how to shape and deploy a scorecard to measure the impact of …€¦ · from high school, qualify...

How to Shape and Deploy a Scorecard to Measure

the Impact of your Community Action

ProgramsVeronica McDonnell | Los Angeles Housing + Community Investment Department

Why shape and deploy a scorecard?

▪ Management tool for strategic planning

▪ Transforms strategy into action

▪ Aligns key performance indicators with strategy

▪ Improves processes

▪ Provides management with a comprehensive picture of business performance

▪ Facilitates communication and understanding of the strategic goals

▪ Makes service delivery as efficient and effective as possible

▪ Helps agencies to focus on accomplishing their most important strategic objectives and priorities

▪ Helps managers in identifying areas that need improvement and allocating resources properly

What we hope to address today

▪ How to shape and deploy a scorecard to convey impact

▪ Understand the steps necessary to develop a scorecard

Struggling to Stay Afloat: the Real Cost Measure in California 2018United Way of California

The Real Cost Measure: Measures the costs of housing, food, health care, child care and other basic needs.

More than 1 in 3 households in California (33%) struggle to

meet basic needs

3,296,774 estimated households

Of the 3.3 million struggling households in CA, over 9 in 10

have at least one working adult

71% of the head of households in CA do not have a high school

diploma

Nearly 4 in 10 households in CA (38%) pay more than 30% of

their income on housing

4,083,615 estimated households

-5%

36%

78%

119%

160%

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Since 1997, California’s GDP has grown by 143%; median household earnings has only risen by 13% during the same timeframe.

Data sources: Annual Gross Domestic Product by State. Bureau of Economic Analysis. U.S. Department of Commerce and Median Household Income by State. Historical Income Tables. U.S. Census Bureau.

The Real Cost Measure in California 2018CA GDP and Median Household Earnings

CA Gross Domestic Product

CA Median Household Earnings

Cu

mu

lati

ve %

ch

an

ge

Sin

ce 1

99

7

Step 1: Review Mission, Vision and Strategy

The champion for Los Angeles free of poverty, homelessness

and substandard housing

FamilySource System

MISSION

To incrementally move low-income

families onto a pathway out of poverty;

prepare low-income youth to graduate

from high school, qualify for post-

secondary education; and financially

empower low-moderate income city

families through asset building.

Place-based approach16 FamilySource Centers located in the most high need areas throughout the City of Los Angeles

High82%

LA City:(Southeast/East Vernon)

Neighborhood Clusters: 69% below RCM (average): 38%Est. households below RCM: 977,090

Project Scope

▪ To uplift families out of poverty through a two-generational approach

▪ Develop cross-sector partnerships to address the multiple needs of families

▪ Provide a continuum of coordinated and integrated services designed to assist low-income families to become self-sufficient

▪ Measure collective impact

FamilySource Core Services

Family Support Services

Education & Academic Support

Workforce Development

Asset Building

Focus on creating a pathway to economic security and opportunity

Service Integrated Financial Coaching Model

Financial Coaching

Build financial

skills

Open bank

account

Pay down debt

Increase savings

Improve credit score

OUTCOMES & INDICATORS

Income

▪ Employment

▪ Income Support

▪ Asset Building

Education

▪ High School Graduation

▪ Post-Secondary Education

OUTCOME INDICATORS: Increase Income

INDICATOR SERVICE OUTCOME

Employment • Resume Development• Interview Skills• Job Referrals

• Obtain employment up to the living wage

• Obtain employment with a living wage or higher

Income Support • Multi-benefit screening • Obtain CalFresh• Obtain Other Public Benefit• Obtain Child Support

Asset Building • Tax Preparation• Financial Education• Financial Coaching

• Obtain EITC/CalEITC• Open a savings account• Improve Credit• Reduce Debt• Purchase a home

OUTCOME INDICATORS: Education

INDICATOR SERVICE OUTCOME

High School Graduation • Tutoring• Progress toward A-G• Credit Recovery

• Obtain High School Diploma• Obtain High School

Equivalency/GED

Post-Secondary Education • AP Prep• SAT/ACT Workshops• College Prep Workshops• Post Secondary Financial

Aid Assistance

• Passed AP Exam• Enrolled in Post-Secondary

Education/Career Technical Education/Training

• Obtain Financial Aid/Private Scholarships

• Obtained Recognized Credential, Certificate or Degree relating to the Achievement or Vocational Skills

Step 2: Strategy Map

PREFORMANCE MEASUREMENT

SOFA

Satisfaction

Outcome

Flow

Administrative Capability

Step 3: Scorecard

Objectives, Measures and Targets

Perspective Strategic Objectives Measures Targets

Satisfaction • Customers value services • Customer satisfaction survey

• 4.5 in 5 point scale

Outcome • Increase academic achievement of 2,800 students

• Increase the collective income of city residents by $8 million

• Academic outcome guide

• Increase income outcome guide

• 175 youth increase income

• Increase value by $500,000

Flow • Serve 40,000 low-income clients • Total number of unduplicated clients served

• 2,500 unduplicated clients served


• Compliance w/FSS policies and procedures

• Timely report & accuracy• Accurate budgeting & financial

compliance

• Administrative capability survey

• Very good

3-Month Performance ReportProgram Operations Division

Section 1 Contractors 4/01/2017 - 6/30/2017

Section 2 Contractors 7/01/2016 - 6/30/2017 Section 2 Contractors have until July 14, 2017

FAMILYSOURCE PROGRAM to input data (5:00 p.m.)

PERIOD ENDING 6/30/2017

FAMILYSOURCE CENTER CONTRACTORS UNIVERSAL ACCESS

VALUE OF INCREASED INCOME ($)

INCREASED ACADEMIC ACHIEVEMENT

3 month 3 month 3 month 3 month 3 month 3 month 3 month 3 month 3 month

FAMILYSOURCE AGENCY Percentage ACTUAL Prorated Goal Percentage ACTUAL Prorated Goal Percentage ACTUAL Prorated Goal

APRIL 1, 2017 - JUNE 30, 2017 3 Months 3 Months 3 Months 3 Months 3 Months 3 Months 3 Months 3 Months 3 Months

1736 FAMILY CRISIS CENTER 119% 745 624 41% $ 51,317 $125,001 4% 2 45

ALL PEOPLE'S COMMUNITY CENTER 229% 1430 624 106% $ 132,958 $125,001 258% 116 45

BARRIO ACTION YOUTH & FAMILY CENTER 114% 711 624 4% $ 5,256 $125,001 7% 3 45

CENTRAL CITY NEIGHBORHOOD PARTNERS (CCNP) 104% 652 624 112% $ 140,014 $125,001 98% 44 45

EL CENTRO DE AYUDA 134% 834 624 80% $ 99,606 $125,001 100% 45 45

EL NIDO FAMILY CENTERS (SOUTH LOS ANGELES) 116% 723 624 43% $ 53,746 $125,001 104% 47 45

NEW ECONOMICS FOR WOMEN (SOUTH VALLEY) 148% 923 624 142% $ 177,177 $125,001 13% 6 45

P.F. BRESEE FOUNDATION 111% 694 624 60% $ 75,358 $125,001 267% 120 45

THE CHILDREN'S COLLECTIVE, INC. 45% 282 624 115% $ 143,972 $125,001 4% 2 45

WATTS LABOR COMMUNITY ACTION COMMITTEE (WLCAC) 189% 1178 624 192% $ 240,030 $125,001 40% 18 45

YOUTH POLICY INSTITUTE (YPI) 30% 189 624 96% $ 120,563 $125,001 62% 28 45

TOTALS 122% 8,361 6,864 90% $ 1,239,997 $1,375,011 87% 431 495

JULY 1, 2016 - JUNE 30, 2017 12 Months 12 Months 12 Months 12 Months 12 Months 12 Months 12 Months 12 Months 12 Months

EL CENTRO DEL PUEBLO 104% 2589 2500 136% $ 682,121 $500,000 43% 75 175

EL NIDO FAMILY CENTERS (NORTH VALLEY) 101% 2534 2500 277% $ 1,384,581 $500,000 130% 227 175

LATINO RESOURCE CENTER (LRO) 61% 1520 2500 189% $ 945,519 $500,000 63% 94 175

NEW ECONOMICS FOR WOMEN (NORTH VALLEY) 89% 2227 2500 136% $ 680,200 $500,000 55% 97 175

TOBERMAN NEIGHBORHOOD CENTER 91% 2279 2500 231% $ 1,153,751 $500,000 59% 103 175

TOTALS 89% 11,149 12,500 194% $ 4,846,172 $2,500,000 68% 596 875

GRAND TOTALS 101% 19,510 19,364 157% $ 6,086,169 $3,875,011 75% 1027 1,370

Year-End Performance ReportPERIOD ENDING : JUNE 30, 2018

UNIVERSAL ACCESS

VALUE OF INCREASED INCOME

($)

INCREASED ACADEMIC

ACHIEVEMENT

FAMILYSOURCE CENTER CONTRACTORS PERCENTAGE ACTUAL TOTAL PERCENTAGE ACTUAL TOTAL PERCENTAGE ACTUAL TOTAL

SECTION 1 CONTRACTORS: April 1, 2017-June 30, 2018 15 Months 15 Months 15 Months 15 Months 15 Months 15 Months 15 Months 15 Months 15 Months

1736 FAMILY CRISIS CENTER 119% 3318 2800 128% $ 648,251 $575,000 122% 244 200

ALL PEOPLE'S COMMUNITY CENTER 136% 3802 2800 279% $ 1,604,871 $575,000 127% 254 200

BARRIO ACTION YOUTH & FAMILY CENTER 108% 3033 2800 142% $ 816,485 $575,000 112% 224 200

CENTRAL CITY NEIGHBORHOOD PARTNERS (CCNP) 146% 4097 2800 290% $ 1,665,509 $575,000 129% 258 200

EL CENTRO DE AYUDA 129% 3619 2800 202% $ 1,161,370 $575,000 104% 208 200

EL NIDO FAMILY CENTERS (SOUTH LOS ANGELES) 129285 112% 3149 2800 162% $ 931,192 $575,000 102% 203 200

NEW ECONOMICS FOR WOMEN (SOUTH VALLEY) 129300 113% 3157 2800 271% $ 1,560,176 $575,000 105% 210 200

P. F. BRESEE FOUNDATION 108% 3021 2800 261% $ 1,500,156 $575,000 125% 249 200

THE CHILDREN'S COLLECTIVE, INC. 101% 2838 2800 173% $ 995,485 $575,000 108% 215 200

WATTS LABOR COMMUNITY ACTION COMMITTEE (WLCAC) 165% 4606 2800 325% $ 1,866,631 $575,000 100% 200 200

YOUTH POLICY INSTITUTE (YPI) 112% 3144 2800 303% $ 1,744,433 $575,000 114% 228 200

TOTALS 123% 37,784 30,800 229% $ 14,494,559 $6,325,000 113% 2493 2200

SECTION 2 CONTRACTORS: July 1, 2017- June 30, 2018 12 Months 12 Months 12 Months 12 Months 12 Months 12 Months 12 Months 12 Months 12 Months

EL CENTRO DEL PUEBLO 97% 2418 2500 156% $ 779,641 $500,000 102% 179 175

EL NIDO FAMILY CENTERS (NORTH VALLEY) 129915 125% 3124 2500 312% $ 1,599,397 $500,000 133% 232 175

LATINO RESOURCE ORGANIZATION (LRO) 119% 2976 2500 358% $ 1,788,910 $500,000 151% 265 175

NEW ECONOMICS FOR WOMEN (NORTH VALLEY) 129886 97% 2418 2500 218% $ 1,091,663 $500,000 103% 180 175

TOBERMAN NEIGHBORHOOD CENTER 93%2317

2500 163%$ 813,331 $500,000 90% 157 175

TOTALS 106% 13,253 12,500 243% $ 6,072,942 $2,500,000 116% 1013 875

GRAND TOTALS 118% 51,037 43,300 233% $ 20,567,501 $8,825,000 114% 3506 3,075

SOFA Scorecard

Collective Impact Since 2009

▪ 252,564 unduplicated people served

▪ $158.4 million in increased income for low-income households

▪ $149.8 million in new economic activity to the local economy

▪ 51,964 Tax returns filed

▪ $71.5 million in refunds

▪ 28,610 students improved their academic achievement

Step 4: Review and Assess

Cost Analysis of Past 3 Years

328

305 284

51 49 50

823

716 675

-

100

200

300

400

500

600

700

800

900

15/16 16/17 17/18

Cost per Client

Cost per Service

Cost per Outcome

Adult Educational Level (24+)

47%

24%

15%

7%

7%

0-8 9-12 (non-graduate) HS Diploma/GED 12+ some post-secondary 2 or 4 year college degree

Increase Mobility

83%

14%

3%

Extremely Low-Income (0-30% AMI) Very Low-Income ( 31-50% AMI) Low-Income (51-80% AMI)

Housing Conditions for Existing FSC Families

4%

81%

9%

6%

Own Rent Homeless Other

Improve Housing Stability

1231

1867

2415

3713

2838

2910

3146

2280

0 1000 2000 3000 4000 5000 6000 7000

15/16

16/17

17/18

18/19

Homeless Other

5,561

4,777

4,069

5,993

FSC ApplicationIntegrated questions into the FSC application to measure the risk of families becoming homeless

▪ How would you best describe your living situation?

▪ If you are staying with family and friends, how long have you been there? Is it temporary? How long can you stay there? Are they asking you to leave? Please explain.

▪ If you are staying in your car, park, make shift shelter or emergency/transitional shelter, how long have you been living in this situation?

▪ If you rent, have you received a 3-day notice to pay or quit – or – received an unlawful detainer?

▪ Are you behind in your rent? If so, how many months? What is the total owed?

▪ Have you experienced any loss of income which has contributed to your inability to pay the rent for the months you are behind?

Homeless Prevention

▪ Housing Stability Plans

▪ Landlord/Tenant Mediation

▪ Landlord/Tenant Rights Education

▪ Emergency Assistance

▪ Rental Assistance

▪ Rental Arrears

▪ Relocation Assistance

▪ Rental Deposit

▪ Utility Deposit/Arrears

Move Workers up the Pay Scale

▪ ESL combined with vocational training

▪ Hospitality Training Academy

▪ Vocational training through the Los Angeles Community College District

▪ Strengthen Partnership with WorkSource Centers

How to Shape and Deploy a Scorecard to Convey Impact

How to Shape and Deploy a Scorecard

Stage 1: Plan

• Review mission, vision and strategy


Stage 1: Plan


Stage 2: Strategy Map

• Choose measurement perspectives

Choose Measurement Perspective

HCIDLA Formula

SOFA

Satisfaction

Outcome

Flow


Non-profit formula

Vision Strategy

Revenue & Funding

Product & Service

Recipients

Donors & Board

Members

Internal Operations

Staff Development


Stage 1: Plan




Stage 3: Scorecard

• Identify measures

• Identify weights• Balance

measures• Set specific

targets

Scorecard: Objectives, Measures and Targets

Perspective Wt. Strategic Objectives Measures Targets Initiatives

Revenue and Funding 20% • Grow operating revenue to add and sustain program

• Increase donor & fundraising $

• Number of grantsapplications submitted

• Actual dollars raised

• x per year

• Goal amount

• Develop proposalprocess

• Organize fundraising event

Product and Service Recipients

20% • Customers value service • Customer satisfaction surveys

• Satisfaction rate %

• Develop customer surveys

Donors & Board Members

20% • Forge new donor relations • Number of potential donors profiled and contacted

• Goal • Develop donor recruitment strategy

Internal Operations 20% • Work efficiently delivering programs• Efficient administration

• Cost per client, service &outcome

• % of revenue spent on administration

• Goal amount • Improve processes

Staff Development 20% • Attract and retain best employees • Employee satisfaction survey

• Satisfaction rate%

• Develop plan for professional development

Sample Scorecard

QUARTERLY PERFORMANCE SCORECARD

Metric Sept. 30, 2018 Dec. 31, 2018 Mar 31, 2019 Jun. 30, 2019 2020 2021 2022

ID No. Business Result Actual Goal Rate Actual Goal Rate Actual Goal Rate Actual Goal Rate Goal Goal Goal

1.0 Revenue and Funding

1.1 Grow operating revenue

1.2 Increase donor & fundraising $

2.0 Product & Service Recipient

2.1 Customer satisfaction

3.0 Donor & Board Members

3.1 Forge new donor relations

4.0 Internal Operations

4.1 Cost per client

4.2 Cost per service

4.3 Cost per outcome

4.4 Return on investment

5.0 Staff Development

5.1 Enhance skill improvement


Stage 1: Plan




Stage 3: Scorecard

• Identify measures

• Identify weights• Balance

measures• Set specific

targets

Stage 4: Review & Assess

• Manage with balance scorecard

• Evaluate results versus targets

• Examine results and outcomes

• Adjust as necessary

Sample Scorecard

QUARTERLY PERFORMANCE SCORECARD

Metric Sept. 30, 2018 Dec. 31, 2018 Mar 31, 2019 Jun. 30, 2019 2020 2021 2022

ID No. Business Result Actual Goal Rate Actual Goal Rate Actual Goal Rate Actual Goal Rate Goal Goal Goal

1.0 Revenue and Funding

1.1 Grow operating revenue 1000 2500 40% 4500 5000 90% 7500 10000 25000 50000 75000

1.2 Increase donor & fundraising $ 1000 2500 40% 4500 5000 90% 7500 10000 25000 50000 75000

2.0 Product & Service Recipient

2.1 Customer satisfaction 4.3 5 86% 4.4 4.45 99% 4.45 4.45 4.5 4.75 5

3.0 Donor & Board Members

3.1 Forge new donor relations 7 10 70% 18 20 90% 30 50 75 100 150

4.0 Internal Operations

4.1 Cost per client 2300 1500 65% 2200 1500 68%

4.2 Cost per service 350 250 71% 300 250 83% 250 250 200 175 150

4.3 Cost per outcome 1500 1000 67% 1200 1000 83% 1000 1000 800 600 400

4.4 Return on investment 1.00 1.25 80% 1.25 1.25 100% 1.25 1.25 1.50 2.00 2.50

5.0 Staff Development

5.1 Enhance skill improvement 10 10 100% 15 15 100% 20 25 50 75 100

Review & Assess

▪ Cost by client: Total expenditures divided by the number of clients

▪ Cost by service: Total expenditures divided by the number of services

▪ Cost by outcome: Total expenditures divided by the number of outcomes

▪ Rate of Success: Divide total number of successful outcomes by the total number of units of service

▪ Absolute Return on Investment (ROI): Multiply the total number of successful outcomes by the value of a successful outcome

▪ Net ROI: Subtract the cost of total expenditures from the Gross ROI

▪ Ratio: Divide Gross ROI/total expenditures

Lessons Learned

▪ Get your board and managers educated on the basics and committed to the effort.

▪ Appoint someone on staff to be in charge of creating and maintaining the scorecard.

▪ Build your scorecard categories to match what’s on your strategic plan

▪ Derive the scorecard measures, metrics, and analytical techniques, and use them in test mode for two or three months.

▪ Identify data collection process and test data integrity

▪ Use the test experience to improve the scorecard measures and processes.

▪ Collect, analyze, report and archive scorecard measures on a regular (monthly or quarterly) basis.

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