Establishing an effective performance management system is essential for enabling nonprofit organizations to track their progress toward achieving their vision and strategic objectives. Developing a balanced set of objective indicators is a fundamental requirement for fostering accountability and building a performance-driven culture. This program aims to enhance participants’ knowledge and skills to create performance dashboards that effectively support strategy execution. The program emphasizes the importance of anticipating unintended negative behavioral patterns resulting from the selection of performance indicators. It draws on dozens of real-world examples of performance indicators from various nonprofit organizations, including charitable associations and endowments.
- Program Objectives
Upon completing the program, participants will be able to:
- Understand the critical role of key performance indicators (KPIs) in measuring progress toward strategic goals in nonprofit organizations.
- Identify best practices and frameworks for developing objective and balanced KPIs.
- Ensure the quality and relevance of KPIs to support effective strategy execution.
- Design performance dashboards to monitor and communicate organizational performance.
- Anticipate and mitigate negative behavioral patterns resulting from KPI selection.
- Apply real-world examples of KPIs from nonprofit organizations to practical scenarios.
- Target Audience
- Senior management leaders.
- Members of vision realization offices.
- Members of strategic planning departments.
- Performance ambassadors.
- Members of performance management departments.
- Project managers.
- Internal audit department staff.
- Individuals interested in preparing performance reports.
- Members of organizational development and quality departments.
- Certificate Sample
- Sample Training Materials
- Introductory Video
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Training Program Content
Meaning of Measurement
History of Measurement
- History of Measurement
Units and Tools of Measurement
- Units and Tools of Measurement
Importance of Measurement in Our Lives
- Importance of Measurement in Our Lives
Objective and Subjective Measurement
- Objective and Subjective Measurement
Types of Data Scales
- Types of Data Scales
Why We Need to Measure Institutional Performance
- Why We Need to Measure Institutional Performance
Definition of Key Performance Indicators
- Definition of Key Performance Indicators
Systems Analysis Approach
- Systems Analysis Approach
Concept of the Logic Model
- Concept of the Logic Model
Using the Logic Model to Measure Primary Healthcare Center Performance
- Using the Logic Model to Measure Primary Healthcare Center Performance
Using the Logic Model to Address School Dropout
- Using the Logic Model to Address School Dropout
Logic Model: Measuring ROI and Impact of Training Programs
- Logic Model: Measuring ROI and Impact of Training Programs
Cause-and-Effect Relationship Analysis
- Cause-and-Effect Relationship Analysis
Developing Performance Indicators by Defining Strategic Objective Characteristics
- Developing Performance Indicators by Defining Strategic Objective Characteristics
Difference Between KPIs, Business Data, and Statistics
- Difference Between KPIs, Business Data, and Statistics
Indicator Classifications
- Introduction to Indicator Classifications
- Efficiency and Effectiveness Indicators
- References for Efficiency and Effectiveness Indicators
- Balanced Scorecard Indicators
- Input, Process, Output, Outcome, and Impact Indicators
- Cause-and-Effect Indicators
- Strategic and Operational Indicators
- Quantitative and Qualitative Indicators
- Indicators by Organizational Level
Four Performance Level Comparisons
- Four Performance Level Comparisons
Performance Management Model in Systems
- Introduction to Dispute Resolution in Mediation Offices
- Understanding the Strategic Analysis Context
- Cause-and-Effect Relationship Analysis
- System Component Analysis
- Defining Performance Indicators
- Identifying Performance Drivers and Initiatives
- Unidimensional Data Analysis
- Bidimensional Data Analysis
- Strategic and Operational Indicators
- Efficiency, Effectiveness, and Balancing Indicators
- Changing Strategic Direction
- Importance of Values in Achieving the Vision (Role of Human Capital)
- Open Data
- International Court Performance Reports
Units of Measurement for Performance Indicators
- Introduction
- Count
- Risks of Averages
- Rates
- Infant Mortality Rate
- Market Sales Rate per Square Meter
- Classroom Density
- Ratios
- Financial Ratios
- Percentages
- Weighted Percentages
- Annual Growth Rate
- Multiplier
- Ranking
Cumulative Performance Indicators
- Introduction
- Cumulative Classification
- Cumulative Indicators from Period to Period and Year to Year
- Cumulative Indicators from Period to Period but Non-Cumulative Year to Year
- Non-Cumulative Indicators from Period to Period and Year to Year
Polarity of Performance Indicators
- Polarity of Performance Indicators
Frequency of Indicator Measurement
- Introduction
- Cost of Measurement
- Source of Indicator Value Measurement
- Seasonality
- Rate of Change and Ease of Measurement
Inputs, Processes, Outputs, Outcomes
- Inputs, Processes, Outputs, Outcomes
Measurement Tools
- Measurement Tools
Selecting Reference Values
- Introduction to Reference Values
- Areas and Levels of Benchmarking
- Benefits of Benchmarking
- Stages and Controls of Benchmarking
Defining Baseline Values
- Defining Baseline Values
Defining Target Levels
- Introduction to Defining Target Levels
- Importance of Setting Indicator Targets
- Impact of Target Setting on Employee Behavior
- Methods for Setting Indicator Target Levels
- Forecasting Using Time Series
- Senior Management Aspirations
- Impact of Performance Improvement Initiatives
- Benchmarking
- Scenario Analysis
- Systems and Requirements
- Pathway to Achieving the Goal
- Lag Time for Impact
- Mechanism for Setting Targets
- Ambitious Targets
- Negative Behavioral Patterns in Target Setting
Defining Tolerance Limits
- Introduction to Defining Tolerance Limits
- Why Tolerance Limits Are Needed
- Methods for Defining Tolerance Limits
- Cautions in Using Tolerance Limits
- Using Tolerance Limits in Performance Dashboards
Balancing Performance Indicators
- Balancing Performance Indicators
Criteria for Evaluating KPI Quality
- Criteria for Evaluating KPI Quality
KPI Description Card
- KPI Description Card
Calculating Standardized Achievement Percentages
- Introduction to Calculating Standardized Achievement Percentages
- Linear Standardized Conversion for Positive Polarity
- Linear Standardized Conversion for Negative Polarity
- Standardized Conversion for Binary Values
- Linear Standardized Conversion for Dual Polarity
- Calculating Total Non-Weighted Achievement Percentages
- Calculating Total Weighted Achievement Percentages
Solved Sample Questions for the Nonprofit KPI Program
- Solved Sample Questions for the Nonprofit KPI Program
Certification Exam
- Key Performance Indicators in the Nonprofit Sector Program Exam
About the Author
Dr. Mohammed Mustafa Mahmoud (Dr. 3M)
- Director of Professional Certification Programs, Global Performance Management Academy, Toronto, Canada.
- Holds a PhD in Business Administration (Decision-Making Science) and three Master’s degrees (Management, Civil Engineering, Regional Planning) from the University of Pennsylvania, Philadelphia, USA.
- 46 years of professional experience:
- 20 years as a university professor in the USA, Egypt, Kuwait, and Canada.
- 26 years in strategic planning, performance measurement, and leadership development.
- Served as a consultant to the Ministers of Labor, Health, and Economy and Planning in Saudi Arabia.
- Contributed to developing performance indicators for Saudi Vision 2030 and created a methodology for measuring organizational maturity in performance management for public entities.
- Supervised and reviewed hundreds of strategic plans, performance indicators, and performance reports.
- Served as Strategy Management Director for 5 years at the Jeddah Governorate Municipality.
- Contributed to developing performance indicators for the Guests of Rahman Program and the National Industrial Development and Logistics Program.
- Designed hundreds of Balanced Scorecards for government bodies, private organizations, charities, and universities.
- Developed a methodology for measuring and improving board effectiveness, applied in various private and nonprofit organizations.
- Contributed to establishing academies such as Savola Academy, Panda Academy, and the Knowledge City Institute for Leadership and Entrepreneurship.
Program Statistics
- 12 Training Programs
- +10 Registered Trainees
- Not Enrolled
- Program Cost: $628.00 USD
- Program Content: 103 Lessons
- Certification Exam for Program Completion
- Training Program Certificate