Measurement Culture Survey
Benchmark Report for
Achieving E[value]ation Applicants
May 22, 2012
This report summarizes the 14 Achieving E[value]ation applicant averages against the
national survey database.
2 Achieving E[value]ation
The following report contains the results of the Measurement Culture Survey conducted by Measurement
Resources Company. This report compares the responses of Achieving E[value]ation applicants to the
other organizations that participated in this study.
Study Demographics
Types of Organizations
 65% Non-Profit Agencies, 9.5%
County and Municipal Government
Agencies, 10% State Government
Agencies, 15% for-profit
organizations.
Aging/
Disabled
13%
Education
18%
Housing
2%
 44.7% annual budget < $2 million,
13.2% annual budget between $2-5
million, and 42.1% > $5 million
Other
28%
Health
15%
 Total size (staff plus volunteers)
ranged between 2 -1050 with the
median size of 99.
Legal
3%
Environment
3%
Youth &
Children
5%
Mental
Health
13%
Achieving E[value]ation applicants were 93% nonprofit agencies, and 7% state agencies. Sixty-three percent indicated
their primary focus is education and training, 14% reported primary focus is youth and children, and 22% are listed in
the other category. The average annual budget of applicants is less than $2 million. The median of total size is 73,
which is slightly smaller than the average size for this study.
Past Growth
Future Growth
0.5 1 1.5 2 2.5 3 3.5 4 4.5 5
Significant Decrease to Significant Increase
Achieving E[value]ation
Others
0.5 1 1.5 2 2.5 3 3.5 4 4.5 5
Significant Decrease to Significant Increase
Achieving E[value]ation
Others
3 Achieving E[value]ation
Measurement and Evaluation Culture
Measurement Culture
Achieving E[value]ation
Others
40.64
41.47
12
Measurement rarely guide decisions
scores 13 to 26
60
Measurement consistently guides all decisions
scores 52 to 65
Measurement Fequency for Types of
Decision Making
Organizations with a strong measurement and evaluation
culture are those that consistently use data-driven techniques to
guide decision-making.
The results indicate performance measurement and/or
evaluation results are not consistently used in the participating
organizations’ decision-making processes.
Assessment
Benchmarking
Achieving E[value]ation participants had an average
measurement culture score of 40.64, which is similar to the
survey average of 41.69. The responses indicate that Achieving
E[value]ation applicants use performance measures and
evaluations similar to other participants. The average Achieving
E[value]ation applicant uses measurement more for six of the
twelve types of decision making compared to other participants.
Budgeting
Quality Assurance
Establishing Contracts
Managing Operations
Measurement Utilization
Program Planning
Accountability to clients
100% of
Programs5
Accountablity to funders
4
3
Reporting to Staff
2
Performance Improvement
1
Strategic Planning
No Programs
0
0
1
2
Achieving E[value]ation
Others
3
4
Performance Measures and Evaluation
5
Others
Achieving E[value]ation
4 Achieving E[value]ation
Measurement Effectiveness
Overall participating organizations report measurement to be effective for numerous organizational
management activities and outcomes. On average, ACHIEVING E[VALUE]ATION APPLICANTS report
similar or more success with using data to improve management activities.
Effectiveness of Measurement on Management Activities and Outcomes
5
4
3
2
1
0
Others
Achieving E[value]ation
Increasing Effectiveness: Improve the responsiveness to clients and increase the overall effectiveness of
programs.
Improving External Relations/ Communication: Increase the communication regarding measurement with
others and improve client satisfaction and communication with funders and stakeholders.
Improving Internal Relations/ Communication: Increase the communication and coordination between
departments and programs and improve employee morale.
Increasing Revenue Funding: Improve cost saving, changing appropriation levels and increase funding
and sales.
Strengthening Measurement Culture: Increase the focus and awareness of the results and factors that
impact performance.
Making Organizational Change: Change strategies to achieve desired results and reduce or eliminate
ineffective services, programs, or duplicate programs.
5 Achieving E[value]ation
Measurement Culture and Effectiveness in Achieving Outcomes

30% of the participants had a Culture score of 52 or higher, representing that they consistently
use measurement in decision making and have a high measurement culture

55% of the participants had a Culture score between 51 and 27, representing that they use
measurement for some types of decision making and not for others and have a moderate
measurement culture.

15% of the participants had a Culture score less than 26, representing that they rarely use
measurement in decision making and have a low measurement culture.
Achieving E[value]ation applicants average Measurement Culture Score was 40.64, placing the collective
group in the moderate Measurement Culture Category
The more frequent and consistent organizations used performance measures in their management
decisions, the more effective they were
 Increasing revenues (r=.50, p < .01)

Improving external relations (r=.44, p < .01),

Improving internal relations (r=.53, p <.01),

Increased organizational efficiencies (r = .65, p < .01),

Strengthening organizational culture (r=.75, p <.01) and,

Implementing organizational change (r=.53, p <.01)!
Comparison of Measurement Culture and Effective Accomplishment of Organizational Outcomes
Organizational Outcomes
% High Culture
% Moderate Culture
% Low Culture
Reporting
Reporting
Reporting
Effectiveness
Effectiveness
Effectiveness
Organizational Efficiencies
83%
50%
17%
External Relations
Internal Relations
Increased Revenues
Strengthening Organizational
Culture
Successful Organizational Change
75%
50%
33%
83%
27%
17%
67%
23%
17%
100%
64%
17%
75%
27%
17%
Source: Measurement Resources Company Measurement Culture Survey Data
6 Achieving E[value]ation
Organizational Development Measurement Tools
In addition to performance measures and evaluation techniques, survey participants also use a variety of
other measurement-based management tools in their decision-making. The majority of organizations
reported conducting strategic planning, employee satisfaction surveys, and management training around
performance measures and evaluation at least once in the past two years. ACHIEVING E[VALUE]ATION
APPLICANTS’ responses indicated that, on average, they have used these data-driven interventions in
the past two years less than other organizations with the exception of strategic planning and line staff
measurement training, which they reported using the same as others.
How often the following interventions have been conducted in the past two years
Other
Organizations
Achieving
E[value]ation
Applicants
Comparison
Strategic Planning
65% used 1-2
times
50% used 1-2 times
Average
Employee Satisfaction
Survey
50% 1-2 times
57% Never
Below
Average
Customer/ Consumer
Satisfaction Survey
52.5% 1-2 times
43% Never
Below
Average
Management training
regarding performance
measures and/or evaluation
59% 1-2 times
50% Never
Below
Average
Line staff training around
performance measures
and/or evaluation
60% 1 or more
times
50% 1-2 times
Average
47.5% 1-2 times
50% Never
Below
Average
Benchmarking against
similar organizations
Summary
ACHIEVING E[VALUE]ATION APPLICANTS’s overall measurement culture appears to be moderate and
similar to other non-profit and government organizations. Congratulations are in order for the high
frequency of using evaluations and performance measures in almost75% of programs and seeing
success with organizational outcomes. Increasing data collection efforts and strategically focusing on how
you are using these results in decision making may lead to even more positive organizational outcomes.