Metrics for Strategic Objectives
(Return to the Introduction to the Strategic Plan )
These metrics would be reviewed by the Board; values which fall outside an acceptable range would prompt a discussion with the CEO about problem dynamics and possible action plans. Presumably if the CEO is aware of the problem and has a reasonable corrective action plan, the Board would step back unless their participation is requested.
In some cases, just having a metric -- even a poor one -- is a significant step forward since it expresses the Board's commitment and legitimates valuable discussions.
  1. OBJECTIVE #1: Become the foundation for family life in the Miramonte area by providing informational and professional resources, and establishing rich relationships with and among our community members.
    1. Percent of the relevant market panel indicating that the MFC is their preferred way of finding programs and resources for their activities as a family in the Miramonte area.
    2. Percent of the relevant market panel indicating that they have found a new friend through attendance at MFC events.
      This is the simplest measure of whether MFC events have created opportunities for people to meet others. If those conversations rise to the level of a friendship, then it counts as a significant contribution of the MFC to the strength of the community.
    3. Percent of the relevant market panel indicating that they feel more connected to the Miramonte community as a result of their MFC membership.
    4. The % of programs that are delivered by or through an external party.
      This metric reflects the extent to which the program offerings announced through the MFC leverage the possible complementary offerings of other organizations. Although there is no obvious "best value" for this metric, there is probably a range the Board could agree on. For example, I'd suggest the figure should be between 10% and 50%.
  2. OBJECTIVE #2: To excel in the range and quality of our services while maintaining our close relationships with members as well as our financial health as we grow to 5,000 members within 5 years.
    1. Desired membership figures are specified in the feasibility report (+/- 2%).
    2. Desired membership income and donation income is also specified in the feasibility report (+/-2%).
    3. Expenses as a percent of projected expenses (+/-2%)
    4. Expenses as a percent of actual income (+/-2%)
  3. OBJECTIVE #3: Strive to be perceived in the market place as the 1st or 2nd preferred provider in each Center of Excellence
    1. Percent of relevant market panel indicating that MFC is ranked 1st or 2nd in each COE . Should be a strong majority (60-70%) of the panel.
      1. The required metric could be adjusted for moving into a new market; may not get more than 40% the first year out.
  4. OBJECTIVE #4: Ensure the health of coming generations by providing the information and opportunities for growth appropriate for all ages in our community.
    1. Rates of sexually transmitted diseases for the Miramonte community.
    2. Rates of complaints for domestic violence.
    3. Rates of drug use among middle school and high school youth.
    4. Rates of premarital pregnancy for middle and high school youth.
  5. DEVELOPMENTAL OBJECTIVE #5: Build Board fund development leadership and participation, coordinated with staff responsibilities, to meet fund development requirements.
    1. Percent of the board making one or more donor contacts in the previous quarter (even if facilitated by a Fund Development staff).
      This the most basic measure of the expression of the Board's commitment to fund raising efforts. If no one has spoken to a donor in the previous quarter, the Board needs a reminder that additional effort is needed!
    2. Actual donations as a percent of desired donations.
      This metric obviously strikes directly at the impact of the Board's effort, although it also reflects the success of other fund development efforts as well. The importance of the metric is that it routinely presents the current level of donations to the Board and invites them to review their efforts toward this critical outcome.
  6. DEVELOPMENTAL OBJECTIVE #6: Develop and implement the capability to conduct rapid turnaround program evaluation as well as long-term market research . Use the newly available data to set program priorities and identify program enhancements as soon as the data is available.
    1. Number of market panel queries in the last 6 months
    2. At least one data driven improvement during the year in each of the COE's .
  7. DEVELOPMENTAL OBJECTIVE #7: Build and occupy new facilities and increase the staff without compromising program development and delivery.
    1. Number of programs canceled or postponed due to unavailable facilities.
    2. Percent of new staff brought on according to plan.
    3. Survey of new staff
      1. Days from first arrival before they have office space, computer, and a functioning email address.
      2. Number of orientation sessions with supervisor or peer within the first two weeks from first arrival.
      3. Number of weeks before the new hire feels confident of the expectations for their position.
      4. Number of weeks before the new hire subjectively feels "fully on-board".
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