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Measuring the right things: Performance Management and
Quality Doorstop Sport
Haley Beer, BBADoctoral Researcher of Social Performance Measurement and Management, Warwick
Business School
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Agenda• Introductions• Performance measurement• Formal measurement- techniques• Measuring Social Value• Informal measurement – stakeholder influences• Measurement guidelines
“Doorstep sport is StreetGames’ delivery method, whereby we bring sport close to the home in disadvantaged communities at the right time, for the right price, to the right place and in
the right style”
Click to edit Master title styleIntroductions
Bachelor of Business, 3rd year PhD- Social Performance Measurement and
Management
Volunteer Work: University, Board of Directors, Provincial Advisory Committee,
National Advisory Committee, International Sustainability in Kenya, PMS for a large NHS
Mental Health Trust
Click to edit Master title stylePerformance measurement
“I have been struck again and again by how important ______________ is to improving the human condition” –
Bill Gates
… “Performance measurement is an empirical and formal process aimed at obtaining and expressing descriptive
information about the property of an object (e.g., process, activity and people)”
(Micheli and Mari 2014)
Examples: UN Millennium Development Goals, GDP, Key Performance Indicators, Reports, Grant/Funding
applications, Performance Appraisals, etc.
measurement
Click to edit Master title styleWhy measure performance?
• Monitor, guide, and evidence performance at individual, team, and organizational levels
• Allocate resources effectively and efficiently• Have useful information for strategic decision-making• Communicate meaningfully with, motivate, and engage
important internal and external stakeholders• Set appropriate short and long term goals• Plan for the future, mitigate risks and exploit
opportunities
Click to edit Master title styleMisconceptions about measurement
1. There are ‘perfect’ measures2. We can and should measure everything3. ‘What gets measured get’s done’
Why?... Because most organizational performance is subjective: interpreted in different ways by the different stakeholders who hold different assumptions. E.g., # of widgets produced/day vs. quality of care
Click to edit Master title styleFormal vs. informal measurement
Formal: technical approaches/tools for measurement, designing appropriate
measures
Informal: how the measures influence stakeholders, the behaviours created by
measurement
Click to edit Master title styleTechniques
• Strategic Objectives• Key Performance
Indicators• Targets• Reports
• Performance Appraisals• Meetings• Case Studies
• Outcome measurement tools (e.g. SROI,
Outcome Star, Cost-Benefit analysis)
• Reviews/Audits• Grant/funding
applications• User feedback
Click to edit Master title styleWhat do we need to measure?
1) What is ‘performance’ for our organization?2) What are the drivers of this performance?
Causal maps are a great way to identify the answers: strategy maps, success maps, theory of change models
Click to edit Master title styleOutcome
sWhat we
will aim to achieve
Our peopleWho we
will involve and
communicate to
Operations
What we will do and
how
Resources
What we will need
1- Provide an integrated service that is safe, effective and provides a good patient
experience
2- Support people so they can manage their
lives and wellbeing
3- Be a continuously improving and financially
viable organisation
Staff: We will develop and maintain a skilled, engaged, caring, and high performing
workforce
Service Users: We will involve service users in
what we do
Partners: We will work collaboratively with other
agencies
Regulators: We will deliver and evidence national
standards of performance
Commissioners: We will be transparent, open and
responsive
Communities: We will reduce stigma associated with mental health and
learning disabilities
4- Provide high quality,
evidence-based services
5- Communicate and give clear
expectations to staff, service users and
commissioners
6- Implement care pathways which are outcomes focussed,
recovery oriented, and responsive to individual
needs
7- Build capacity to
reflect service need
8- Ensure our processes are cost-effective
13- Promote a culture of continuous improvement
12- Ensure management and IT systems are effective
9- Retain and grow sources of income to
deliver on our outcomes
11- Retain and attract staff with the right skills
and expertise
10- Recognise and develop staff’s
strengths
Click to edit Master title styleMeasuring Social Value
Social value creation is the contribution to an improvement in the lives of individuals and/or overall society.
Typically, organisations try to measure it as:
1) Outcomes- the lasting improvement on an individuals life (e.g. % change in behaviours, #s with access to
product/service)OR
2) Impacts- the lasting improvements within society (e.g. changes in health, poverty, environment, education levels)
Click to edit Master title styleComponents of Social Value Creation
(adapted from Ebrahim & Rangan, 2014)
Click to edit Master title styleScope and Scale
1) What are the activities which contribute to outcome achievement?
2) What is the size of the group you are targeting and in what area are they (e.g. regional, national,
or international)?3) What inputs are required to achieve outcomes
with this group? What outputs?
Click to edit Master title styleStreetGames Example
Mission: To change lives and change communities for the betterGroup: Young people Area: Disadvantaged communities in the United Kingdom
Inputs: staff, volunteers, community partners, sports equipment/space, funding (e.g. grants, contracts, etc.)Activities: clubs, projects, festivals, competition, training, sports games Outputs: young people engaged in sport and related activitiesOutcome: Active and healthier young people that have positive aspirationsImpact: A reduction in youth crime, ill health, and unemployment within the disadvantaged communities StreetGames is present
Click to edit Master title styleAppropriate Measures…
1. Have an understandable and relatable name2. Have a specific purpose
3. Relate to organizational objectives4. Are an accessible calculation
5. Healthy frequency6. Accountability for data inputting
7. Generate use and action from the results8. Merit the cost
9. Motivate desired behaviours
(Gray, Micheli, & Pavlov, 2014)
Click to edit Master title styleInformal Measurement – Understanding assumptions
Institutional
logics
Social Welfare
Public Sector
Commercial
Social welfare: Enhance the well being of beneficiaries and communities
Commercial: Maximize revenues by being efficient and effective
Public sector: Equitable access, fairness, and transparency
Click to edit Master title styleStakeholder assumptions for measurement
PM
Board of DirectorsManagers
EmployeesVolunteers
BeneficiariesSociety
Donors
GovernmentRegulators
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Actor - attention, behaviours, actions
Performance Measurement
Motivation, engagement, knowledge acquisition and use
Job description Role tasks Artefacts
Values Conversations Purpose Assumptions
Mission statement KPIs Meetings Reports Tools Case Studies
Reinforce positive influence
Inhibit negative influence
Reconcile positive influence
INFORMAL FORMAL
Click to edit Master title styleExamples of measurement influence
A. Inhibiting: misaligned KPIs, unread reports, imposed external measures, too frequent meetings, etc.
B. Reinforcing: measures/tools with social language, case studies, feedback from beneficiaries, etc.
C. Reconciling: pre-planning, partner meetings, face-to-face reviews, etc.
Click to edit Master title styleHow to consider stakeholder ‘logics’ in measurement
1. Use the language of the stakeholder being measured (e.g. Rent collection vs. Learning Skills and Work KPIs for frontline staff)
2. Design- collaborate with stakeholders who will be involved in the measurement process- the measurer, measured, analyzer,
reporter, and receiver- to ensure the chosen measurement practices reinforce
3) Communicate performance information in a variety of formats: graphs/visuals, short-medium-long term, KPIs and case studies
4) Have someone in charge of managing the measures – or managing stakeholders experiences of the measures! Know what PM practices represent what ‘logics’ and try to create a balance.
Click to edit Master title styleMeasurement guidelines
I. Use a causal map to understand organizational performance and the drivers of it (e.g. inputs, outputs, outcomes, & impacts)
II. Measure what is within your control concerning social value: define your scope and scale, it does not have to be complicated or costly
III. Appropriate measures are relatable, usable, relevant, and generate positive behaviours
IV. Manage the measures: design measurement to engage both internal and external stakeholders (e.g. pay attention to the balance of language, techniques, frequency, and communication)
