Date post: | 26-Dec-2015 |
Category: |
Documents |
Upload: | piers-barnett |
View: | 218 times |
Download: | 0 times |
Outline of Presentation
III. Recommendations for Applying Outcomes Planning
to ESC
I. Introduction to Outcomes Planning
II. A Sample ESC Project Using Outcomes Planning
Promotes accountability
Helps us know if we are we really getting value for our money
Meets government, and funders demand for real tangible results
Why Focus on Outcomes?
Strengthen existing services
Target effective services for expansion
Identify staff and training needs
Develop and justify budgets
Prepare long-range plans
Focus board on programmatic issues
Outcomes help us and our Clients
What are your measurable outcomes?
Mark each category that applies to your grant measures. Increased
visibility/awareness of issue Effected policy change Engaged constituents &
beneficiaries Increased resources for
issue Educated constituents Improved condition/quality
of life in community Influenced stakeholders
ESC Must Demonstrate ResultsA Funder Asked ESC the Following:
Tangible benefits or changes for individuals or populations, during or after participating in a program or project
What is an outcome?
Improved (nutrition, morale)Increased (employment) Reduced (HIV transmission)Enhanced (knowledge)Maintained (vaccination coverage)
Outcomes – often expressed as verbs in past tense
Improved board governanceIncreased financial sustainabilityReduced volunteer turnoverEnhanced market recognitionImproved strategic focus
Typical ESC Project Outcomes –
Outcomes are the results
Outputs are the tangible products produced by an interventionUsually expressed as nounsCan be counted
Outcomes vs. Outputs
Classes taught Brochures distributed Clients served Contracts completed Board retreats completed Strategic plans prepared
Some Examples of Outputs?
Outcomes sometimes confused with outcome indicators Outcome: girls participating in a
training program obtain formal employment
Outcome indicators: the # and % of participants employed within 3 months of completing the program
Outcome Indicators
Outcome: Participants in a job training program obtain a job in a timely manner
# (%) of participants employed within 6 weeks
# (%) of participants still employed 3 months after completing the program
Indicators
# (%) of participants employed within 6 weeks
# (%) of
participants still employed 3 months after completing the program
60% of participants will gain employment within 6 weeks
95% of participants who obtained employment will still be employed in 3 months
Indicators & Targets
Putting it all TogetherComponent Indicator Target Key
Assumptions
Outcome
Output
Program/Activity/Process
Input
Type I Failure – the model doesn’t work
Type II Failure – the model is not properly implemented
Logic Model is not a Panacea
Explain why an outcome is or is not being achieved
Still need to track inputs, activities, outputs
Prove that the outcome is the result of your program
Note that Measuring Outcomes will Not:
Outputs are often more tangible
Outcomes are less tangible
Its easier to count tangibles than to describe intangibles
Outcomes take longer to produce
Measuring outcomes is challenging
Measuring outcomes can be expensive and time consuming
So Why Don’t We Focus on Outcomes?
A typical ESC Problem Analysis
Lack Brd/Mgt financial oversight
Low operating efficiency and high per patient costs
ED and (staff) overwhelmed and poorly focused
Insufficient numbers of volunteer dentists and poor coordination
Lack financial information for Brd/Mgt
Lack budget and operating plan no plan to expand access
No financial sustainability
Lack of Access In spite of high demand – empty dental chairs
Poor oral health for clients and potential clients
High costs of health insurers and general public due to overuse of emergency rooms
Loss of productivity and economic potential in the County due to poor health
Start with a Problem Analysis
Inputs Processes OutputsShort-term Outcomes
Medium-term
Outcome
• Staff time• Volunteer
time• CRM Time• ESC
management time
• Board time• Funds from
scholarship
• Board & Mgt meeting with ESC Consultants
• Financial review
• Develop projections for expanding access
• Develop plan for access
• Gap analysis and ED training
• Progress reports
• Meetings completed
• Projections prepared and approved
• Expansion plan approved
• Gap analysis finalized
• Final report• ED training
completed
• Improved fiduciary management
• Improved financial performance
• Improved ED performance
Improved access to
oral health
Long-term
Outcome
ImprovedHealth
Logic model for the ESC Engagement
Deliverables
ImpactImproved health,
economic productivity and lowered emergency room costs
for the county
ESC Project planning
Project implementation/Monitoring
Program Evaluation/ensuring accountability
Communicating value to funders and stakeholders
Annual reporting
How we can use outcomes planning
Define desirable outcomes for key activities/programs
Develop indicators to determine if outcomes have been achieved
Identify the means of verifying the performance
Identify a SMART goal relating to the outcomes
30
How to IntroduceOutcome Measures for ESC
Outcomes • Improved governance - board operating more effectively
Indicator
• Regular board meetings• Meetings are more effective• Board attendance has increased• Board turnover has reduced• Board members more satisfied with their
volunteer service
Means of indicator • Discussions with board chair, board minutes, surveys, attendance records, etc.
Sample SMART goal
• Attendance at board meetings increased from 75% of members per meeting to 90% within 6 months;
• Board satisfaction (as measured by a survey) will be increased from “satisfied” to “highly satisfied” with 6 months
31
Board Development
Outcomes
• Improved understanding of board/staff roles
• Improved committee structure• Improved relationships among the
board members
Indicator
• Participants can distinguish between the roles of board/staff
• All necessary committees in place and staffed• Board members have increased knowledge of
each other’s backgrounds, skills, motivation for joining board
Means of indicator• Pre-and post-tests, interviews• Survey, interviews• Surveys, interviews, final evaluation
32
Board Retreat
33
Implications for ESC
Board and management “buy-in”
Consultant “buy-in”
Client “buy-in”
Staff training
Time and effort (financial)
Continuous learning cycle
Develop a set of model outcomes for each ESC activity
Clearly specify the intended outcome for engagements
Evaluate whether the outcome has been achieved (or is likely to be achieved within an appropriate timeframe)
Provide training and support to secure “buy in”
Collect data and report to our stakeholders
Help our clients measure their own outcomes34
Recommendations
Board Retreat
ESC facilitated x board retreats which the nonprofits reported improved relations among the board members, x developed improved committee structures and x reported improved board member understanding of the roles the board and staff.
Annual Outcomes Report
35
Board Development
ESC helped x no of nonprofits to improve their board governance; of these x filled all vacant board positions; x developed more effective committees and x reported more effective board meetings.
36
Sample Annual Outcomes Report