How At-Risk Youth and Eldercare Non-Profits Measure and Manage Performance
• Performance measurement and management can be used to ascertain , , and . • Stakeholders clamour for evidence of performance and impact. • Dearth of academic research in Singapore. , through a grounded theory approach: • o Semi-structured, first-hand interviews with 16 non-profit organisations. o Brief analyses of annual reports and financial statements. Introduction Literature Review Methodology Research Findings Recommendations
• Performance measurement and management ( ): “specifying which goals to achieve, allocating decisions rights, and measuring and evaluating performance” ( Verbeeten, 2006, 428): o Performance : collection of information and data. o Performance : usage and assessment. • Non-profit organisations ( ) working in the sectors of: o Of (15 to 29 years old); and o In (65 years old and above). Literature Review Methodology Research Findings Recommendations
1. How do NPOs in Singapore measure and manage their performance, and how do they use to evaluate their impact? 2. How do NPOs in Singapore , and how do their vary – if they do vary – when compared to broader, academic definitions? 3. Cognisant that beneficiaries – served by dissimilar organisations working in their respective sectors – may require different services, ? And in what forms? Literature Review Methodology Research Findings Recommendations
4. To what extent does PMM guide the and of these NPOs? In addition, how effective has the employment of PMM been? 5. What are some of the that NPOs and their employees have faced, in the implementation of PMM within the organisations? Are there in the country which facilitate or the sharing of , and if so how constructive have these platforms been? Literature Review Methodology Research Findings Recommendations
Literature Review Methodology Research Findings Recommendations
• Widespread implementation of PMM in the United States: o Government Performance and Results Act ( ) in 1993. o GPRA Modernisation Act in 2010. o Stronger emphasis on data-driven performance targets, evidence-based evaluations, as well as strategic improvement plans. • The balanced scorecard and the social return on investment. • Charity watchdog : o Financial health; o Transparency and accountability; and o Results reporting. Introduction Methodology Research Findings Recommendations
Improves the effectiveness and Comparisons of performance might • • efficiency of organisations (Verbeeten, not be consistent, even within similar 2008), Kaplan (2001), Olsen (2010). sectors (Moxham and Boaden, 2007), (Wainwright, 2003), (Schorr, 2016). Greater accountability to stakeholders • (Moxham and Boaden, 2007), Hard to implement PMM rigorously, to • (Poocharoen and Abdullah, 2014), balance service delivery (Moxham and (Zimmerman and Stevens, 2006). Boaden, 2007), (Wainwright, 2003), (van Iwaarden et al., 2009). PMM and its utility are specific to the • NPO (Forbes, 1998), (Speckbacher, Perverse incentives could be created • 2003). (Glynn and Murphy, 1996), (Holley et al., 2016), (Verbeeten, 2008). Introduction Methodology Research Findings Recommendations
“[Although] concerns may be triggered or exacerbated by scandals, the greater issue for charities has been the broader one of and versus and ”. Gerard Ee (2010), Chairman of the Charity Council “To maintain and strengthen public trust and confidence, charities have to strive to be , , and ”. Lawrence Wong (2014), then Acting Minister of the Ministry of Culture, Community, and Youth (MCCY) Introduction Methodology Research Findings Recommendations
• The MCCY maintains a • NPOs publish information • “Accountability and versus on their websites. . • : financial wrongdoing and • Annual reports and o Commissioner of regulatory compliance ” statements of accounts. Charities. (Gerard Ee, 2010). • Standard governance o Sector administrators. • “Transparent , accountable, and ” evaluation checklist. Charity Transparency • Framework. (Lawrence Wong, 2014). Introduction Methodology Research Findings Recommendations
in Singapore have • evaluated the use of PMM by NPOs. o Poocharoen and Abdullah (2014): “in -depth interviews” with 12 NPOs. o bin Md.Som et al. (2012): surveys and in- depth interviews with 60 NPOs. • “The area of performance measurement is complex and more studies are needed ” (bin Md.Som et al., 2012, 25). Introduction Methodology Research Findings Recommendations
• (bin Md.Som et al., 2012): o Clients’ satisfaction on programmes and services. o Efficiency of programmes and services. o Increase in clients. o Quality of programmes and services. o Evaluation of impact. • National Volunteer and Philanthropy Centre, 13 charity reports published: , finance, leadership or governance, and organisation. o of the NPOs. o Introduction Methodology Research Findings Recommendations
: • o 12 worked with at-risk youth, 11 worked in eldercare (seven in both). o All 16 NPOs are charities and IPCs. o 15 of 16 are administered by the Ministry of Social and Family Development, and 13 of 16 are registered as socieities. : • o 11 (68.8 per cent) were EDs or CEOs. o The rest were senior managers, directors, or division heads. • Six of the 16 NPOs are large charities (with more than S$10 million in total annual receipts). There are no small charities in the sample. Introduction Literature Review Research Findings Recommendations
• Conduct of : organise and prepare the data; • Code and describe the data through ; • Connect inter-related data through ; and • Craft , based on the research questions. Introduction Literature Review Research Findings Recommendations
How do NPOs in How do NPOs in To what extent does What are some of the Cognisant that Singapore understand Singapore measure and PMM guide the challenges that NPOs beneficiaries – served PMM, and how do their manage their objectives and activities and their employees by dissimilar have faced, in the interpretations vary – if performance, and how of these NPOs? In organisations working in implementation of PMM they do vary – when do they use data and addition, how effective their respective sectors within the organisations? compared to broader, information to evaluate has the employment of – may require different their impact? ( ) PMM been? ( ) Are there platforms in academic definitions? services, does the ( ) the country which implementation of PMM facilitate training and vary across these development or the NPOs? And in what forms? ( ) sharing of best practices, and if so how constructive have these platforms been? ( ) Introduction Literature Review Methodology Recommendations
The Non-Profit Organisation Mission, Vision, and Objectives Programmes (The Theory of Change and the Logic Model) Mission Objectives Programmes or Core Inputs Outputs Outcomes and Activities Values Vision Other Programmes Reviews Impact Analysis Needs Assessment Controlled for Financial Expenditure Best Practices Funders and The Public-at- NPOs in Direct Beneficiaries and Immediate Stakeholders Funding Government Singapore Large Agencies of Singapore Other Stakeholders Direct Beneficiaries and Immediate Stakeholders Introduction Literature Review Methodology Recommendations
• Missions and visions are closely aligned with and . • Missions and visions are refreshed on a regular basis (12 of 16 have refreshed statements), for different purposes. • Because is the main input for NPOs, are emphasised. • NPOs operate at the programme-level. Introduction Literature Review Methodology Recommendations
The Non-Profit Organisation Mission, Vision, and Objectives Programmes (The Theory of Change and the Logic Model) Mission Objectives Programmes or Core Inputs Outputs Outcomes and Activities Values Vision Other Programmes Reviews Impact Analysis Needs Assessment Controlled for Financial Expenditure Best Practices Funders and The Public-at- NPOs in Direct Beneficiaries and Immediate Stakeholders Funding Government Singapore Large Agencies of Singapore Other Stakeholders Direct Beneficiaries and Immediate Stakeholders Introduction Literature Review Methodology Recommendations
• NPOs have no trouble measuring and managing and (bin Md.Som et al., 2012). o Clients’ satisfaction on programmes and services. o Efficiency of programmes and services. o Increase in clients. o Quality of programmes and services. • PMM is done through (feedbacks and surveys or key indicators) and (casework, group sessions, or anecdotes) methods. Introduction Literature Review Methodology Recommendations
• But outputs, outcomes, and impact – – are much tougher for NPOs. o Impact measurement are not deep enough, and they have to be more : “ In terms of evaluation, it will be kind of like the first- level … it’s not very deep [because there are too many variables to control for ” (1D). Introduction Literature Review Methodology Recommendations
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