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WELCOME to the webinar “Evaluating Organizational Performance”
8 February 2011
This Live Webinar will start at 10:30 AM, New York time.
All microphones & webcams are disabled and we will only enable microphones during
the Q&A portion.
Therefore, you will not hear any sound/noise till the beginning of the webinar.
Evaluating Organizational Performance
Live Webinar
8th February 2011
Webinars on Emerging Practices on Development Evaluation: Speakers Title When
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Association
Shiva Kumar, Independent Consultant from India
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Fred Carden, International Development
Research Center (IDRC)
Good Practices in Evaluating Policy Influence
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Jared Raynor, Consultant of TCC group
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Charles Lusthaus, Co-Founder and Chairman of
the Board of Directors, Universalia Management
Group; and Associate Professor, McGill
University
Katrina Rojas, Senior Consultant, Universalia
Management Group
Evaluating Organizational Performance
8 February 2011
Steve Rochlin, Director and AccountAbility's US
Representative
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Alastair Bradstock, Business Development
Director of the International Institute for
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Peter Morgan, Independent Consultant
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Marco Segone
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Craig Russon
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Florence E. Etta
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Michael Bamberger
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Hallie Preskill
Alexey Kuzmin
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David Fetterman
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Manuel Fernando Castro
Diego Dorado (TBC)
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Agenda 10h30 – 10h35 Welcome
Marco Segone, Systemic management, UNICEF
Evaluation Office
10h35 – 10h40 Introduction
Stewart Donaldson, Dean & Chair of Psychology School of
Behavioral & Organizational Sciences, Claremont
Graduate University
Evaluating Capacity Development
10h40 – 10h54 Charles Lusthaus, Co-Founder & Chairman of the Board of Directors,
Universalia Management Group
10h55 – 11h10 Katrina Rojas, Senior Consultant, Universalia Management Group
11h10 – 11h25 Questions and Answers: Stewart Donaldson
11h25 – 11h30 Closing and Wrap-up: Penny Hawkins, the Rockefeller Foundation
Keynote Speakers
Charles LUSTHAUS, Co-Founder and Chairman of the
Board of Directors, Universalia Management Group
Katrina ROJAS, Senior Consultant,
Universalia Management Group
© Universalia
Assessing Organizational Performance
Good Practices
8 February 2011
08/02/2011 © Universalia
Introduction
Focus on assessing organizational performance
• Does not emerge from evaluation tradition
Defining Organizational Performance
• Comprises the multidimensional results of an
organization
Our definition of Organizational Performance
Assessment (OPA): A systematic process for
obtaining valid information about the
performance of an organization and the factors
that affect performance
08/02/2011 © Universalia
Frameworks 40 year tradition in management – Drucker and his
“theory of a firm”
Importance of frameworks
• Constructed idea
• Common understanding
• Common language
• Help to identify/define issues and questions to be
explored in the OPA
Two popular frameworks are the 7 S model and the
Balance Scorecard
08/02/2011 © Universalia
Frameworks McKinsey 7-S
Pascale and Athos (1981)
Focus on organizational capacity and
practices
08/02/2011 © Universalia
Frameworks Balanced Scorecard
• Going beyond financial
metrics
• Measuring the health of an
organization
• Describes processes
(practices) and performance
08/02/2011 © Universalia
Frameworks
Universalia /
IDRC
Links practices
and context
to performance
EXTERNAL
ENVIRONMENT
•Administrative and
Legal
•Sociocultural
•Technological
•Stakeholder
•Economic
•Political
ORGANIZATIONAL
MOTIVATION ORGANIZATIONAL
PERFORMANCE
ORGANIZATIONAL
CAPACITY
•History
•Mission
•Culture
•Incentives/Rewards
•Effectiveness
•Efficiency
•Relevance
•Financial Viability
•Strategic Leadership
•Policy Coherence
•Structure
•Human Resources
•Financial Management
•Organizational Process
•Project Management
•Infrastructure
•Inter-Institutional
Linkages
08/02/2011 © Universalia
(Partial) Organizational Performance Assessment
Matrix
Issue Major
Questions
Sub-
Questions Indicators
Data
Sources
Data
Collection
Methods
Performance How effective is
the organization?
Is it meeting its
objectives?
Achievement of
objectives
Documents
Stakeholders
Document review
Interviews
Capacity
Does the
organization
support its staff in
developing its
skills and
knowledge?
Does the
organization
have a training
and development
policy?
Training and
development
options available to
staff
Documents
Stakeholders
Document review
Interviews
Motivation
Does the incentive
system encourage
performance by
members of the
organization?
Are people
adequately
compensated?
Reward system in
place
Types of
compensation
Documents
Stakeholders
Document review
Interviews
External
Environment
How is the
organization
affected by the
economic
environment?
Do donors give
their support?
Number of donors
Type of support
from donors
Documents
Stakeholders
Document review
Interviews
www.reflectlearn.org
More OPA
questions and
tools
OPA can be used in
different ways OPA can be used in different ways:
• Diagnosis
• Formative
• Summative
• Annual reporting
• Sub Unit analysis
08/02/2011 © Universalia
Challenges
• Explaining the importance of organizational
feedback to Senior Organizational Members
• Influencing the evaluation field so that it
recognizes the importance of developing
appropriate methodologies
• Building methodologies, measures and tools to
assess complex organizations
• Lack of industry standards
• Making performance data as complete and reliable
as financial data
08/02/2011 © Universalia
Challenges
• Using evidence to help organizations learn
about themselves
• Using evidence for accountability
• Creating evaluation tools for new organizational
types--coalitions, networks
• Defining performance more holistically to include
social responsibility
08/02/2011 © Universalia
08/02/2011 © Universalia
Thank you!
Katrina Rojas krojas@universalia.com (514) 485-3565 ext 223
Charles Lusthaus clusthaus@universalia.com (514) 485-3565 ext 203
Questions and Answers
1
3
2
Exploring effective strategies for facilitating
evaluation capacity development,
22 February 2011
Hallie PRESKILL, Executive Director, Strategic
Learning & Evaluation Center, FSG Social Impact
Advisor & former President of the American Evaluation
Association
Alexey KUZMIN, President, Process Consulting
Company & former Chair, IPEN
Evaluating Innovation,
8 March 2011
Steve ROCHLIN, AccountAbility
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