Evaluation Basics and the Balanced Scorecard Methodology Network

Evaluation Basics and the Balanced Scorecard Methodology Network TA Team Evaluation and Data Analytics Workshop August 2018 1

Rural Health Innovations’ Purpose Rural Health Innovations (RHI), LLC, is a subsidiary of the National Rural Health Resource Center (The Center), a non-profit organization. Together, RHI and The Center are the nation’s leading technical assistance and knowledge centers in rural health. In partnership with The Center, RHI connects rural health organizations with innovations that enhance the health of rural communities. 2

Key Characteristics • Collaborative leadership • Member-driven decisions • Effective communication • On-going measurement and evaluation • Financial infrastructure 3

Organizational Planning Definitions Mission Why we exist Values What is important to us Vision or Goals What is our desired impact Strategic Objective What we want to achieve Communicate Translate strategy and Describe success Operationalize Align Key Initiatives Monitor and Adapt We measure what matters and improve 4 Adapted from Kaplan & Norton, 2002

Aiming for the Vision Strategic Planning Cycle Current State Adapted “Creative Tension” model by Peter Senge, et. al. 5

Embrace a Strategic Planning Cycle Document & Communicate Analyze & Plan Strategic Planning Cycle Monitor & Adapt 6 Execute the Plan

Let’s Make this Easier You are Here X 7

Football 8

Football 9

Football 10

Introducing Our BSC Vocabulary Strategic Objective You are here Measures 11 Targets

Definitions Goal- What is our desired impact? Strategic Objective – What are we trying to achieve? Measure – How will performance will be measured? Measure Definition - Describes the measure Target – What are we aiming for? 12

Practice Vocabulary - Scramble 13 • Positive staff perception of team effectiveness • Develop excellent staff • 4. 6 out of 5. 0 • Build capacity of rural health leaders • Perception of effectiveness question asked of all staff in annual staff satisfaction survey

Answer Key 14 • Build capacity of rural health leaders (goal) • Develop excellent staff (objective) • Positive staff perception of team effectiveness (measure) • Perception of effectiveness question by all staff in annual staff satisfaction survey (measure definition) • 4. 6 out of 5. 0 (target)

One More Definition Initiatives operationalize objectives: • Initiatives are the activities that help the organization reach its targets • Usually the timeframe is between 6 -18 month 15

Aligned Initiative 16 • Initiative = Establish a formal agreement with three community organizations • Strategic objective = Strengthen collaborative relationships within the community

4 Steps for Communicating Success • Pose a question • Define your measure • Define the data source • Create a meaningful message 17

Day 2 Agenda • More Practice and opportunity to revise projects Evaluation Scorecard • Identify and create Dashboard of Key Results • Deeper dive into BSC • 18 ◦ Balance through perspectives ◦ Illustrating Balance with a Strategy Map ◦ Considering lead and lag indicators Walk through Evaluation Plan Template

Replace a Wish with a Plan It takes as much energy to wish as it does to plan. Eleanor Roosevelt 19

Balanced Scorecard (BSC) Methodology • A balanced systems perspective considers: o finances o customers and partners o internal processes o learning and growth • A scorecard measures and monitors progress of our strategic objectives • Key initiatives operationalize the objectives 20

Balance Through Perspectives Being Balanced Through Perspectives Financial As financial stakeholders, how do we intend to meet the goals and objectives in the Network’s Mission Statement? Customers and Partners As customers of the Network’s services, what do we want, need or expect? Internal Processes As members of the network staff, what do we need to do to meet the needs of our customers, partners, and community? Learning and Growth As an organization, what type of culture, skills, training and technology are we going to develop to support our processes? 21

Strategy Map Illustrates Balance 22

Types of Measures 23 • Lag Measures: Show results of activities that took place in the past. • Lead Measures: Show results that are building blocks or precursors of future success.

Final Review of Evaluation Planning You’ve got to think about big things while you’re doing small things, so that all the small things go in the right direction. Alvin Toffler 24

Components of Program Evaluation • Organization Description • Plan to Measure Key Data • Collecting and Reporting Results • Communication Plan of Key Results 25

Organization Description • Organization description: ◦ mission and vision ◦ history and members ◦ value propositions • Clear and easy to understand list of project goals and strategic objectives 26

Plan to Measure: Communicating Success • Measure performance of strategic objectives with 4 Steps for communicating success Pose a question Define the measurement Define the data source Create a meaningful message Tips: • Know your audience • Consider how to show the results 27

Plan to Measure Key Data 28

Monitoring Impact What progress has been made toward strategic objectives? • Data is referred to as ‘outcomes’ • Includes measuring the result of the effort • Example: ◦ Improved health of community members with diabetes: Lab results measures are improved 10% over 6 months. 29

Tracking Implementation What progress has been made toward project initiatives? • Data is referred to as ‘outputs’ • Includes counting implementation of the workplan • Example: ◦ Start-up a Taskforce ◦ Taskforce met 12 times Tip: use a 6 -12 month timeframe for initiatives that are aligned with strategic objectives. 30