650- MODULE 9 DISCUSSION

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215

Change and Celebrate

Insanity is doing the same thing over and over again expecting different results. —ALBERT EINSTEIN

The fifth element on the path to easy and effective impact and excellence seems obvious, but it is frequently overlooked and often avoided in social-sector organizations. Nonprofit and government leaders are often hesitant to implement changes to programs and operations that disrupt the status quo, even when things are not going well for the organization.

Typically, leaders avoid change because they are afraid of failure or an adverse public reaction. The popular expression, “The devil you know is better than the devil you don’t know,” accurately describes why many leaders shy away from change and often go out of their way to avoid it. However, this reluctance to implement needed change is not found among social-sector lead- ers who embrace a high-performance measurement culture.

Why is this the case? Measuring and evaluating results allows these leaders to make decisions with confidence and leads them toward the success they most desire for their respective organi- zations. Organizations with high-performance measurement cul- tures have systems in place for using performance and outcomes measures to make positive programmatic and organizational changes. In addition, they have created formalized systems for celebrating their success, no matter how big or small.

Chaney, Jones, Sheri. <i>Impact and Excellence : Data-Driven Strategies for Aligning Mission, Culture and Performance in Nonprofit and Government Organizations</i>, John Wiley & Sons, Incorporated, 2014. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/nlu/detail.action?docID=1776333. Created from nlu on 2019-08-26 17:41:47.

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216 Impact & Excellence

Embracing Change Confidently Many organizations make the mistake of rushing into change or avoiding risk altogether. Innovation is often squelched in the social sector because stakeholders perceive the consequences of failure to be too great. They fear the wrong decisions will result in bad press, loss of elections, reduction in funding, or negative consequences to clients. This fear perpetuates the status quo and results in stalled advances throughout the social sector. On the other end of the spectrum, some social sector leaders leap to deci- sions based on consensus or a best-guess approach without taking the time to evaluate the data and often implement change too quickly and haphazardly.

When social-sector organizations base decisions on outcomes from measures aligned with organizational mission and objec- tives, they naturally embrace change in a more confident manner. Access to the right data equips organizations that might otherwise be hampered by endless second-guessing or a shot-in-the-dark approach to move forward confidently. Solid data-collection efforts provide a natural safety net that empowers leaders to make innova- tive and sometimes even radical performance improvements that might otherwise seem foolhardy or ill-advised.

When interpreted and applied correctly, data functions as a figurative parachute, allowing the organization to effect change at a brisk but controlled pace. Organizations naturally become more innovative and steer clear of the adverse effects experi- enced when decisions are either avoided outright or made swiftly without the backing of such data. Confident that embracing change will not result in a devastating crash for the organization, leaders move forward knowing they have the ability to course cor- rect as needed.

Based on solid organizational data, leaders can identify solu- tions to pressing problems and incorporate strategic changes with confidence. Successful leaders do not hesitate to make neces- sary changes, because they know they can justify decisions with high-quality, relevant data. Once the changes are made, the same measurement systems that provided key inputs will quickly inform these social-sector leaders of the degree to which the changes implemented have been successful.

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Change and Celebrate 217

If the change is successful, the leader can reinforce this suc- cess and implement it on a larger scale. If the change does not achieve the desired results, then the leader has newfound knowl- edge about what does not work. In addition, leaders have access to data that will allow the leadership team to institute a plan for improvement, eventually leading to stronger, more effective, and more efficient operations.

The most damaging thing an organizational leader can do is to design a well-crafted performance and outcomes system and communicate the results but fail to use the data to take corrective action. Such a practice leads the organization into a cycle that replicates what Albert Einstein defined as insanity: “doing the same thing over and over again and expecting differ- ent results.”

Here are three reasons social-sector organizations should not invest time and resources in data collection if they are not com- mitted to developing a plan for making meaningful changes using the data they collect:

1. Inaction is a waste of time and resources. There is no point to capturing, collecting, and analyzing data if it will sit unused in a database or be housed in a shelved report.

2. Inaction breeds staff resentment and distrust. Not using data that staff, clients, and stakeholders invest time in gathering, evaluating, and entering discourages participation in future data- collection compliance efforts. When data is not used, leaders send a message to staff that data has little or no value or impact on the organization’s growth and success.

3. Inaction produces the same results the next time. This practice will keep an organization playing small and not reaching its highest possible level. Inaction hurts clients. Often an organiza- tion’s staff and program directors have at their fingertips valuable information with the potential to greatly improve programs and client outcomes. Not implementing change based on this infor- mation keeps clients from receiving the best possible experience from the organization.

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218 Impact & Excellence

The Power of Using Data: A Case Study

An Ohio child welfare collaborative instituted performance measures to ensure that cases of abuse, neglect, and dependency were being processed in a timely manner and leading to optimal outcomes for families. By state law, child abuse, neglect, and dependency cases must be disposed of within ninety days of a finding of guilt in an adjudication hearing. If a dispo- sitional hearing does not occur within that time frame, the court, on its own motion or on the motion of a party, may dismiss the case without prejudice (Ohio Revised Code, 2003).

This ninety-day rule led to many county court cases being dismissed prior to disposition and then refiled. Refiling resets the clock and causes a delay, which is generally not in the best interest of the child, as this further delays permanency and stability for the child. In addition, frequent use of the ninety-day rule violates the spirit of the state statute.

In this case, the group discovered that 23 percent of abuse, neglect, and dependency cases were being dismissed and refiled, following this ninety- day rule. This practice was having a negative impact on children by keeping them in temporary placement longer than necessary. In addition, it increased costs to the courts and clogged up dockets, leading to mismanagement of staff time and, often, to an increase in child welfare expenditures, which were necessary to cover placement for those children.

A statewide evaluation conducted by the Ohio Supreme Court exam- ined the increase in dismissed and refiled cases. A collaborative committee was convened to conduct an internal evaluation. This committee identified

several reasons for the high incidence of dismissed cases. First, the committee found that the magistrates were not holding attorneys

accountable for excessive requests for dismissals. The committee discovered other factors related to scheduling difficulties, for both magistrates and other affected parties. Based on these findings, the collaborative committee identi- fied several key solutions. They agreed to implement the suggested changes and convene monthly to review the data on dismissals. Over the course of six months, the dismissal and refiling rate was reduced from 23 percent to 10 percent, a significant improvement.

The information the group used for evaluation and decision mak- ing included data they were already required to submit to the Supreme Court regularly. They had been submitting this data for years, yet prior to

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Change and Celebrate 219

A Closer Look. This case study demonstrates the power of data- driven decisions, consistent communication, and the ability to effect change based on data. Unfortunately, a majority of govern- ment and nonprofit organizations are similar to the child welfare collaborative. They wait to take action on collected data and suffer the consequences of doing so. Only a handful of today’s social- sector organizations have a proactive plan for taking action on the data they collect. Fewer still are committed to using collected data to implement lasting change.

I would estimate about 30 percent of organizations with well- aligned performance measures and measurement systems rou- tinely and systematically make improvements based on data. The remaining 70 percent may intend to make changes based on their measures, but in most organizations, six months later no signifi- cant changes have been made. Furthermore, these social-sector organizations are often experiencing the same results. Typically, the organization has access to an abundance of relevant and use- ful data. Information is not the problem. True success is prevented because the organization fails to act or lacks a sustained commit- ment to implementing change.

Best Practices for Using Data to Implement Change Successful organizations embrace a clear commitment to make data-driven decisions and implement change when the data sug- gests it is needed. Without a structured plan for using data, it is natural to put implementation on the back burner or to delay change management activities. Next, we will consider best

convening the collaborative committee, no action was being taken on this data. Unfortunately, it took a statewide evaluation conducted by a funder to spur the court to action on its data. Once the court convened the committee and took a strong, data-driven approach, using the available data to effect positive change, they saw swift results. The committee found a dramatic decrease in the percentage of dismissals and refiled cases system wide.

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220 Impact & Excellence

practices for using data to implement change in the social-sector organization.

Tie Measures to Performance Goals

The more measures are tied to the day-to-day work of the orga- nization and its staff, the more likely employees will be naturally motivated to make adjustments needed for the organization to achieve its desired outcomes. Both individual and group perfor- mance goals can be set based on results. When performance and outcome measures are relevant and aligned with the mission, this highly successful practice engages the staff and substantially improves the results realized in mission-driven organizations.

Convene a Data Review Committee

One barrier to making changes with data lies in securing buy-in from key stakeholders. One successful practice is assigning a stand- ing committee primary responsibility for a monthly or quarterly review of progress on all performance and outcomes measures. Composed of seven to nine members who represent a diverse group of decision makers, this committee is tasked with making decisions based on data and evaluating progress toward the organization’s desired outcomes. If the organization staff has fewer than seven people, the entire staff should meet as a data review committee.

It is important to select a mix of committee member types, including idea generators, strong strategic thinkers, those capa- ble of systems thinking, and those who take a process-oriented approach. Such diversity maximizes the group’s productivity and effectiveness. The outcome of this committee’s work will be not only a plan for change but also the clear communication of the importance of embracing change. Such a group will naturally be motivated to implement a plan for positive progress.

Establish a Champion

On the committee, a champion should be assigned to each mea- sure. One individual can be the permanent keeper of all activ- ity surrounding a particular measure, or one champion can be

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Change and Celebrate 221

assigned for all measures. The designated champion assumes responsibility for ensuring quality data-gathering compliance and reviews the assigned measure on a regular basis. A champion also ensures the full implementation of any action items aimed to increase a particular measure and evaluates and communicates the degree of success achieved.

Champions should be given the authority to give direction, coach others in the organization, and offer advice for that particu- lar measure. Champions should be members of the data review committee, rather than other individuals within the organization. If there is more than one champion for the set of measures, the data review committee chair should provide oversight for imple- mentation and changes instituted for all the measures.

Meet Regularly

The data review committee should adopt a schedule or regu- lar committee meetings in conjunction with the organization’s annual planning process, placing meeting dates on the calendar. It is best if members know that they will be meeting on a consis- tent schedule—the third Wednesday of every month, for example. If this meeting must be rescheduled, set a new date at the time of cancellation. A consistent meeting schedule underscores the value and importance of the committee’s assigned responsibility both to those who serve on it and to others in the organization.

Use a Consistent Meeting Format

At meetings of the data review committee, a standardized format should be followed. Each meeting should include an examination of data trends for the past twelve to eighteen months. The commit- tee should compare the results against any established benchmarks or performance goals. Then the team should discuss any changes that occurred in the past data review period (typically during the past month or preceding quarter). Table 12.1 displays a sample data review format a committee may follow. Such changes in the organi- zation might influence performance measures either positively or negatively and therefore impact the success of a particular change.

The next step is to explore whether the data suggest that fur- ther action or changes are needed. It is important to consider

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Table 12.1. Data Review Committee Meeting Template

Perfor mance or Outcome Measure

12 Month Rolling Average

Current Quarter’s Average

Perfor mance Goal

Under / Over Goal

Past Changes that Impacted this Goal

Were Changes Success ful?

What Future Efforts Will Increase Outcomes?

What Informa tion is Needed?

Implemen tation Plan

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Change and Celebrate 223

whether and to what degree desired outcomes are occurring in the organization. If the data suggest that changes are required, the committee should identify what additional information is needed, outline proposed changes, and design a plan for implementation. Lastly, the group should discuss how the desired results will be communicated and celebrated.

Committee Success: A Case Study

A method similar to that described in this chapter to implement change was employed to help a committee considering strategies to improve outcomes for delinquent juveniles. The committee focused its discussion on best prac- tices for alternatives to juvenile detention. Typically, the juvenile courts that implemented such best-practice strategies reduced costs and also saw a significant reduction of long-lasting negative consequences for public safety and youth development.

The committee selected specific practices designed to reduce unneces- sary delays in case processing, which would result in shorter lengths of stay in detention for juveniles. The outcome for the court would be the efficient use of nonsecure alternatives and the reductions in failure-to-appear and rearrest rates.

This review committee used data to examine how effectively policy changes enabled the court to reach its desired outcomes. A detailed analysis had previously been conducted for the court and had provided the commit- tee with information that showed that case process delays in the juvenile court system were related to increases in continuances and increased docket volume of school truancy filings.

To assess favorable progress toward their goals, the committee met to examine quarterly trends in the number of days juveniles were held in deten- tion, the average days it took juvenile court cases to be processed, the num- ber of formal school truancy filings in the system, and the length of stay for youth being held on transfers to adult court (called “bindovers,” as the court binds over the youth for trial or further inquiry). Table 12.2 provides an example of this group’s specific performance measures and quarterly trends over a fifteen-month period.

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Table 12.2. Juvenile Detention Performance Measures

2 Q 11 3 Q 11 4 Q 11 1 Q 12 2 Q 12 Avg Goal

Average days held In juvenile detention

11.27 12.08 9.72 9.95 8.25 10.25 <7

Average number of days for a case to be processed

168.64 144.19 120.31 92.24 n/a 111.98 <90

Average number of continuances per case

0.90 0.87 0.80 0.66 0.32 0.71 0

Number of chronic school truancy cases filed

480 2 178 472 690 364 n/a

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Change and Celebrate 225

A Closer Look. The committee began its work with the care- ful examination of trends during the second quarter of 2011. They discovered that, during this period, youth were being held in detention an average of eleven days. During this three-month period, 480 truancies had been filed. The court took an average of 168 days, almost double the desired 90 days, to process cases. In addition, cases were likely to experience at least one continuance. The committee used this data to implement specific strategies, beginning with immediate shelter care hearings for youth being held unnecessarily in detention. In addition, they established new committees assigned to study school truancy issues and other issues related to case processing.

Most of these strategies were implemented in the first and sec- ond quarters of 2012. At the end of second quarter, the group reconvened to examine the progress and impacts of their efforts. They discovered that both the emergency shelter care practice and a focus on the reduction of detention lengths were having a positive impact. The average number of days youth were held in detention decreased from 11.27 to 8.5 days.

The committee also realized slight reductions in the average numbers of days to process cases, down from 168 to 92 during the second quarter. In addition, the data showed a significant reduction in continuances, from .90 per case to .32 per case. Reviewing the data was encouraging to the committee and suggested that their efforts and discussions in pursuit of these outcomes were working.

One measure that did not see improvements was the increase in chronic school truancies. There was a significant increase in filings compared to the previous year’s filings over the same quarter. In fact, filings had increased from 480 to 690. Based on the data review, the committee decided to ramp up its previous implemen- tation efforts while also exploring ways to work with schools and other community groups to reduce the number of school filings.

Implement Change High-performance measurement cultures require leaders with the ability to successfully enable constructive change. Social-sector leaders achieve desired success by focusing on the problem at hand and also by anticipating and responding to stakeholders’

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226 Impact & Excellence

fear of the unknown and their natural resistance to change. When measures are aligned with the true mission of the organization, it is much easier to overcome such resistance and to significantly reduce fear, if not eliminate it. This is especially true when the leader has done a good job of cultivating and communicating the vision of the organization.

Without the necessary data and information, effective change becomes almost impossible. Change is scary, and stakeholders and staff need to be both engaged and confident in the organization’s leadership during times of change. Leaders that come to staff with data-informed decisions can obtain buy-in for proposed strategies and break through natural barriers to change.

The Measurement Culture Study revealed that 77 percent of organizations with a high-performance measurement culture were successful at using data to create organizational change. In contrast, none of the organizations with a moderate- or low-measurement culture achieved change. In other words, fear and resistance to change are seldom barriers to success for organizations with a high- performance measurement culture. Measures and data provide the solid foundation for organizations that successfully implement posi- tive change.

Celebrate Success Measurement results naturally lead to change in high-perfor- mance measurement cultures, and it is important for organiza- tions to celebrate such change, whether great or small. Even when positive change occurs, it can prove stressful. Recognizing the progress the organization has accomplished motivates staff to move forward and gives them the confidence needed to continue building on their success into the future.

Studies have shown that in the public sector meaningful rec- ognition is correlated with employee retention, good morale, loyalty, commitment, and satisfaction in the workplace. Yet one study of public sector employees revealed that, despite this dem- onstrated relationship, few organizations have effective reward sys- tems in place (Saunderson, 2004). Most organizations are missing a huge opportunity to increase productivity and morale. Leaders of high-performance organizations understand that recognizing

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Change and Celebrate 227

and rewarding success is the foundation of growth and continuous improvement.

Organizations with effective recognition programs have strong leadership participation and supportive cultures. These organiza- tions increase job satisfaction and productivity by communicat- ing and celebrating their staff’s hard work. They provide linkages between employee efforts and the impact and outcomes the organi- zation contributes to the community.

Communicating and sharing outcome measures provides a way to recognize, educate, and bond with stakeholders. When measures are used as positive internal management tools, they allow employees to know precisely how their contribution is mak- ing a difference and contributing to the vital mission of the orga- nization. Such a practice may also inspire employees to see how they can increase the impact they are already making.

Studies indicate that social-sector employees highly value the celebration of success. Celebrations are the orchestrated expe- riences of linking relationships and value to the contributions made; the award is the icing on the cake (Saunderson, 2004). Rewarding employees for reaching outcome goals provides this linkage of relationships and value.

Effective recognition systems do not have to include large monetary rewards. As highlighted in Chapter Two, the administra- tor of the Dallas County Tax Office created an effective reward sys- tem with a series of reliable performance standards that measured important elements of the organization’s mission. Instituting such rewards allowed the agency to operate with less staff, control bud- get growth, improve staff morale, and increase customer satisfac- tion, all while experiencing unprecedented demand for service.

Potlucks, pizza parties, an afternoon off, a day’s vacation, and an organization-wide picnic are a few of the ways nonprofit and government organizations might choose to celebrate the impact that staff members are making for the organization and its mission. When presenting an award, high-performing organiza- tions place an emphasis on how specifically the individual or team contributed to the increased outcome measures. Celebrating suc- cess leads to increased success in the future.

The reason that organizations with high-performance mea- surement cultures are significantly more successful than those with

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228 Impact & Excellence

moderate- and low-measurement cultures boils down to how these different organizations use their data. The organizations that will continue to thrive, have the greatest impact, and make our world a better place are those that reward the dedicated work of staff and stakeholders. Such recognition motivates people to continue to give all they can and to strive for the next level of success. In addition, these organizations are not satisfied with the expectation of mediocre results. Rather, they consistently monitor outcomes and results and make the necessary adjustments and changes to achieve the highest success possible.

Next Steps By following the Five C’s of Easy and Effective Impact and Excellence shared in this book, leaders prepare nonprofit and government organizations for greater impact. In the next chapter, we will look at ways in which social-sector organizations can leverage a high- performance measurement culture and thrive in today’s challenging environment.

Impact & Excellence Chapter Twelve Discussion Questions

1. Develop a list of at least five things your organization is doing well. How could staff celebrate those successes?

2. How will you regularly celebrate success? 3. How does your organization currently use data for program

improvement? What data does the organization already have that could be used for program improvement? Develop a plan to start reviewing and taking meaningful action on existing data.

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