New Bridgespan Article Underscores the Value of Performance Measurement

FOR IMMEDIATE RELEASE
(Free-Press-Release.com) April 25, 2011 --

BOSTON, MA,-April 25, 2011- A recent Bridgespan article by partner Jeri Eckhart-Queenan and case team leader Matt Forti highlights performance measurement, or, the measurement for the purpose of learning and improving performance, as a “cost-effective and client-centric” tool for nonprofit organizations (especially those asked to do more with less). According to the article, “Measurement as Learning: What Nonprofit CEOs, Board Members, and Philanthropists Need to Know to Keep Improving,” better results for beneficiaries, lower costs to learn, rapid innovation, improved resource allocation, and lower program costs are just a handful of the clear benefits of performance measurement.

Unfortunately, to many organizations, the process of doing performance measurement seems daunting. According to Eckhart-Queenan, “One way to cut through the confusion is to think about learning and improvement as a continuous lifecycle, and to look at measurement as a tool that can help an organization move through that lifecycle.”

The authors distill the experiences of a diverse set of organizations including a corporate foundation, a global NGO, and a domestic, multi-service NGO, to demonstrate the clear benefits of performance measurement. The article also offers a framework for performance measurement (1.Define; 2.Measure, 3.Learn; 4.Improve; Repeat) and outlines five lessons that suggest how to get a productive performance measurement system up and running:
• Lesson One: Begin with the end in mind
• Lesson Two: Anchor measurement in your theory of change
• Lesson Three: Create a culture of measurement
• Lesson Four: Ensure that all contributors benefit
• Lesson Five: Get better at measurement over time

As an organization’s leaders get increasingly clear about the results they aspire to achieve, and about what they need to do to achieve those results (Define), they are better able to figure out what information will tell them how they’re doing (Measure), understand what works and what doesn’t (Learn), and explicitly apply what they’ve learned to better their results (Improve). Keeping this four-part lifecycle in mind not only helps leaders decide what to measure and why, but also helps them decide what not to measure, an important factor in keeping measurement from becoming overwhelming and ineffective.

Ann Cotton, founder of Camfed International (featured in the article), sums up, “How can we improve our services and be accountable to our clients if we don’t measure?”

See new blog by co-author, Matt Forti, Measuring to IMprove Impact to join or follow the conversation.

About The Bridgespan Group

Founded in 2000 and incubated at Bain & Company, the Bridgespan Group (www.bridgespan.org) is a 501(c)(3) nonprofit organization that helps nonprofit and philanthropic leaders to make strategic decisions and to build organizations that inspire and accelerate social change. At the heart of our mission is the belief that a strong and effective nonprofit sector can be a powerful force for change as well as a source of human inspiration.

We believe that results are driven by three levers: solid strategy; access to appropriately structured capital; and talent that begins with leaders and senior managers. We exist to apply the best relevant thinking and tools to strengthen these levers and to help organizations deliver on their missions. Our services include strategy consulting, executive search, and philanthropy advising.

The Bridgespan Group’s Bridgestar initiative seeks to help nonprofits attract, connect, and develop strong leadership teams to strengthen the overall performance of the sector.

For further information, please contact: Liz London, Director of Media and Conferences, 646-562-8906, liz.london@bridgespan.org.

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