The Outcomes Toolbox Presentation by Bob Penna

The Outcomes Toolbox: What You Need to Know to Use Outcomes Robert M. Penna, Ph.D. Author: The Nonprofit Outcomes Toolbox

MNA Conference 2012 September 19, 2012 Helena, Montana

Today’s topics: 





An introduction to Outcomes:  What is an “outcome”?  How is an “outcomes approach” different?  What is the language of outcomes?  What are the characteristics of a good outcome?  Crafting an outcomes statement An introduction to “outcomes tools”;; the view from 30,000 feet  Tools for planning  Tools for tracking and management  Tools for reporting  Tools for learning and assessment Using some tools  Building your “Outcomes Tree”  Understanding and Assessing Capacity  Reporting 2

Our targeted outcome: ď Ž

That within one week you will do something different at work because of something you learned today

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A quick bit of history……

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So, think of it this way….

Outcomes: the 3rd Stage of Management • Stage 1—Agriculture and Early Industrial Economy: Management of Workers • Stage 2—1920–1970: Management of Work • Stage 3—The Age of Outcomes: Management of the Product of Work. . .

The Results 5

An introduction to “Outcomes” 

What is an “outcome”?

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What makes an “outcomes approach� different?

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The Problem Approach

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The Activity Approach

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The Process Approach‌

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The Vision Approach‌

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The Outcomes Approach

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Compare this……

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To this…. What’s different??

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Even better‌..

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Three Changes in Thinking 1.

2.

3.

From Funder to Investor From Activity to Effectiveness From Services to Change ď Ž

The BACKS Measures

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The “Language” of Outcomes Väljund

Processus Ingresso

‫השפעת‬ Επιπτώσεις

‫ﻧﺗﺎﺋﺞ‬

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The Characteristics of a Good Outcome  

Are some outcomes “better” than others?

What does a “good” outcome look like?  Positive Improvement  Meaningful  Sustainable  Bound in Time  Bound in Number  Narrowly Focused and “Doable” (with a stretch!)  Measurable   

Clearly Definable Discernable…can be “evinced” Quantifiable…according to an agreed-upon scale!

 Verifiable

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The “Outcomes Statement”  What

is it?  Why Use it?

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Practice 

Your turn……..

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Take a break!

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An Introduction to “Outcomes Tools”: a view from 30,000 feet…..  

What are “outcome tools”?

4 sets:    

Tools for Planning Tools for Tracking & Managing Tools for Reporting Tools for Learning & Assessment

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Tools for Planning  

You Get What You Measure A Common Outcomes Framework

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Tools for Tracking and Managing       

The Logic Model RBA TOP GTO TRI Outcomes Management Results Mapping The Balanced Scorecard

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Snapshot: The Logic Model

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A Detailed Logic Model

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But it gets tricky when‌.

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Snapshot: Results-Based Accountability

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Snapshot: TOP Targeting Outcomes of Programs (TOP) Model Program Development (Goals/Objectives)

Program Performance (Evaluation Measures) SEEC

SEEC

Practices KASA Reactions

Practices KASA Reactions Participation SEEC: Activities S = Social Resources E = Economic E = Environmental C = Conditions

Participation Activities KASA: Resources K = Knowledge A = Attitude S = Skill A = Aspiration

Source: Claude Bennett & Kay Rockwell, 1994

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TM The Getting To Outcomes Snapshot: GTO Process 4

3

2

Find Findexisting existing programs programsand and best bestpractices practices worth worthcopying. copying.

Identify Identifygoals, goals, target targetpopulation, population, and desired and desired outcomes. outcomes.

Modify Modifythe theprogram program or orbest bestpractices practices to fit your needs. to fit your needs.

5 Assess Assesscapacity capacity (staff, (staff,financing, financing, etc.) to implement etc.) to implement the theprogram. program.

Steps 1-6 PLANNING

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1 Choose Choosewhich which problem(s) problem(s)to to focus focuson. on.

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Make Makeaaplan plan for forgetting gettingstarted: started: who, what, when, who, what, when, where, where,and andhow. how.

DELIVERING PROGRAMS

Steps 7-10 EVALUATING AND IMPROVING

7 Evaluate Evaluate planning planningand and implementation. implementation.

How Howdid didititgo? go?

Consider Considerhow howto to keep keepthe theprogram program going goingififititisis successful. successful.

9 Make Makeaaplan planfor for Continuous Continuous Quality Quality Improvement.

Improvement.

8 Evaluate Evaluate program’s program’ssuccess success ininachieving achieving desired desiredresults. results.

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Snapshot: TRI/Outcomes Management

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Snapshot: Results Mapping MLS7 MLS6 ACT5

>

LEV5

MLS4 ACT3

>

LEV3

ACT2

>

LEV2

ACT1

>

LEV1 3832

Snapshot: A Balanced Scorecard

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Tools for Reporting  

Scales & Ladders The STORY format

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Snapshot: Scales & Ladders

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Telling your story First

off….begin by thinking of it as a story….

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A Quick Test: These

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As opposed to these……

100 East West North

50 0

1st 3rd Qtr Qtr

A

82

45

54

62

B

37

97

17

12

C

10

83

7

7

HQ

Boston

Seattle

Dover

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Tools for Learning and Assessment 1.

2.

3.

4.

5.

6.

7.

8.

Lessons Learned Six Sigma SERVQUAL Value Engineering FMEA TRIZ CAT GTO 39

LUNCH!!!

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Building Your Outcomes Tree 1.

2.

3.

Outcome Performance Targets Milestones

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You try it….

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Take a break!

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Understanding and Assessing Capacity  

What is “capacity”?

Three levels   



Structural Functional Implementation

Two Tools  

CAT GTO

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CAT



VPP/SVP Capacity Tool

Essentially a self-scoring grid/matrix format…can be created in Excel

ASPIRATIONS

Mission

1 Clear need for increased capacity

2. Basic level of capacity in place

3. Moderate level of capacity in place

4. high level of capacity in place

No written mission, or only a limited expression of the organization’s reason for existence; lacks clarity or specificity; either held by very few in organization or rarely referred to

Some expression of organization’s reason for existence that reflects its values and purpose, but may lack clarity; held by only a few; lacks broad agreement or rarely referred to.

Clear expression of organization’s reason for existence which reflects its values and purpose; held by many within organization and often referred to.

Clear expression of organization’s reason for existence which describes an enduring reality that reflects its values and purpose; broadly held within organization and frequently referred to.

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TM The Getting To Outcomes Snapshot: GTO Process 4

3

2

Find Findexisting existing programs programsand and best bestpractices practices worth worthcopying. copying.

Identify Identifygoals, goals, target targetpopulation, population, and desired and desired outcomes. outcomes.

Modify Modifythe theprogram program or orbest bestpractices practices to fit your needs. to fit your needs.

5 Assess Assesscapacity capacity (staff, (staff,financing, financing, etc.) to implement etc.) to implement the theprogram. program.

Steps 1-6 PLANNING

6

1 Choose Choosewhich which problem(s) problem(s)to to focus focuson. on.

10

Make Makeaaplan plan for forgetting gettingstarted: started: who, what, when, who, what, when, where, where,and andhow. how.

DELIVERING PROGRAMS

Steps 7-10 EVALUATING AND IMPROVING

7 Evaluate Evaluate planning planningand and implementation. implementation.

How did it How did itgo? go?

Consider Considerhow howto to keep keepthe theprogram program going if it is going if it is successful. successful.

9 Make Makeaaplan planfor for Continuous Continuous Quality Quality Improvement.

Improvement.

8 Evaluate Evaluate program’s program’ssuccess success ininachieving achieving desired results. desired results.

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GTO capacity question CAPACITY TOOL: Program specific staff capacities (full version) Capacity assessment item

Requirements

Is current capacity sufficient? (Y/N)

Plan to enhance the capacity

Staff Training needed

Staffing level required

Staff qualifications (e.g. minimum degree, certification or training needed; years of experience)

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Capacity grid for Recruiting potential trainees Challenge

Unready

Marginally Ready

Fairly Ready

Fully Ready

Identifying and contacting 125 unemployed adults in the community who will be potential candidates for job training and placement program

Not sure how we'll do it

Some idea of how we'll do it, but few details worked out

Pretty good idea of how we'll do it; only a couple of details still need to be resolved

Firm idea of how we'll do it; details all worked out

1

Communicating with potential candidates; fielding and answering their questions

Not sure how we'll do it

Some idea of how we'll do it, but few details worked out

Pretty good idea of how we'll do it; only a couple of details still need to be resolved

Firm idea of how we'll do it; details all worked out

2

Holding orientation session for 100 potential candidates

Not sure where or how we'll do it

Some idea of where and how we'll do it, but few details worked out

Pretty good idea of how we'll do it; only a couple of details still need to be resolved

Firm idea of where and how we'll do it; details all worked out

3

Processing enrollment of 75 potential candidates

Not sure where or how we'll do it

Some idea of where and how we'll do it, but few details worked out

Pretty good idea of where & how we'll do it; only a couple of details still need to be resolved

Firm idea of where and how we'll do it; details all worked out

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Identifying prospective local employers who might be willing to hire program graduates

Not sure how we'll do it

Some idea of how we'll do it, but few details worked out

Pretty good idea of how we'll do it; only a couple of details still need to be resolved

Firm idea of how we'll do it; details all worked out

Milestone

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Reporting: Using Scales & Ladders

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Next Steps: Action Planning Come up with a specific action step to be started next week

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Wrap-up, feedback, and Questions

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Thank you for your time and participation‌..

Contact: Dr. Robert Penna PO Box 38081 Stuyvesant Station Albany, NY 12203-8081 518-438-7502 drbob@outcomestoolbox.com Website: www.outcomestoolbox.com

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