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

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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

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Our targeted outcome:

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 ofWork

• Stage 3—The Age of Outcomes: Management of the Product of Work. . . The Results

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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. From Funder to Investor 2. From Activity to Effectiveness 3. From Services to Change

The BACKS Measures

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The “Language” of Outcomes

نتائج

Processus השפעת

Ingresso

Επιπτώσεις

Väljund

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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

KASA:K = KnowledgeA = AttitudeS = SkillA = Aspiration

Program Development(Goals/Objectives)

SEEC:S = SocialE = EconomicE = EnvironmentalC = Conditions

SEECPractices

KASAReactions

ParticipationActivities

Resources

Program Performance(Evaluation Measures)

ResourcesActivities

ParticipationReactions

KASAPractices

SEEC

Source: Claude Bennett & Kay Rockwell, 1994

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Snapshot: GTO The Getting To OutcomesTM

Process

Choose which problem(s) to

focus on.


focus on.

1

Identify goals,target population,

and desired outcomes.



2

Find existingprograms andbest practices

worth copying.


worth copying.

3Modify the program

or best practicesto fit your needs.

Modify the programor best practicesto fit your needs.

4

Assess capacity(staff, financing,

etc.) to implementthe program.



5

Make a planfor getting started: who, what, when, where, and how.


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Steps 1-6PLANNING

DELIVERING PROGRAMS

Evaluate planning and

implementation.How did it go?



7

Evaluate program’s success

in achievingdesired results.



8Make a plan for

ContinuousQuality

Improvement.

Make a plan forContinuous

QualityImprovement.

9

Consider how to keep the program

going if it issuccessful.



10Steps 7-10

EVALUATING AND IMPROVING


focus on.


focus on.

1Choose which problem(s) to

focus on.


focus on.

1





2Identify goals,

target population,and desired outcomes.



2


worth copying.


worth copying.

3Find existingprograms andbest practices

worth copying.


worth copying.

3Modify the program



4



4





5Assess capacity

(staff, financing,etc.) to implement

the program.



5



6Make a plan

for getting started: who, what, when, where, and how.


6

Steps 1-6PLANNING

DELIVERING PROGRAMS





7Evaluate

planning and implementation.How did it go?



7





8Evaluate

program’s successin achieving

desired results.



8Make a plan for

ContinuousQuality

Improvement.


QualityImprovement.

9Make a plan for

ContinuousQuality

Improvement.


QualityImprovement.

9





10Consider how to keep the program




10Steps 7-10


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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 38

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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……

050

100

1stQtr

3rdQtr

EastWestNorth

HQ

Boston Seattle Dover

A 82 45 54 62

B 37 97 17 12

C 10 83 7 7

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Tools for Learning and Assessment

1. Lessons Learned 2. Six Sigma 3. SERVQUAL 4. Value Engineering 5. FMEA 6. TRIZ 7. CAT 8. GTO

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LUNCH!!!

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Building Your Outcomes Tree

1. Outcome 2. Performance Targets 3. 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 Essentially a self-scoring grid/matrix format…can be created in Excel

ASPIRATIONS

Mission1 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

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.

VPP/SVP Capacity Tool

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

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Snapshot: GTO The Getting To OutcomesTM

Process


focus on.


focus on.

1





2


worth copying.


worth copying.

3Modify the program



4





5



6

Steps 1-6PLANNING

DELIVERING PROGRAMS





7





8Make a plan for

ContinuousQuality

Improvement.


QualityImprovement.

9





10Steps 7-10



focus on.


focus on.

1Choose which problem(s) to

focus on.


focus on.

1





2Identify goals,

target population,and desired outcomes.



2


worth copying.


worth copying.

3Find existingprograms andbest practices

worth copying.


worth copying.

3Modify the program



4



4





5Assess capacity

(staff, financing,etc.) to implement

the program.



5



6Make a plan

for getting started: who, what, when, where, and how.


6

Steps 1-6PLANNING

DELIVERING PROGRAMS





7Evaluate

planning and implementation.How did it go?



7





8Evaluate

program’s successin achieving

desired results.



8Make a plan for

ContinuousQuality

Improvement.


QualityImprovement.

9Make a plan for

ContinuousQuality

Improvement.


QualityImprovement.

9





10Consider how to keep the program




10Steps 7-10


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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 Milestone 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





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


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

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





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Reporting: Using Scales & Ladders

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 [email protected] Website: www.outcomestoolbox.com

mailto:[email protected]

The Outcomes Toolbox Presentation by Bob Penna

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