by Jeffrey A. Kramer, FACHE, CAE
Metrics are a most important key to the success of your strategic planning as they permeate the entire process. Metrics are defined by Dictionary.com as “a standard for measuring or evaluating something.”
The use of metrics begins with the development or update of your strategic plan. Yes, as you create or update your strategic plan’s elements, consider their potential to be measurable. You need to determine what elements will be measured and how you will collect the data, analyze and format the data for presentation during the operational year. By covering these issues when creating your strategic plan, it gives your organization a better opportunity to make your strategic plan successful.
Once your strategic plan is approved by your Board, you will then need to implement the collection and storage of your metrics data. When developing your metric requirements you should look for collection methods that are part of your routine activities, and hopefully do not add to someone’s workload, although this may not be possible all the time. Your data should be stored in a manner that makes it easily retrievable for whatever presentation format you will be using, e.g., charts, graphs, etc., Tableau (data analytics platform).
Analysis, evaluation and presentation of your metrics’ data will determine your progress in meeting the requirements of your strategic plan, and how well your organization is doing. The establishment of these processes will need to be tailored to your organization. It is suggested that staff evaluate, analyze and monitor the metrics’ data on a monthly basis to see if there are any anomalies that need to be addressed or reported to the Executive Director/Executive Committee. If immediate action is required then a Board conference call can be arranged to deal with the issue. Periodic formal reports to the Board of Directors on the status of the strategic plan/metrics should be made quarterly at a minimum.
Continuity is the key to the usefulness of your metrics. Data collection and presentation should be consistent, collecting the same elements over the same time periods. The need for changes is recognized but should be kept to a minimum. Data elements do not necessarily stand alone. They need to be examined and compared with the same or other relevant elements over time. While you are looking to evaluate the performance of your strategic plan, you may also notice clusters, patterns or trends in the data that may lead to modification of future strategic plan elements and/or changes to organizational operations.
Metrics are a valuable tool and can greatly assist you in improving your organization – make the most of them.
Jeffrey A. Kramer, FACHE, CAE is a highly skilled individual and problem solver with extensive experience in both the healthcare and association management fields. He has held positions (including executive director and senior staff) that enabled him to become involved with nearly all aspects of the operation and issues of associations.
About Golden Square
Golden Square, a creative branding and marketing agency, provides scalable marketing solutions that focus on your association’s goals when you need it the most. From the starting point, we help define goals, Key Performance Indicators (KPI) and processes to reach and optimize your initiatives. We have a proven record of success in membership attainment, donor development, community outreach, educational marketing and more. We elevate your organization in its specific competency and create a top of mind presence as the point-of-authority and premiere organization. It’s branding, communications and marketing with you in mind.®
For more information, visit www.GoldenSquare.biz. Let’s start a chat. Contact Jeffrey A. Kramer, FACHE, CAE or Deborah Hodges, MA, President & Managing Principal at info@GoldenSquare.biz or by telephone at 312.675.6080
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