Who really cares? Find out by mapping your stakeholders
How would you define success for the work we do?
Do you think we were successful last year? If so, why? If not, why not?
What’s the ultimate impact you value from our work?
What do you think the project needs to accomplish in one to three years to achieve this longer-term impact?
What data or evidence would you need to see that would convince you our work has been successful?
What type of information do you need from us to demonstrate the value of our relationship?
Is there anything we haven’t discussed that you would like to add?
Activities versus outcomes: Activities describe your program efforts while outcomes are the changes that result from those activities—awareness, behavior, condition or status.
Evaluation versus measurement: Although most evaluations are meant to answer, “Does the program work?” on an absolute basis, performance measurement is designed to ask “How well is it working?” In short, measure relative contribution to an outcome.
Good measures and bad measures: Good measures are credible (believable and accurate), practical (reasonably available, not abstract) and relevant (pass the “so what?” test and are useful in explaining outcomes).
Do you know who your stakeholders are? If not, try Jason Saul’s exercise and find out. For more information about selling your impact, purchase this book at JosseyBass.com, visit Jason Saul’s website at www.MissionMeasurement.com or visit our Page to Practice library for a complete summary including our interview with the author.