The strategic plan is done. The objectives are clear. The time frame is set. The Board has done its work—until someone utters the word metrics.
So how do nonprofit organizations measure their impact on the community and assess outcomes for their critical goals?
“Nonprofit boards can easily degenerate into monitoring easily counted staff activities and mistake efforts for outcomes,” says Eugene Fram, professor emeritus in the E. Philip Saunders College of Business at Rochester Institute of Technology. “That danger is much greater than the danger of using imperfect metrics.”
Together with leadership consultant Jerry Talley, Fram co-authored “Using Imperfect Metrics Well: Tracking Progress and Driving Change”—recently published in the winter issue of Leader to Leader Journal. They argue that building the relationship between a board and the senior management group in conducting the assessment process is as important as choosing the assessment tools—and offer the following step-by-step challenges to achieve assessment success and guidelines for relationship development during the process.
The Assessment Process:
Guidelines for the Relationship Development:
Media note: Eugene Fram is available for interviews and can be reached in his home office at 650-209-5724, via cell phone at 585-732-6817 or via e-mail to firstname.lastname@example.org.