Discover
Discover
Assessed the current state, inventoried data sources, and documented how reporting worked in practice. Reviewed why the earlier dashboard had failed, which shaped the governance design.
Performance Measurement
One Trusted View, Instead of Four Conflicting Reports.
Program, finance, and grant data in separate systems, three versions of the same number, and a leadership team waiting on manual reports. The engagement built the measurement foundation first, then the dashboards.
Representative Engagement
This is a representative engagement — an illustrative profile showing how this CAMPBELL engagement works, what it produces, and the kind of change it creates. It is composed to demonstrate our methodology and does not describe a specific client or report a specific organization’s results.
The Situation
What Was Actually Happening.
Leadership received a monthly report assembled by hand from three systems and several spreadsheets. It took a staff member most of a week to produce and arrived too late to act on.
Different departments calculated the same measures differently. "Clients served" meant unique individuals in one report and service encounters in another, and both numbers circulated. Confidence in the data had eroded to the point where leadership discounted it in decisions.
An earlier dashboard project had produced a tool that went unused. It had been built without agreed definitions, without an owner, and without training.
The CAMPBELL Organizational Performance Diagnostic™Dimensions where this engagement found the problem
Strategy & DirectionGovernance & DecisionsPeople & CapacityPrograms / ServicesOperations & ProcessPerformance & DataSustainability & Scale
Our Approach
How We Worked It.
Every CAMPBELL engagement is delivered through the CAMPBELL 6D Method™ — Discover, Define, Design, Deliver, Demonstrate, Drive. Each step below is tagged with the phase it belongs to.
Define
Design
Ran a design workshop to establish the business questions the system had to answer, then built the KPI framework, dashboard requirements, and data governance recommendations.
Design
Prepare
Produced a data dictionary with written metric definitions, mapped every measure to its source, and wrote integration specifications. Resolving the "clients served" definition was a leadership decision, not a technical one.
Deliver
Build
Built a wireframe proof of concept, validated it in build workshops, then developed a multi-dashboard suite for executive, program, and board audiences.
Demonstrate
Validate
Ran user acceptance testing with the people who would actually use the dashboards, and produced a written validation and acceptance summary.
Deliver
Launch
Delivered training materials, a user guide, the governance framework, technical handover, and a board and executive orientation.
Drive
Sustain
Left a dashboard health checklist, an enhancement backlog, and a continuous improvement roadmap with named ownership.
The CAMPBELL Model™Where this engagement sat in our problem-solving framework
ClarifyAssessMapPrioritizeBuildExecuteLinkLearn
Measurement engagements are where the Link and Learn stages of the CAMPBELL Model™ become the deliverable itself — connecting activity to results, and building the governance that lets an organization keep learning from its own data.
Deliverables
What the Organization Received.
- Current reporting and data inventory
- Business question matrix and KPI framework
- Performance measurement brief
- Data dictionary and metric definitions
- Data mapping and integration specifications
- Multi-dashboard suite for executive, program, and board audiences
- User acceptance testing and validation summary
- Governance framework and ownership model
- Training materials, user guide, and technical handover
- Dashboard health checklist and improvement roadmap
The Outcome
What Changed.
Illustrative of the change this engagement is designed to produce.
One definition per measure
A written data dictionary ended the competing-numbers problem, and the definitions were decided by leadership rather than inherited from whichever system produced them.
Reporting time collapsed
The week of manual assembly was replaced by a dashboard refreshed on a schedule, which moved staff capacity from producing reports to acting on them.
Dashboards people actually opened
Audience-specific views, training, and a named owner addressed the reasons the previous tool had failed.
Governance that outlasts the engagement
Ownership, cadence, health checks, and an enhancement backlog meant the system had a maintenance path rather than a slow decline.
Free Consultation
Does this sound like your organization?
If you recognised your own situation here, let’s talk about it. A consultation is free, carries no obligation, and starts where every CAMPBELL engagement starts — with finding out what is actually wrong.