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Co-op 模塊的 DV 工作簿



Acknowledgments

Thisworkbook was developed by Bryn Sadownik as part of the Demonstrating ValueInitiative at Vancity Community Foundation. The workbook was originally developed in December 2010 by combiningseveral earlier Demonstrating Value resources. The workbook is updatedannually. Further copies can be downloaded at www.demonstratingvalue.org.
TheDemonstrating Value Initiative is a collaboration of a community sectororganizations, united by the common interest of developing more accessible performancemeasurement and impact assessment methodologies specifically geared to socialenterprises. The initiative engaged 20social enterprise investors and operators between 2007-2009 in a process todevelop and pilot a measurement framework. This workbook and other tools on theDemonstrating Value website are based on this framework.
TheDemonstrating Value Initiative is based at Vancity Community Foundation and hasreceived financial and technical support from the following organizations: Coast Capital Savings, Community EconomicDevelopment Technical Assistance Program (CEDTAP), Enterprising Non-Profits(enp), Human Resources and Social Development Canada (HRSDC) and RenewalPartners, SAP Canada and Vancity Credit Union.

Contents

Acknowledgments. 1
Contents. 3
Introduction. 1
Step 1 Define your Audiences and their Needs. 4
Step 2: Develop a Vision of your Performance Snapshot. 7
Step 3 Map out your Information Needs. 13
Step 4. Design your Snapshot. 21
Step 5: DefineAdditional Content Development. 25
Appendix A: In-depth Information Mapping. 29

Introduction

DemonstratingValue can help you take control of the data youcollect, how it is used and to communicate the performance and value of yourorganization, social enterprise or program. In this activity guide, you will work out what your data needs are,how they can be met, and how to design a ‘Performance Snapshot’ that willprovide an engaging summary of the performance and value ofyour organization.
This process involves the following steps:

Structure of this Activity Book

The remainder of this activity book willguide you through these steps. The purposeof each step is first described, followed by specific activities for you todo. These activities are indicated withthe following symbol:
In some cases youwill be refered to other Demonstrating Value tools that can be found on theTools and Resources page of www.demonstratingvalue.org.
Because no single person has the fullpicture of what’s really going on, and the information that is needed fordifferent purposes, we recommend working through this workbook with across-section of people in the organization. You can do this in a workshop, a series of meetings, or through targetedconsultations.

DemonstratingValue’s philosophy about measurement and its guiding framework

This guide(and all other Demonstrating Value tools) are based on the premise that the information you gather in yourorganization has to be directly relevant to the decisions you make and becompelling for others to learn about your value. To work out what informationis most useful, always keep the following simple question in mind:
'What do we want to know andshow?'
Inessence, you need to think about the story you want to tell and the decisionsthat can be better supported by data.
Determiningwhat information is useful and to whom is a big task, but it can be simplifiedby looking at it from a few different perspectives.
The twolenses shown below can help focus the answer, and are reflected in the exercisesin this workbook. The first asks: ‘Whatinformation is useful?' and the second asks ‘How will information be used?'
An  Organizational Sustainability Perspective - What information can help you understand whether you are  developing and maintaining resources to meet your purpose in the long run?
A Community  Impact Perspective - What information can tell you about the  ability of the organization to successfully contribute towards the social,  cultural and environmental objectives set out in its mission?
A  Business Performance Perspective - What  information can tell you about the success of the organization from a  financial or ‘business’ perspective?
It isalso useful to consider carefully how information will be used, by consideringthree ‘audience’ perspectives:
An  Operational Perspective - What information do you  need to support day-to-day decisions by management and staff? For instance,  what can help you stay on top of costs, quality, and delivery of your  mission?
A  Strategic Perspective - What information do you  need to support strategic decisions that are often made by a governance body  such as a board? This information needs to educate your audience about key  trends and events that have occurred.
An  Engagement and Accountability Perspective - What  information do you need to foster and maintain support of the organization?  This includes support by investors, community members, employees and  beneficiaries of your mission.  This  audience may have very limited knowledge of who you are and what you are  trying to accomplish so the data that you present will need context and  interpretation.

Step 1 Define your Audiencesand their Needs

Your organizationis important for many different groups of people, and in different ways. These are your stakeholders. Understandingwho these people are and what they care about is critical for developingeffective monitoring and reporting capabilities. Common stakeholders include:
– Members
– Employees
– Volunteers
– Management
– A governance body (e.g. Boardof Directors)
– Constituent group – those inwhose name you are working
– Customers
– Investors, funders, donors
– Peers and partners
– The community at large
Whatdoes each stakeholder need to know about the organization in order to manage,plan or to provide support?
1a) In the table below identify yourstakeholders and describe what information they need to have to do their jobeffectively.
Don’tbe too specific or name individual people. Rather think of the key groups ofpeople that matter in and around the organization.  Add or delete rows as required.
Stakeholder
Information  needs - what they need to know
e.g.  Advisory board
· Need to be clearly informed (in a succinct  way) about what is happening with the enterprise so they can offer the best  advice possible.
1b) Assess how you can better engageyour stakeholders
Look at the needs you’ve described. Wheredo you feel you can do a better job in meeting those needs? What's your biggestpriority?

Step 2: Develop a Vision ofyour Performance Snapshot

A Performance Snapshot is a communicationtool that you can develop to present the performance and value of yourorganization to boards, investors/funders and staff. It is tailored to your needs and theaudiences you want to connect with.
The snapshot can be a printed document or an electronic 'dashboard',which allows you to actively engage with the information. This tool will giveyou a clear picture of your organization to help you plan and manage yourday-to-day activities, demonstrate your value to others, and ensure thelong-term sustainability of your organization. Examples of performancesnapshots can be found at:  www.demonstratingvalue.org/snapshots
Advantagesof developing a snapshot include:
· Savingvaluable time finding and pulling together data and other information forreports.
· Seeingkey trends and relationships in data, so you can get the most from the data youcollect.
· Combiningdifferent types of information effectively to engage your audience.
The exactcontent and format of the Snapshot depends on the audience you want to reachand the issues that are important. The design process includes thinking aboutwho the audience is, what decisions they are making and the messages you wantto convey, and the information that can be presented (numeric, narrative,pictures, quotes, video) to tell your story. This depends on your needs and audience. For example, the layout andcontent for a bi-monthly board presentation might be very different from aSnapshot designed to be part of your public website to engage volunteers anddonors.
In this step, you will picture what yourSnapshot will look like.
2a) Review Snapshot Designs
To help work out the structure of thesnapshot you’d like to develop, look at the snapshot designs below.  You are not limited to these designs, butthey can serve as useful starting points for thinking about how to communicate yourvalue to others and to review performance.  It may also be helpful to look at examples ofsnapshots at  www.demonstratingvalue.org/snapshots. Once you have worked out structure, the layout and graphics can beimproved at a later stage.
Design1: Challenge/Approach/Impact
This structure is useful for communicatingthe value of what you are doing to those outside of your immediate day-to-dayinteractions. This could be within your organization, to partners, to funders/investorsand to the public.
Design2: Multiple Impacts
This template is also useful forcommunicating the value of what you are doing to those outside of of yourimmediate day-to-day interactions. This could be within your organization, topartners, to funders and to the public.
Design3: Performance results
This design serves mainly strategic andoperational audiences such as management and boards. It can also be useful tocommunicate externally in some cases.
2b) Describe the purpose and look ofyour Snapshot
In the table below describe the key audience,purpose and the design/format of your snapshot.
To help define an audience and purpose,look at the previous step. Who are your stakeholders and what did you define asthe biggest area for improvement? Youmay be able to connect with many audiences with your Snapshot but to guide theinitial development, identify a primary audience.
Key  Audience
Purpose
Design  & Format
i.e. Who will see  the Snapshot?
i.e. How will this audience interact with the  information in the Snapshot?
i.e. What design  would you like to develop? When will the snapshot be used? What format will  it be in? How often will it be updated?

Step 3 Map out yourInformation Needs

In this step you will develop the corecontent of your Snapshot, based on your organization’s mission and objectives. Thisis done by mapping out what data and other information is most useful to you inmanaging, planning and communicating the value of your organization. The mapping starts with the big picture, byasking you why your organization exists and its mission and business.  It then provides a simple way to pinpoint whatmay be most important to know and show in your organization, and to thereforeinclude in your Snapshot. Appendix Apresents an (optional) alternative method to use that can help you go more indepth about what data and other information should be tracked relative to yourorganizational goals.

3a) Describe why you exist and whatyou do
In the boxes describe your vision, missionand business.

Your Vision Statement

Avision statement is a vivid, idealized description of how you want the communityand world to change for the better as a result of your organization’s work.


Your Mission Statement

Yourmission statement describes the overall purpose of your organization includingyour social, environmental and/or cultural objectives and how you are workingto achieve them.


Your Business

Describeyour business including what specifically you produce, sell or provide, and howyour offering is unique.  If you are nota social enterprise, it still may be helpful to describe the services that youprovide and how your offering is unique.
3b) Map out your information needs.
Writedown the top things that you want to know about in your organization that wouldassist your ability to manage and plan. Think about this in terms ofyour community impact, business performance and organizational sustainability,and be as specific as possible. Also consider your operational decisions aswell as your longer term strategies.  Referto the information needs listed in the Monitoring Ideas Library for ideas. Once you are done, indicate the top 3 thingsthat you would like to show.
Examples: We want to know if
We have effective marketing and sales
We make the most of what we have
We have the right amount of inventory
Our wages and benefits are competitive
Yourturn: We want to know if we are…
Write down the key thingsthat you want to show others about the value of your organization. Think about your organization’s strengths andhow you make a difference, and be as specific as possible.  Once you are done, indicatethe top 3 things that you would like to show. Refer to the information needslisted in the Monitoring Ideas Library for ideas.
Examples.We want to show that
We support and invest in our community
We are addressing housing challenges in thecommunity
We practice co-operative principles in action
Our operations are socially responsible.
Yourturn: We want to show that we…:
3b) Identify what information isuseful to present in your Snapshot
In the previous section,you defined key information needs. Inthis section, come up with a list of ways that you can address the mostimportant information needs that you described.  This may be specific data that you collect orwant to collect in the future. It can also be excerpts from research,testimonials, narrative, images, short diagrams and other forms of informationthat can be useful in supporting what you want to show. Don’t worry about beingexhaustive and very detailed – we will refine this more in another exercise. Referto the information needs listed in the Monitoring Ideas Library for ideas.
Information Need
What is Useful to Track?
e.g. We want to  show that we reach people that aren’t serviced by other programs
Demographic  information about who accesses our program (age, gender, ethnicity)
More on how to determine what is useful to include
Useful information is often referred to asan ‘indicator’. In other words, something that helps you to understand where youare, where you are going and how far you are from the goal. It may be numericaldata, but it can also be a graphic, a list, a narrative, and so on. In otherwords, indictors are bits of information that highlight what is happening in a system,both within your organization and outside of it.
What Makes a Good  Indicator?
Useful  indicators are those that:
· Can be easily interpreted and communicated by  others.
· Are reasonable to gather.
· Represent both qualities of the change (how well),  in addition to the quantities (how much).
· Can give insights about where you want to go, not  just current or past performance.
· Can be compared - such as a budget or last year’s  figures and/or an industry benchmark
· Are precise.
The indicators presented in the MonitoringIdeas Library are a good starting place to look for indicator ideas. Inaddition, planning documents often identify useful indicators (e.g. evaluationframeworks, strategic plans, business plans, etc.) and there are also manyresources on-line that may be useful to look at to identify potentialindicators.
Information Source
Demonstrating  Value
Resources
www.demonstratingvalue.org/tools-and-resources Search for specific resources on impact, business performance or  organizational sustainability
Urban Institute,  Outcome Indicator Project
http://www.urban.org/policy-centers/cross-center-initiatives/performance-management-measurement/projects/nonprofit-organizations/projects-focused-nonprofit-organizations/outcome-indicators-project
CIHI Health  Indicators
http://www.cihiconferences.ca/indicators/2015/ind2015_e.html
SolidWorks  Sustainability
https://www.solidworks.com/sustainability/sustainable-design-guide/ch3-choice-1-environmental-indicators.htm
Mr. Dashboard
www.mrdashboard.com/Business_Metrics.htm
KPI Library
Kpilibrary.com
Global Reporting  Initiative, Indicator search
www.globalreporting.org/ReportingFramework/G3Online/PerformanceIndicators/
Prove and Improve,  Sample Indicators Bank
www.proveandimprove.org/new/meaim/samplendicators.php
Impact Reporting  and Investment Standards (IRIS)
iris.thegiin.org/iris-standards
Impact measures are often very specific to thefield that you work in and it is likely that there are resources available toyou by asking around or through web (and other) research. Demonstrating Value also has developed someresources to help organizations to understand and measure community impact:
Impact Mapping Worksheet (Impact MappingWorksheet.xls)
This Excel workbook will help youbrainstorm the ways that your organization create impact in the community byassessing if and how you create impact in different social and environmentalareas. It also includes templates forcommonly used impact mapping tools – Logic Model, Theory of Change &Outcome Mapping.
Short Resource Guides
The Demonstrating Value website includes short resource guides withspecific measures and resource links that relate to the following missionareas:
Affordable Housing
Cultural Empowerment and Awareness
Neighbourhood Revitalization
Direct Income, Material and Food Support
Recycling and Waste Reduction
Green Building
Employment Support
This list represents short resource guidesavailable as of December 2015. Check the website for any new mission areas.
In-depth Resource Guides
The Demonstrating Value website includes a detailed toolkit forFarmers’ markets Farmers Market ImpactToolkit. A Snapshot template is also available thatcan support organizations that work in health promotion and other areas ofcommunity health. (Please contact Demonstrating Value directly for this).
DV Blog
The Demonstrating Value blog on our website includes commentary andguidance for measuring impact. Subscribeto our blog, or check past blogs. Here are few examples that may be useful.

Step4. Design your Snapshot

In the previous step, you identified theinformation that is important for you to collect and potentially show in asnapshot, based on your organization’s goals. You will now design your snapshot with the information that you collectcurrently, or can easily develop.

4a) Review Snapshot Design

Look at the snapshot design that youidentified earlier as your model. Youmay want to follow it closely or make changes that fits better with your audienceand purpose.
· What do you like about thissnapshot?
· What do you dislike?
· What sections would you changeor add?

4b) Define the broad sections

Sketch out roughly how you’d like to organizethe information in a snapshot based on the snapshot designs, your informationmaps or other ideas. Make sure to definethe sections in which you’d group information.
e.g.
Section 1 to show that "weaddress an important and meaningful community issue"
Supporting information:
  • Estimate of the     societal cost of poverty in Ontario
  • quotes from the     people we work with that highlight the challenge / issue area
  • # of people affected     by housing insecurity

4c) Reviewyour information sources

Inyour information maps, you defined information you’d like to include in yoursnapshot that supports what you want to know and show. In this step, you will review yourinformation needs against what you currently have available, or need todevelop. Do this in the table below, or in the Excel worksheet: Indicator Record.xls, available in the Tools and Resourcessection of the Demonstrating Value website. (Using IndicatorRecord.xls will make it easier for you to sort and organize thisinformation.) For each piece ofinformation that you’ve identified (‘indicator’), identify the snapshot sectionit relates to, how frequently it will be updated, any guidance on how it shouldbe interpreted including any targets you may have, and finally its currentavailability and relevant data source. A few examples are shown in blue. Add in as many rows as you need. IndicatorRecord
Snapshot  Section
Indicator
Reporting Frequency
Interpretation
 (e.g. why this would be collected, how it should be interpreted & targets  where relevant)
Current Availability
Source
1
Estimate  of the societal cost of poverty in Ontario
Single  estimate
Useful  to contextualize why our program is important to the community as a whole.
Ontario Association of Foodbanks estimated the  cost in a 2008 study
http://www.oafb.ca/assets/pdfs/CostofPoverty.pdf
1
Quotes  from the people we work with that highlight the challenge / issue area
Annual
Helps  people to make a personal connection with what we do
We have  a story bank that is updated annually that includes profiles of some of the  people we have supported .
In G:  folder on Shared drive

4d) Design your Snapshot

At this stage you are ready to design yoursnapshot. You could do this in asoftware program you have on hand (like MS Word, Excel, Powerpoint) or usesoftware that can create professional-looking infographics and which may havethe capacity to directly link with data sources (like SAP’s Crystal DashboardDesign, Tableau, Piktochart, Infogr.am, Easelly, among others).  Designit with the content that is currently available or which you can develop easily.Some templates are provided in the Resource section of the Demonstrating Valuewebsite.
For eachsection, think carefully about what you want to convey. Beware of presentingdata for the sake of presenting data! Rather group and relate information to make it meaningful. This meansthinking about:
· Decisions that the snapshot’saudience will be making.
· Clear messages you want toconvey about your value
It can behelpful to review your information maps to remind yourself of how theindicators relate to activities, objectives and impact.
You can usefigures, numbers, text, stories, and even multimedia like videos and photo, toconvey your message. Present it so thatit can provide maximum insights to your audience. For instance, data andfigures can be more powerful if you also provide some text to help youraudience interpret them.
Snapshot Design  Tips
1. Vary  how you present information to keep it interesting.
2. Distinguish  pages through changes in format and colour.
Use  data, figures and graphics that:
• Accurately shows the facts
• Grabs the reader's attention
• Complements or demonstrates arguments
• Has a title , labels and units
• Is simple and uncluttered
• Clearly  shows any trends or differences in the data
5. Present  information in an engaging and appropriate way. Different types of graphs  show different things (a line graph shows trends, a bar chart highlights  comparisons, a pie chart shows shares, etc.). Helpful resources for portraying data include:
· Statistics Canada, “Using Graphs www.statcan.gc.ca/edu/power-pouvoir/ch9/using-utilisation/5214829-eng.htm
· Adobe Illustrator, “Put the Art in Charts” www.adobe.com/designcenter/illustrator/articles/illcs2at_chart_07.html

Step 5: Define Additional Content Development

The snapshot which you’ve now developed issomething that you can add to over time as your organization grows. In thisstep, you will plan out how you can develop additional indicators that youidentified in your information maps for your snapshot.

5a) Prioritize new informationdevelopment

List up to 5 high priority indicators fromyour information maps that you’d like to develop in the next 2 years. (Refer to your Indicator Record).
If you have ahard time prioritizing, consider:
· What is of most benefit togather? Consider this from the perspective of allstakeholders who defined the information. Are there things that are logical todo first? Are there things that would be nice to have, but are not critical?
· How much effort will it taketo develop this data? Do you have a mechanismalready in place, or can you develop one easily? What are the time and skillsrequired collect, manage, and analyze the information? Will gathering thesedata be seen as intrusive by participants? Are there language or literacychallenges? Are you trained in the method, or will you need help from anoutside consultant?
The following grid can help you prioritize.
Collection Challenge
Importance of Information
Easy
Feasible
Difficult
High
3
Definitely Collect
2
Worth Collecting
2
Consider an Alternative
Medium
2
Worth
Collecting
1
Collect if have time
1
Collect if have time
Low
1
Collect if have time
1
Collect if have time
0
Ignore

5a) Develop a Data DevelopmentPlan

For your priority indicators, develop aplan for how you will develop them in the tables that follow. First, list the indicator. Then propose amethod for developing it. Additionalguidance and resources described on the next few pages may be helpful for definingthe method. Once you’ve proposed one,develop a concrete development timeline and designate somebody to lead itsdevelopment. A comments section isincluded for any additional comments. Copy and paste more tables to meet the number of indicators you plan todevelop.
Indicator:
Method
Development Timeline
Responsibility
Comments

Monitoring Methods

The  following list describes common  methods to collect information
Activity  Log
Staff report of daily  activities.
Anecdotal  records
Stories and narratives about an  event, an experience, or an individual, described by staff or participants.
Documentation
Administrative records of  activities (e.g., inventory software, reports, minutes of meetings etc.).
Evaluation  Form
A set of questions that determine the  participants’ opinions, attitudes, and understanding once an activity is  complete.
Focus  Group
Group discussions with a  relatively small number of selected people about certain questions.
Interview
A set of questions (could be  predetermined or not) about certain topics that are posed to a target  audience and followed by additional questions and conversations.
Journal  Recording
Self report of daily activities  by participants.
Knowledge/  Skill Tests
Survey
A set of predetermined questions  about certain topics that are answered by a target audience.
A set of questions that determine  the level of knowledge or skills in participants.
On-site  visits
A combination of observation and  interviews that occur in the participant’s environment.
Observation  notes
Notes taken through direct  observation of verbal and nonverbal behaviours that occur in activities.
This  list is based on definitions in:
Zarinpoush,  F. Project Evaluation Guide for  Nonprofit Organizations: Fundamental Methods and Steps for Conducting Project  Evaluation. Toronto, Ontario: Imagine Canada, 2006.
.

Resources for Data Collection

Survey  Research

Downloadable Guides, University of  Wisconsin-Extension
learningstore.uwex.edu
· Collecting  Evaluation Data: Surveys (Ellen Taylor-Powell, Carol Hermann)
· Questionnaire  Design: Asking Questions with a Purpose (Ellen Taylor-Powell)
· Sampling (Ellen Taylor-Powell)
What is a  Survey. www.whatisasurvey.info/Initially published by the American Statistical  Association
Research Methods Knowledge Base.  www.socialresearchmethods.net/kb/survey.htmWilliam M.K. Trochim. Department  of Policy Analysis and Management at Cornell University.
A Brief Guide to Questionnaire Development, Dr.  Robert Frary, Virginia Tech www.testscoring.vt.edu/questionaire_dev.html
Survey Design Material, National Statistical  Services, www.nss.gov.au/nss/home.NSF/sdm?OpenView

Developing On-line Surveys

The following are a few popular survey sites:
· Survey Monkey www.surveymonkey.com; SurveyZ www.surveyz.com; Inquisite www.inquisite.com; Hosted Survey ww.hostedsurvey.com
For a useful reference for evaluating these alternatives  see: Rose M. Marra, Barbara Bogue, A Critical  Assessment of Online Survey Tools, University of Missouri --  Columbia/ The Pennsylvania State University.

Focus  Group

Focus Group Research Planning Guide, Wyoming Market Research  Centre www.uwadmnweb.uwyo.edu\wmrc\Focus Group Research - Planning Guide -  Revised.pdf/
Using Focus Groups,  Health Communication Unit,  Centre for Health Promotion, University of Toronto
www.thcu.ca/infoandresources/publications/Focus_Groups_Master_Wkbk_Complete_v2_content_06.30.00_format_aug03.pdf

Observation

Downloadable Guides University of  Wisconsin-Extension
Collecting  Evaluation Data: Direct Observation learningstore.uwex.edu

Appendix A: In-depth Information Mapping

In the tables that follow, map out what information you need to knowand show in your organization based on the goals you’re pursuing. Develop information maps using the followingthree steps:
1. Write down yourorganization’s key goals. Base this on:
o Information in your strategicplans, business plans, grant applications, and in marketing and othercommunications materials.
o Examples of goals we’veprovided.
2. Describe the activitiesyou’re doing to achieve these goals and your desired impact.
3. Determine whatinformation you should be collecting to show that you are successful. Start bybrainstorming around the question: ‘Whatdo you want to know and show about this goal?’ Then write down specific indicators you’d include in your snapshot thatwould address what you want to know and show. Don’t limit yourself to data and other information that you can provideright now, but describe what you’d ideally like. Maps are provided for three differentperspectives: Mission, Business Performance and Organizational Sustainability.

Community Impact Perspective  - What  information can tell you about your success in contributing towards your  social, cultural and environmental mission?

List up to 3  goals you have relating to your mission (your social, environmental and/or cultural  objectives)
Examples of  goals in this area:
· Improve awareness and  engagement (around a specific issue)
· Shift people’s behavior  and practices so they are more _________________
· Build community capacity to  ________________
· Improve livelihoods and  well-being
· More effectively engage  different cultural groups, ages and genders
For examples of mission-related goals that relate  to different program areas, see Appendix B.
Sample Activities:
Desired Impact:
What is  useful to track and why? Think about  what you want to ‘to know and show’ about the goals, activities and impacts  you’ve described, and what you could then measure.

Business Performance  Perspective - What  information can tell you about the success of the organization from a  ‘business’ perspective?

Marketand Customers

List up to 3  goals you have relating to your market and customers
Examples of  customer-related goals:
· Exceed customer expectations about products and/or  service quality
· Expand services into new geographic area.
· Develop more effective marketing promotions
· Renew your brand image; differentiate your image in  the market
Sample Activities:
Desired Impact:
What is  useful to track and why? Think about  what you want to ‘to know and show’ about the goals, activities and impacts  you’ve described, and what you could then measure.

Operations

List up to 3  goals you have relating to your operations
Examples of  operational goals:
· Deliver products and services on time and on budget
· Increase product/service quality
· Improve safety of operations
· Green operations; reduce waste
Sample Activities:
Desired Impact:
What is useful to track and why? Think about what you want to ‘to know and show’  about the goals, activities and impacts you’ve described, and what you could  then measure.

FinancialPerformance

List up to 3  goals you have relating to your financial performance
Examples of  goals in this area:
· Improve ability to pay expenses in a timely manner
· Increase the revenue obtained from each customer
· Obtain sufficient income
· Reduce dependence on short-term grants
· Reduce debt to a manageable level
· Control key costs that affect profitability
Sample Activities:
Desired Impact:
What is useful to track and why? Think about what you want to ‘to know and show’  about the goals, activities and impacts you’ve described, and what you could  then measure.

An Organizational  Sustainability Perspective - What  information can help you understand how you are managing long-term risks to  your organization?

List up to 3 goals you have relating to  your organizational sustainability (e.g. building strong human resources,  relationships, systems, financial capital, expertise and knowledge)
Examples of goals in this area:
· Retain and support staff and/or  volunteers
· Provide training, skill development and  other learning opportunities for employees and/or volunteers
· Reduce dependence on short-term grants
· Create  an inclusive environment where learning is shared
· Enhance profile and leadership in the  community
Sample  Activities:
Desired  Impact:
What is useful to track and why? Think about what you want to ‘to know and show’  about the goals, activities and impacts you’ve described, and what you could  then measure.
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