TOOLS FOR ACTION

20. Measuring Your Succes

Description of the Tool

Performance measurement or evaluation is a critical tool to help identify desired outcomes (what change in whom), performance indicators (how we know we have achieved this outcome), and how we can measure this. This tool provides background information to help us understand performance measurement and a sample strategy using a goal from the gender equity policy provided in Tool #9.

When to Use it?

• When you want to know whether your program, policy, or initiative is making a difference for girls and women in sport
• When you want to measure progress, learn from what is not working, and celebrate what is working
• When you want to prove to yourself and others that your initiatives are worth the investment of time and resources.

Following key background information, this tool provides a three-step process for establishing performance measurements, using the goal of increasing the number of women leaders as the example.

Tool

What is Performance Measurement?

‘Performance measurement’ is a new ways of thinking about evaluation that allows you to develop:

• A road map that describes what difference you are trying to make and the road signs you expect to see along the way.
• A set of performance indicators that describe what these road signs look like, so that you know you have reached them.
• A strategy for collecting information on these indicators (i.e., where would this information come from, how would it be collected, who should collect it and how often).

A performance measurement strategy can be developed at any time. The best time is during planning process (see Tool #10) when you are identifying what difference you are trying to make (strategic directions and goals), and determining what needs to be done to get there (operational planning: activities, tasks, timelines, responsibilities, and resources). Going directly from strategic directions and goals to operational planning results in measuring what we have done, not what difference we have made. If we think about what difference we are trying to make, it is about measuring small steps and progress along our journey.

A very simple approach to thinking about your road map or performance logic is known as the 3 R’s approach to performance measurement: (Montague, Steve (1997). The Three R's of Performance. Performance Management Inc., Ottawa, Ontario.)

• What are the “results” we would like to achieve (the why and the what)?
• Who are we trying to “reach” (the who)?
• What “resources” do we need (the how)?

Defining Success

Before change is implemented, a tremendous amount of time, energy and resources may be devoted to raising awareness about the issue, gaining consensus that something needs to be done, and getting commitments from leaders and partners. What we consider success in the early phases may be quite different from what success looks like later.

For example, in adopting a gender equity policy, early success may involve formal support from key decision makers, and some resources to develop the policy. In year one success may be measured in terms of building awareness and support; in year two, by the degree of implementation; and only in year three can we start measuring success by whether or not it is making a difference.

Back to top

Example of a Performance Measurement Strategy for increasing women officials

Using the Australian Sport Commission’s National Gender Equity Policy (Tool #9) one of the goals is:

To increase the number of female coaches, instructors, decision maker, officials and administrators, at all levels.

If we were to go directly to action planning at this stage we would have a huge gap between what we are trying to achieve and how we are going to get there. Identifying more details on the ‘what, who, by when’ is needed before we figure out strategies and develop the work plan. Let us assume that based on an internal needs assessment, our first priority within this goal is women officials. So here is what the road map might look like to increase the number of women officials.

Desired outcome (what, who, by when): Increase the number of women officials at all levels of our officiating program by 2004

With the desired outcome defined it is necessary to identify success or progress markers along the way. So, after some more discussion with the planning group, here is what a road map may look like.

Early Success

• Awareness by key decision-makers (Board and Officiating Committee), that fewer women officials is a problem that the organisation needs to address

• Support of the Board and the Officiating Committee to begin addressing the shortage of women officials

• Increased awareness by Board, partners and officials about the lack of women officials and the reasons why

• Formal commitment of the Board to significantly increase the number of women officials.

• More women players entering officiating ranks
• Increased opportunities for local and state level women officials to gain experience at major tournaments
• Increased participation by local and state level women officials in major tournaments
• Male players become more accepting of women as officials at all levels.

Desired Success

• Women officials feel the officiating environment is supportive of them
• More entry level women officials remain active
• More local women officials become certified at the higher state level
• More state women officials become national level officials.

Now that we have our road map of what we want to achieve, we can begin to develop our performance indicators, those measures that tell us that we have been successful.

Step 2: Define Performance Indicators

Performance indicators describe your desired outcomes. They can capture both qualitative and quantitative information. Sample performance indicators for increasing the number of women officials include:

Step 3: Develop collection strategy

Once you have developed your outcomes and your performance indicators, you can then develop your strategy for collecting the information. This entails identifying:

• From where you will get the information: from a file, a form, a database, a person, or another source?
• How you will get the information: review the file, analyse the database, interview or survey the person?
• Who should collect this information: you, the association, someone at the local level?
• How often should it be collected: once, every 6 months, annually?

A good performance measurement strategy captures key outcomes and key indicators, only measuring what you consider important.

In measuring the success of your program, you have a road map that shows what difference you are trying to make, how it contributes to higher-level outcomes, and three years of data that demonstrates your success in making a difference to girls and women in sport.

Back to top