In my last post, I argued that one of the main reasons that front-line staff (case managers, therapists, youth workers, nurses, mentors, volunteers) in nonprofits might not get invested in collecting and using data is because it’s the wrong data. Too often, nonprofits settle for counting what’s easy to count rather than measuring what matters because – let’s be honest – the stuff that matters is hard to measure!
Many nonprofits get feedback from grant-makers, donors, and Board members that their outcomes aren’t clear, compelling, or objective enough. But I don’t think that’s because programs aren’t achieving results. I think it’s because they haven’t defined outcomes that area meaningful, measurable, and manageable. As a result, they end up with the wrong data that tells a confusing story (or no story at all!) and is not useful in decision-making or improvement efforts.
Here are some of the tips I most frequently share with organizations looking to strengthen their outcomes.
Outcome statements should:
Describe Results, not Activities
This is the key difference between outputs and outcomes. Outputs tell me how busy you are. Outcomes tell me how effective you are. Outputs are about you. Outcomes are about those you serve. Outputs are about activities. Outcomes are about results.
Answer Key Questions
Your outcome statements should tell me why your program exists, what it’s best at, and why it matters. If they tell me anything different or anything less than that, they are missing the mark.
A Theory of Change can help you identify the longer-term impacts of your work and the other factors and forces that influence the change you seek. A Logic Model can help you articulate what you’ll do to create or contribute to that change. Focus your outcomes on the change you can influence as a direct result of your efforts. Sometimes, nonprofits measure tangential or indirect results of their work instead of the more direct ones because they want to emphasize long-term results or simply because something else is easier to measure.
If you provide mental health services, then measure mental health outcomes. If you provide early childhood education, then measure kindergarten readiness or developmental milestones. Your outcomes should be obviously and directly related to what you do. If they aren’t, stakeholders will wonder what you’re avoiding.
Be Clear & Focused
The key to meaningful and measurable outcome statements are specific indicators. Your indicators are the “Rosetta Stone” of your measurement efforts. They translate meaningful change into clearly measurable data points – they are the link between what your staff and clients see and experience and what your measurement tools detect. If your indicators are unclear, your measurement won’t be accurate or valuable.
Indicators should tell us what things will look, sound, or feel like as a result of your efforts. They interpret the outcome into observable and measurable terms. They also should be focused and specific. Don’t have a list of more than two indicators for one outcome – that suggests you are unfocused and are giving yourself the broadest definition of success possible.
To help focus outcome statements, I use this “mad lib.”
___ of ___ (__%) participants who ______ will ______ as indicated by _______, by _______.
Ex. 65 of 75 (87%) participants who complete three counseling sessions will improve school engagement as indicated by increasing attendance rate by 5% by the end of 10th grade.
The Bottom Line
If your outcomes and indicators aren’t clear, you won’t be able to easily or effectively measure them. This is one of the primary challenges I see when nonprofits are struggling with their measurement strategies. You can’t select or create an effective measurement tool until you know exactly what it is you’re trying to measure and why it matters. When organizations put the cart before the horse, they end up with a lot of confusing, useless data and a frustrated set of stakeholders.