those in other areas of Tyneside, such as Heaton, Jesmond or Gosforth. Heroin use has doubled in the last five years. Last month another family lost their 15 year old child to a heroin overdose.

Make it Tangible

Compare:

We now make more telephone calls than ever before.

AND:

In the last 24 hours, more phone calls were made in the UK than during the whole of 1983.

Passionate!

Endorsements“

”

Why?

Why

Why?

Endorsements

• Add value to your offer by association with a third party

• Play on ‘social proof’

• Give you credibility

• Should also be targeted

Producing Effective

Promotional Material

Some Big Numbers

“Advertisements are now so numerous that they are very negligently perused, and it is therefore become necessary to gain attention by magnificence of promises, and by eloquence sometimes sublime and sometimes pathetic.”

Samuel Johnson 1759

Grab Attention!

Create Impact!

Motivate Your Reader!

Using your annual report as a flagship

marketing tool

“Annual reports are in a 5 minute race. That’s the amount of time according to statistics that the average reader will give the book before tossing it aside”

Communication World

Internal or External?

Target Your Document

A clear purpose for your Annual Report

CHARITY TARGET AUDIENCE

PURPOSE KEY MESSAGE

TBF

NSPCC

Natural History Museum

Teachers

Donors

Trusts

Boost Membership

Loyalty

Secure research grants

‘We are here for you’

Thanks!

‘We are serious!’

Golden Rules

Deadly Sins

Age Concern England

OR ‘Crime Watch’?

P32043269

The Chairman’s Flower

Chief Executive’s Flower

Are they about houses …

Or People

?

Artsline

Just what are the staff up to?

Bates Motel?

A 5-Star Service?

Gill Airways Magazine

And what really floats their boat!

How not to do it!

You don’t need a weather vane to know which way the wind blows

Childhood Asthma Initiative

Better?

Even better again?

Hope for Children

Lord Puttnam

Maintaining Anonymity

Betty’s Experience

People buy emotionally first - and then justify

their feeling with rationality

Session 3: Improving Impact

• Deep Impact

• Improving core processes

• Acting on the data

More bang for their buck

More consultation, more user control

Are you making a deep impact?

• Impact on clients and/or community

• Impact on your organisation

• Impact on policy

• Brilliant consultation

Management Effectiveness Audit

Acting on the data

“We don’t evaluate to prove what we do works. We evaluate to find out how to improve what we do”

Hannah Underwood

CEO, Keyfund

Information Model

Justification Model

Transformation Model

Barriers to transformation?

Session 4: Impact Leadership

Two key problems

• Drift

• Stasis

StasisThe Right

Track Drift

When did you last ‘re-evaluate’ your ‘purpose’?

“We had trouble with innovation in the past at DSC because we lost sight of our vision – we gotstuck in what we do instead of looking at why we do it. Our vision is to enable a thriving voluntarysector, but we were continually putting out the same sorts of publications, running the same sorts ofevents etc. in the way we always had. When we decided to go back to our roots and re-examine ourvision, it completely changed the way we do things. It caused us to examine what we do and whyand if it was the best way. If you are thinking strategically, then you are asking, ‘Is what we aredoing right, and is the way we are trying to do it right?’”

(Debra Allcock Tyler, DSC)

“RNLI has made huge innovations in its service delivery over the last two years, as it has been very mission-driven. It realised that its mission is not to drive a lifeboat service but to save lives at sea – so it has established a beach rescue service down on the beaches; it has hovercrafts etc. This was huge innovation through saying, ‘there are other ways we can fill our remit’ – it will mean having a good business case, dealing with contentious issues e.g. paying people to do beach rescues.”

(Derek Humphries, THINK Consulting

Too often the roots and history of a charity(and sadly the trustees too) shackle them to the past, rather than acting as a source of wisdom for thefuture.

Joe Saxton NFP Synergy

What Business are You In?:

Are homelessness charities in the ‘hostels and shelters’ business or the ‘empowering people to take hold of their own lives’ business?

Are animal welfare charities in the ‘helping sick and abused animals’ business or in the ‘keeping animals healthy and loved’ business?

Is the RNLI in the ‘running a lifeboat service’ business or the ‘making the seas safer’ business?

Are the services that yourorganisation provides those that

you would put in place if you were starting from scratch

today?

Mission Problems

• Too long

• Too short

• Abstract

• Complicated

• Too ambitious

• Meaningless

Who’s mission is this?

Robert Maxwell

“We aim, by excellence of management and pre-eminence in technology, to grasp the great

opportunities presented by the ever increasing worldwide demand for information, prosperity and

peace”

I think he meant to say…

Robert Maxwell

“We aim, through the consistent and creative application of double dealing, bullying, contempt, lying, subterfuge, connivance, theft and fraud, to

cheat our employees, our pensioners, our suppliers and our business partners and the

regulatory bodies of the countries in which we operate, or die in the attempt”

What kind of business?

“We will provide a safe and healthy work environment; create an environment that supports individual development through

education, training and participatory decision-making; create a respectable image by observing the laws and maintaining positive

relations with government and local authorities; supply quality products at minimum cost; establish a healthy relationship with our

suppliers ensuring quality at competitive prices; encourage community welfare activities, continuously strive for productivity

improvement in all areas of the operation of …

Philip Morris

Philip Morris

A Mission Should:

• Be simple

• Be concise

• Set limits

• Allow flexibility

• Be distinctive

Which works best…?

“To become the acknowledged global leader in

the express delivery of documents and packages.”

DHL Worldwide

OR

“Absolutely, positively, on time. Every time.”

Fed Ex

“Moving people vertically & horizontally over

relatively short distances”

Otis Elevator Company, Chicago

Good Missions?

“We will make a difference. Our

products, services & insights will help

people shape the way business is done in

the 21st Century.

Apple

Honda’s mission is to strive for synergy

between technology, systems and human

resources, to produce products and

services that meet the quality, performance

and price aspirations of its customers. At

the same time maintain the highest

standards of ethics and social

responsibilities.

"Yamaha wo tsubusu!”

"We will crush,

squash, and slaughter

Yamaha"

Mission statements should have the 3Ms:

• Meaningful

• Memorable

• Motivational

What is your organisation all about?

Have you been discussing ‘what’? or ‘why’?

Advantages of clarity about ‘why’

• Helps prioritise

• Avoids ‘mission drift’ and ‘mission stagnation’

• Helps measure success

• Helps raise the money

Outcomes?

Become goal focused, not activity driven