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imagine if your communities were committed to supporting each and every individual on their journey to self and economic mobility and imagine if the organizations that were dedicated to supporting those individuals we're driving the conversations with their funders and their stakeholders around their outcomes and what it meant to be successful thank you for joining us here today we know it's the end of the day we're here to talk about developing nonprofit kpi's my name is Emily Harvick I'm the senior manager of membership and resource development with catalyst kitchens hi my name is James hundra's I'm impact analyst at catalyst kitchens and we think this work is important because for many nonprofits it's really hard to understand whether or not you're successful in business you can look at your bottom line and you can gauge your success and nonprofits it's a little bit harder and so we set about to create meaningful standards for nonprofits that we work with to understand whether or not they're making an impact [Music] so quick preview we're gonna take a look at what kettles kitchens is what we are about what we do we're going to take a look at how we've become a more data-driven organization and network of organization over the last couple of years and then take a look at how this new data-driven focus has impacted our work so catalyst kitchens is the national initiative of a Seattle based nonprofit called fair start and fair start in Seattle helps to provide food service job training for individuals with barriers to employment in the Seattle area we are the national arm and we work around the country to scale that impact before we go into more detail I wanted to provide a little bit of context the US Bureau of Labor Statistics shows us that one in seven Americans is currently experiencing poverty and in the communities where we work we know that ratio is actually much higher we also know that poverty is intergenerational it is self reinforcing and it's incredibly hard to break out of we know that many communities provide services that meet the symptoms of poverty and meet people's basic needs and while those are incredibly important they don't always help people to break out of the cycle and that's why we work with nonprofits that provide job training rooted in food service social enterprise to help people escape the cycle of poverty a catalyst kitchens we do that primarily by helping to design and launch food service job training programs through our technical assistance and consulting arm and we help to sustain and scale those programs that already exist by operating a membership network that helps to support and connect nonprofits since starting our work we have helped to work with over 150 organizations and we've helped to place over 12,000 people into meaningful employment for those of you that are interested in how a Seattle based nonprofit was able to scale into a national initiative quick breakdown or off that process so fair start in Seattle begin fielding enquiries about their work and how they might replicate their non profit in the 1990s over time we started to informally do some consulting and technical assistance around the country and then we also decided to bring together other nonprofits that operate this model we weren't the only ones doing it we brought them all together in the same room and had conversations about how might we collaborate we're doing similar things and essentially we decided to formalize both of those modalities the technical assistance and the collaboration with others we formalized through our consulting arm and membership network officially in 2011 and we've been working in that model ever since so the catalyst kitchens model what does that look like it's three basic tenants we have empowerment through job training collaboration through community engagement and sustainability through social enterprise and all three of these tenants are built around food so what that looks like is job training in the culinary arts preparing people for careers in food service and hospitality its collaborating with our community through food many of our members have school meals or community meals programs making food for shelters in their communities we're also collaborating with the organizations in our communities that provide the supports that our students and trainees need in order to succeed and we're doing that all with social enterprises food service social enterprises cafes restaurants catering and then also contract programs where we're making those school meals that means that the job training that's taking place is happening within a real business context it's not a culinary school where you're preparing food and throwing it out you're a student but there's a real catering program going on so there's a customer it's time bound the skills you're learning are immediately applicable and so that's why social enterprise provides such a great environment for right frequently what that looks like for a student is they may be coming experiencing homelessness and coming out of emergency shelters and into transitional housing they enter a catalyst kitchens program and one of the first things they might be doing is making meals for a shelter system that they just came out of so there's a real connection between the people involved in the programs and the communities that they're they come from and we're training people in food because the food service industry is growing quickly and there's a rising demand for jobs and food and also many people have gotten their start working in food service yeah how many people in here have worked at a restaurant at some point in their lives yeah that's about about forty percent nationally it's a great place to start especially because it's a low food service jobs tend to have a lower barriers to entry for people who are entering the job market for the first time in a long time so what is social enterprise there's many definitions out there for social enterprises we we tend to adhere to the social enterprise alliance there are organizations that are addressing a basic unmet need and they're doing that through a market driven approach so that can look like a for-profit company or a nonprofit organization Warby Parker is an example of a for-profit by one give one model goodwill is a very well-known retail social enterprise that that uses the income to support their training programs and fair start and the members of the catalyst kitchens Network are in that kind of goodwill model so for the context of our presentation when we say social enterprise we mean the food businesses that our members are operating to bring in revenue and provide a great training environment quickly wanted to provide some global context for our work we know many people at this conference do work internationally and are working under the sustainable development goals these three goals really connect with our mission and so we wanted to highlight them here for reference quickly a little bit more just about how we work our consulting services run the range of helping to design programs and provide them curriculum to get started - helping program scale and add additional components to increase their impact this tableau visualization shows where we've worked in 2019 and the different different services that we've provided worked with 54 organizations already this year and our membership network that exists to support existing nonprofits once they're up and running currently has 78 members all around the country in 63 cities and 32 states the best thing about this map is that it's really hard to keep it updated even though it is in tableau because we are growing and always welcoming new new nonprofits into the network it's also really interesting because although they're all represented by the same circles on this map all of these organizations are so different some of them might be focused on training women refugees in their communities others might be actually inside of a prison working on work release for people coming out of incarceration so they're they're really different and each organization is working with individuals that might be facing different barriers to employment and I wanted to add that another reason it's a little bit difficult to keep that map updated is because for our database we use Microsoft Dynamics CRM so I have to manually refresh that anytime we want to make a new map and that doesn't always happen on time right I wonder what we could use instead so just a little bit more about some of the barriers that individuals are facing across our network these numbers don't add up to a hundred because many individuals that are facing a barrier to employment they're usually facing more than one barrier so they may be experiencing homelessness and mental illness um so these are the top five barriers that we see people experiencing homelessness returning citizens are formerly incarcerated experiencing mental illness in recovery from drugs or alcohol are physically disabled and so these are the folks that our member organizations are providing training to we're collecting a lot of data about about these individuals and and their movement through the programs and so as you can imagine we have a whole we were collecting a whole lot of data and we're here to tell you a little bit about what we've done was it Thanks so what have we done with our data well first let's look at kind of our data journey it started with our first survey that we sent out to our members to collect outcomes on their programs and then their successes with their students 2012 we send that out it has about a dozen questions on it pretty simple the following year we of course realize there's more things we want to know we still we add another sheet years go by there's more things we want to know oh we can get more detail we add more sheets eventually it becomes pretty fragmented and literally we had 10 Excel sheets that were part of this survey this is an actual photo of each individual page of the cell survey we sent out to our members and I took a look at this when I started a couple years ago and I was looking at this document and I zoomed out on it the whole Excel conglomeration and I was like you know this looks like this looks like continental survey drift it's like we had created a Pangaea of surveys and it was a big problem because it led to low compliance from our members because it was so darn complicated and it was really hard to get the data out of it as well we weren't even equipped within our own team to analyze this data until we brought in volunteer who did some coding to sort of bring everything together in one spot in a single flat file so our question was how do we how do we go from this Pangea to a place where we were wanted to really like love our data and started with a relationship with the tableau Foundation provided us with grants and software and the software but really what was crucial was the tableau service core so service quarter valen to specially service corps volunteers really helped us launch our of this process the line helped us create a new survey and another got us started with really understanding how to put get our data in order so that we could create like meaningful dashboards yeah and just quickly if you are working at a non-profit right now definitely check out the service core essentially free highly skilled volunteerism supported through the tableau foundation and tableau employees that volunteer their time and their expertise to help you with your data management building dashboards it's an incredible resource and it's definitely worth checking out so real quick we'll take a look at tableau asked us in our presentation to take a look at our technology stack we renamed that our tech short stack because that's about where we're at so far so we're bringing in all the survey data it's being fed through Google Forms it's being fed into our Google sheets data puddle someday we hope to have a data lake but we're not there yet we're doing simple doing all of our work mostly in tableau products tableau prep builder is used to bring all of our past survey data that we looked at before in line with our new survey and creating visualizations in tableau benchmarking reports that we send back to our members that they can use to communicate with their stakeholders to use with their funders and then importantly we're also creating Network outcomes that we share with our national partners and our national funders for the network so we're going to talk a little bit more about those benchmarking reports that James just mentioned because as many people know if you've worked at a non-profit or are working at one as I mentioned earlier it can be really hard to measure success and a part of that comes from the fact that you might be compared to other nonprofits that aren't as aligned with what you do but are in the same kind of field or focus on a similar enough initiative that funders sometimes group you all together so in the world in our world and culinary job training a lot of our programs are compared to other workforce development initiatives like a coding bootcamp or a construction apprenticeship now of course those those initiatives aren't necessarily working with the most bowl populations it's pretty unusual that you'll have someone experiencing homelessness attending a coding boot camp but they're compared to these programs nonetheless because they fall under the same category of Workforce Development and so they're compared to program outcomes from from other initiatives so we wanted to create key performance indicators that were the most relevant for them and so creating them from historical data in our network so we realize the first step was we needed to test our assumptions so up until the point where we started working with this new survey data and with tableau a lot of what we thought we knew or we did know about programs in our network were based on our observational our kind of qualitative data collection we would visit programs see firsthand what was working for them what wasn't and and we kind of had a set of best practices that we shared with our clients and our members but now we had the opportunity to actually look at those those components things like how long a program is how they enroll students what kind of supports does a program provide and by supports or wraparound services we're talking about do they provide child care do they provide transportation or vouchers for transportation to the programs mental health counseling etc so now we could actually take those components and compare them against outcomes to the some of the one example of what we looked at was do longer programs lead to higher rates of job retention so most of our programs one of the outcomes we collect is six months after someone finds a job graduate of the program finds a job is that person still employed and this is kind of a key outcome for these types of workforce programs it's what funders really look at is that are your are your clients still working six months or 12 months after they leave and so this is just a quick example of looking at that job retention versus program length I won't get into the details of the chart but essentially it's a flat line there's not enough there's not really a lot of correlation there's programs having success at every length of program really was reason I wanted to include this graph this graphic up here it's one of the first things we made in tableau and I loved when I went back and looked at it I loved how it had all these colors that made no sense and the other little marks are different sizes and I can't even remember why why that is so we we found it we found it like okay not really some of these program components aren't influencing outcomes but we did discover something he which was the thing that had the most impact on a program's outcomes were the populations that that program serves so if we look back at those barriers this is what's impacting program success in different areas is who that who the populations are serving it seems like a simple obvious point but it was really helpful to get there of course by looking first at the data and then coming to this conclusion rather t
an the other way around so with that conclusion we understood that the benchmarking reports would be most useful to our members if they could filter based on organizations that were most like them they could they could see whether or not they're successful by comparing themselves to other programs most similar to them more of an apples to apples comparison so we wanted to create soldiers around those barriers and what the populations were so we created filters around percentage of the program that was returning citizens percentage of the program enrollees that were experiencing homelessness and also just the size of the program in general if you're a small program training 20 people a year you really can't compare yourself to a program training 300 people a year you want to get a more apples to apples comparison so we wanted to create these filters too to establish meaningful peer groups and returning citizens refers to people coming out of the justice system the carceral system so we'd have those filters on our report and we would also be mapping organizations against our key performance indicators and these are kind of the key standards that we pulled from our upper portion of survey respondents and we we landed on key performance indicators around graduation rate of 65 percent job placement rate of 75 percent and job retention at six months of 65 percent and with that information we produce a kind of first benchmark report for our network and I won't spend too much time on the chart and we know we've been looking at a lot of his file visits and dashboards ours is pretty simple but just wanted to highlight a couple key elements of it that involve how we're using it to help our members like tell us story about their outcomes rather than just having funders stakeholders focus on key components where they it looks like they're not succeeding so on there's kind of just four charts on here and there they represent the KPIs so up here we have a graduation rate we have the job placement rate what percentage are getting placed in jobs after they graduate this is job retention after six months and then job retention after 12 months we have not developed a KPI for 12 months yet we feel like we don't really have enough data for that but we hope after a couple more years of doing these surveys we'll be able to come up with a benchmark for the 12-month or tension and so each one of these bars on here represents a member and I've highlighted a single member here remember 14 who happens to be a food bank in Pennsylvania that operates a job training program based in their community kitchen so their community kitchen they're at the food banks preparing meals that sent out to shelters they also run a catering business and that they use that to train their students as well and then up at the top or our filters number the size of the program the homelessness and returning citizens those are the filters that I mentioned yeah so if we zoom in on that top left you'll see that there's a lines there that just measures our KPI of 65% and then here the two lines are meeting forming one line the average of this whole group is 65% and then the key for the members is now they can take this filter for returning citizens and they can set it a little higher so remember 14 is about half of the students they're training our returning citizens so it'd be more meaningful for them to compare themselves to other like organizations so I've filtered out all the organizations that have less than a third of their student population or turning citizens so then that takes so when we do that we lose about half of the survey set and well in theory but the key thing that happens here when we when we peer group is that our peer group average has dropped to 56% so among these these programs serving this particular population they're actually having a lower average success rate with the graduation rate than our KPI and so your results look a little better when you start to compare yourself with like organizations and so if we zoom out real quick zoom back out quickly with that filter still set to 33% the other thing we can see here is now we could really start to tell the story is that yes these types of programs have low graduation rates but they also tend to have high retention rates for the people they do train and the people they are able to place in jobs and this is really important especially the experience for most programs and a lot of nonprofits is funders come to you and tell you what they want to know what what they think is important and they might think graduation rate is the key measure of a workforce development program but when we're talking about these types of programs it's really not the success lies here is success lies in the places where we're meeting and exceeding our performance indicators for our network so that was our 2018 work we've been doing these for two years now we've been sharing them with members of our network and we found that it really does help to validate their work in their communities one example is in Pittsburgh members there was able to take this report to a United Way meeting and secure a multi-year grant because they were able to show their work in a more relevant context the code here from the executive director being able to say this is what we measure and this is how we measure up to other organizations doing the same work we do places our work in a context that is relevant for funders that's really what we were going for here so we're excited to be able to share that it's happening and we're playing and publishing these annually another important effect this work with tableau and our new surveys is helped us do is we do standards review of our programs so we go to a program and we do a review based on both quality qualitative and quantitative measures of outcomes and their programs and the this peer grouping has been extremely helpful because we've started a program where we do peer reviews rather than just we go to a program to review it we take a director a person program director from another organization and they travel with us to review this program so it's a joint process it's a learning process for everyone involved and our benchmarking and the surveys surveying we've been doing and work with tableau has allowed us to really match up and identify those those peer matches these photos show the executive director of one organization from New Orleans Dennis he went and visited the executive director at another organization life's kitchen in Boise Idaho both of their organizations focused on training high-risk youth through culinary job training and so we brought them together and kind of the peer group in real-life scenario and to sustain this kind of data of initiative we've also launched a fellowship amongst our network we call data champions so we brought together representatives from 10 groups to start and they're gonna kind of form a core of becoming a data Advisory Committee for the network over the fall coming years we'll add more members to the data fellowship and hopefully really be able to spread this kind of culture data throughout the 78 members of our network we were okay well those are some of the ways that we are in tableau and establishing a culture of data to help us empower nonprofits to understand their success we also know that we've only just started and there's a long road ahead we're working towards this vision to ultimately see in our network a place where nonprofit organizations are using data to drive the conversation around defining what success looks like with funders and we're we're eager to continue that journey a quick success story from that organization in Pittsburgh that I mentioned earlier who used our benchmarking report to leverage funding you know we talked about data to high levels we wanted to share a story of an actual individual who completed one of their programs with that funding they were able to support jonathan helped him secure a job at a bakery where he's still employed he's actually been taking orders to make cakes and is applying for a food incubator fellowship to to kind of start his own baking business and actually through their program he was able to receive some credits to a community college so he's actually pursuing his credentials as well so that that concludes a lot of our presentation around key performance indicators for nonprofits we are thankful for your time and curious to hear any questions after this before you take off we just wanted to say that if you're interested in this work or inspired by anything that you hear please do check out our website catalyst kitchens org in particular check out our member map you might be surprised to find that there is a member organization in your community and you're so inclined you might be able to dine with them or order catering through them for your next holiday party for example also volunteering if that's something you have time for in your lives right now many of these organizations are gearing up for really busy season over the holidays and volunteers in the kitchen are always appreciated finally our communications coordinator was adamant that I ask you to follow us on Twitter we're actually fairly new to social media so if you want to stay connected with us you can do that our handles right here and thank you all so much thank you [Applause]
