fix it or flee it calsae 2016
TRANSCRIPT
Fix it or Flee it?Proven approaches for dealing with
failing, flagging and floundering association programs
Greg Melia, CAE @gmeliacae
Photo credit: hebedesign on flickr
Program Assessment is a lot of GRIEF
Program Assessment is a lot of GRIEF
• Goals
• Research
• Impact
• Efficiency • Finances Credit: Angie Torres on Flickr
Defining the Goal of the Review
– Work with key stakeholders and decision-makers
– Solicit their key questions:• What do they want to know?• What information will help their decision-making?• What do they think needs to be evaluated?
– Refine questions to be measurable and defined
Exploring Program Goals
Investigate the Key “Whys”:• Why was the program originally established?• Why has it continued to be offered?• Why has it change over time?
Review the Original Intended Approach:• Who, what, when, where, why and how?• What was implemented? • What was not?
Lessons Learned
• Verbalizing goals of the review are an important part of preparing for change
• Seek superordinate goals
• Some agreements are easier reached upfront
Research3 kinds of data:
Corpus Inscriptionum
Opinions and Descriptions
Imponderabilia of behavior
Bronislaw Malinowski
Credit: Photographie et Ethnologie: Les photographes français au XXème siècle
devant d’autres formes de cultures.
Lessons Learned
• Historical minutes and documents can be VERY informative
• Seek to understand program mutations
• Good decisions based on bad data usually give bad results
• Remember they may have been involved
Impact Measure
• Outputs = Immediate I attended
• Outcomes = Short-term I gained knowledge
• Impacts = Long-termI served more members as a result
Efficiency
Staff and Volunteer Time
Complaints and Comments
Marketing/Communication
Registration/Orders
Technology Photo credit: mansikka on Flickr
Lessons Learned
• How do people feel about it? Do they have suggestions to increase efficiency?
• What are the trends in terms of level of effort?
• What is cost/benefit of doing it the same way versus trying a new approach?
• Can improved efficiency save it?
Finances
• Direct fixed expenses– Incurred regardless of how many people participate, buy,
or are served (e.g., office rent)
• Variable expenses– Incurred per each additional unit or person that is
serviced (e.g., per person meal charge)
• Mixed expenses– Incurred per each additional set of units or persons
serviced (e.g., room rental, temporary help)
Key Calculations
• Revenue – Expense = Margin
– Margin per attendee/unit
– Margin per staff hour
– Margin per impact
Lessons Learned
• One full flight is more profitable than two half full ones.
• Most do not realize the true full cost.
• Understanding costs helps determine price.
• Price increases (and closing programs) take time.
Implementation
• Who to involve– Consultant?– Stakeholders– Staff– Non-users
• Who to interview–Former volunteers–Former staff–Vendors
Photo credit: kierenmccarthy.co.uk
Communication of Results
• Review purpose of review
• Review what was done
• Arrange key findings in logical order, highlighting interpretations where appropriate
• Close with recommendations or issues to be addressed
Credit: EE.UTD.Events on Flickr
Lessons Learned
• Equivocal recommendations get equivocal results
• Decision-makers need synthesized data, not the opportunity for data analysis
• Survey data is important, but the proof is in historical performance
• Plan and communicate transitions