demonstrating impact to funders
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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