We believe outcome statements should be meaningful, measurable, and manageable. This is our second post in this series, examining the second M. Organizations often struggle to identify outcomes that are both meaningful and measurable. But, because they are required to measure their outcomes, they sacrifice meaningfulness and just count what is easy to count. Sound[…]
Outcome statements should be . . . We believe outcome statements should be meaningful, measurable, and manageable. If an outcome statement cannot meet all three of those criteria, we don’t recommend it. Further, as you brainstorm possible outcomes, they should be evaluated against those criteria, in that order. Oftentimes, organizations arrive at the outcomes they[…]
Measuring outcomes is difficult. I’ve written about this before (here). However, there are many ways that nonprofits make life even harder for themselves than it has to be. You’re probably familiar with many of them: The grant-writer works in isolation and promises outcomes that the program cannot measure and/or achieve. Outcomes are written so broadly,[…]
In my last post, I argued that this crisis is an opportunity to re-imagine your work. It has the potential to change the way we define our Why, What, and How as organizations. In this post, I want to focus on our How – the processes we use to serve our clients, lead our teams,[…]
Yes, this is one of those posts that aims to re-frame this crisis, to find a silver lining, to see the glass half-full. If you’re not in the mood for that right now, I won’t be offended. But please do come back and read this post when you’re ready to think about what’s next. In[…]
We’re continuing our series on performance management by handing the mic back to Megan Ondr-Cooper of CASA of St. Louis. This week, Megan will share the questions she and her teammates asked along their journey toward a meaningful performance management system. As Sarah shared in her post last week, performance management is a system and[…]
Last week, guest contributor Megan Ondr-Cooper kicked off this four-part series on performance management by defining what it means to her organization: “the use of data about program operations and participant outcomes to learn, make decisions, and improve.” I (Sarah) am jumping in this week to share what The IllumiLab sees as the unique value[…]
The IllumiLab is excited to present a second blog series from our contributor and client Megan Ondr-Cooper from CASA of St. Louis. This summer, she shared some fun Excel tips with us. This month, she’s sharing her experience with performance management. Too often, nonprofits struggle to demonstrate meaningful impact. They collect data, but only really[…]
Two years ago in January, I wrote a blog called 6 Tips for Setting Meaningful Goals in which I admitted often falling short of following my own advice. All our work at The IllumiLab – whether it’s evaluation, performance management, planning, data management, quality improvement, or process management – is about helping organizations articulate and[…]
This is my second post in a series about Evaluability Assessment (EA). Last time, I introduced EA and its key components. Much of what we do at The IllumiLab is driven by the same motives and the same processes as Evaluability Assessment, including the articulation and assessment of the program theory. Every program has a[…]