Key Perfomance Results
Please choose a statement:
42. We monitor how well we implement our plans.
43. We measure our financial performance in order to be more efficient and effective.
44. We can demonstrate our outcomes and impact and communicate them to our key stakeholders.
45. We use this information to systematically improve the way we work.
46. We continuously seek to improve by comparing ourselves to others and developing best practices.
We monitor how well we implement our plans.
Suggested Evidence
- By being clear about the purpose and desired outcomes of our plans we are able to identify appropriate indicators of success
- We identify appropriate systems to measure these indicators before plans are implemented
- We monitor and report outputs.
Example
The Cube is a workers’ co-operative- a “microplex” cinema and independent arts centre in central Bristol, run mainly by volunteers. They went through the C3 Performance Improvement process: firstly a group of 5 people went through C3Perform, then a group from their wider membership went through Workshop Perform and Action Planning. One of the results is that a sub group now works through improvement actions from their Performance Improvement action plan and reports back on progress to their General Meetings. They work in manageable steps: taking each action/priority at a time, working on it, reporting on it, then moving on to the next on the list.
| Tips for advisors: Feedback from The Cube was that Workshop Perform and Action Planning were the most valuable and positive aspects of the C3 Performance Improvement process. They suggested that beginning with Quick Perform with a small group would have been a better introduction for them than full C3Perform. Be aware of the range of tools available, and what fits each organisation’s available time, principles etc. See “Selecting the right tools” under “Toolkit” to help you decide which C3Perform tool would work best. Tips for funders: Look for evidence of continuous performance improvement in organisations. It may be a Performance Improvement policy, a sub group focussed on performance improvement actions, or a Performance Improvement Champion in the organisation. |
We measure our financial performance in order to be more efficient and effective.
Suggested Evidence
We have identified indicators and set measures to measure financial performance. These might include: income (generated, raised or donated), profit levels, membership fees, expenditure, transfer to reserves, sales, value for money, achievement of budgets, gearing ratios, contribution analysis.
Example
Bread Youth Project were confident about their strengths in this area, but decided that it would be a good idea to have closer liaison between the project managers and their accountant. They improved their financial data in terms of content, style and frequency of delivery.
| Tips for advisers: How well is financial information shared among staff? If staff understand how much a service really costs the organisation, they may find it easier to appreciate the need for changes to improve efficiency and effectiveness.Board members bear ultimate responsibility for financial performance. How well do they understand financial reports, cashflows and projections? Are they confident and resolute enough to make hard decisions concerning remedial action if costs are drifting? Tips for funders: Does the board receive clear financial reports on a regular basis? Is there evidence that these are discussed thoroughly, or just nodded through with no real questioning? |
We can demonstrate our outcomes and impact and communicate them to our key stakeholders.
Suggested Evidence
Examples of evidence and good practice may include:
- We have identified Key Performance Indicators to measure our outcomes, which are aligned to our mission and strategic aims
- All of our KPIs are evidence based – (ie. they relate to outcomes of services, the need for which is evidenced)
- We regularly review our indicators and monitoring processes
- We have identified key stakeholders to whom we want to communicate information about KPR. These might include some customers (not necessarily all), staff and volunteers, funders, partners
- We know what purpose communication serves for each stakeholder, to improve the relationship, manage expectations, improve the credibility of the organisation, meet expectations/requirements for reporting
- Communication channels can include, face to face, promotion literature, websites, newsletters, annual reports, reports to funders, press articles
We use this information to systematically improve the way we work.
Suggested Evidence
- We seek to identify trends by comparing figures in distinct time periods.
- There is a continuous cycle of measuring and action to improve our results, which enables us to identify the effects of actions taken.
- We have systems in place for measuring the impact of our activity against our aims and objectives.
Example
IAP Services are a cooperative specialising in Information, Communications and Technology equipment. They build and repair ICT equipment, provide ICT training to foster children and their carers, develop custom built software and networks. As a result of going through C3Perform, they now collect monthly figures of cash flow. This enables them to identify trends in their annual income. They have also reviewed all their work in the light of income generated and input required. Consequently, they have refocused their work on the most valuable customers, turning away others. The organisation now has better profit margins although lower turnover. Their cash flow is managed better. Workers feel more confident within the organisation.
| Tips for advisors: IAP Services’ founders, Marcus and Lindsay, said they would have found it hard to work through C3Perform without an external facilitator/advisor. Timetabling regular sessions with them to work through C3Perform and related Action Planning kept them on track. Set regular meetings right at the beginning of the process, rather than trying to set dates as you go along. This keeps momentum going and ensures an action planning session happens. Tips for funders: An organisation’s accounts may indicate a reduction in turnover; look for the story behind the figures. An organisation may have intentionally let certain work go, that required too high an input, or that didn’t fit into the organisation’s ethos. |
We continuously seek to improve by comparing ourselves to others and developing best practices.
Suggested Evidence
We have systems and tools in place for comparing our KPI results with, for example:
- Our competitors and/or partners
- Similar organisations locally and beyond
- Industry standards
- Flagship organisations with shared / similar objectives
Example
Social Enterprise Works contacted five business advice organisations, two were outside the Bristol area, and invited them to be benchmarking partners. A set of questions were developed and used during a face –to-face interview with each partner. The results were collated and a report was produced and sent to each partner. The information was non-attributed; using a letter system each partner could identify their own results. The partners agreed that comparing results in this way had been very beneficial.
| Tips for advisors: If an organisation has identified an area to improve, it may be helpful to compare and learn from others before making improvements. Depending on the issue, the organisation may choose between 1-5 partners; also partners don’t need to be similar organisations. E.g. a small charity that relies on volunteers chose to compare volunteer policies and procedures with the Police and both learnt a lot from each other. Tips for funders: Benchmarking is an excellent tool to support learning and development and should be encouraged. However, organisations may need reassurance that any comparative information is not used to form a league table. |