determining & demonstrating value with the logic...
TRANSCRIPT
Determining & Demonstrating Value - with the Logic Model
MOE HOSSEINI -ARA, CITY OF MARKHAM [email protected] REBECCA JONES, DYSART & JONES ASSOCIATES [email protected]
Demonstrate Value…
TO WHOM?
Ivanna U.R. Mony Climber Lobbying to have library budget reallocated to other projects
Never used the library Buys all her books from Amazon
Why does the library need so many staff? And why are they paid so much?
Dr. Ural Doomed Libraries days are numbered Libraries aren’t relevant ◦ Everyone has computers
and internet ◦ Need information? It’s all
online ◦ Research happens in
faculties not libraries With eBooks and research online believes facilities can be made smaller – no need for print material
CFO Roi Bottomline, MBA All about the bottomline
Revenue and investments
How does any support revenue generation?
Services that don’t generate revenue are a drain on the system
If it’s not efficient outsource it!
Kee Paper Influential in many circles Has deep seated beliefs in traditional library services and importance of paper for legal profession
Libraries are institutions for reading & research
Understand the Context
Know the Context & the Contexters
How do they measure their progress?
Know your Stakeholders – who are they?
How is value defined, measured & communicated?
Understand the Context
Align Strategies & Objectives
Identify Services & Programs
Define Measures
Manage Measurement
Data
Translate Data Into Outcomes
& Impacts
Communicate Results
Measurement Framework
Not everything that counts can be counted AND not everything that can be counted counts…
- Einstein
…Wait! What??
Our logic isn’t everyone’s logic
Value
Satisfaction Operational
Three types of measures
Meaningful measures Matter to you AND your stakeholders Are conveyed in stakeholders’ language Focus attention on what is most important for the organization
Are critical for managing, planning & decision-making
Are organization-dependent
What measures do you keep
now?
Measures… …are, by definition, based on a “beginning” or monitor results against an agreed-to objective or value…
Operational or Usage Measures
•We’ve long tracked “how much” •We also need to look at differences:
• Peaks? Dips? Switches? •What are these statistics really telling us? Or, not?
•Who needs to see these statistics? •Are they telling a story that you want to tell?
Operational
Customer Satisfaction Measures
Tends to focus on existing products and/or services
Usually measured through surveys
Are we also measuring importance?
Survey burnout, plus the expectation is to score all “excellent” or “10 out of 10”
Satisfaction
The VALUE proposition …
•Are we adding value? •What difference are we making?
•What is the impact of our services and/or programs?
•How are we contributing to the success of….?
Value
Start with stakeholders
Name Position How do they measure their progress?
Goals & objectives
What do we know about them? What type of stakeholder are they?
What do they know about our services?
EXERCISE
Critical that you understand the context in which the measures are considered. 1. In your organization, how is value defined, measured and conveyed?
2. Who are the stakeholders who must understand the value of your services?
The Logic Model
Logically
…go beyond documenting what you did and measure what difference you made in the life of your targeted clients… …how their situation changed
Measuring Impact or Value Change in the human condition?
• Behaviour • Skill • Knowledge • Attitude • Circumstances
• Awareness • Motivation • Condition • Status
IMPACT
Equipment
INPUT resource
perspective
OUTPUT operational perspective
OUTCOME user
perspective
IMPACT stakeholder perspective
It’s logical that:
IMPACT
Equipment
INPUT Resource
Perspective
• Equipment • Space • Supplies • Funding • Staff
IMPACT
Equipment
OUTPUT Operational Perspective
• Training module • Report • # of Training Attendees • # of Services Provided
IMPACT
OUTCOME User Perspective
• Increased skill • Know-how or know-that • Change in status • Change in behavior or
attitude
IMPACT
IMPACT Stakeholder Perspective
• Successful cases • Increase in targeted clients • Improved market position
Academic Example Input One liaison librarian
Output Faculty research support for a Grant Application
Outcome Completed application submitted on time
Impact Grant dollars received by faculty. Faculty member is able to hire 2 grad students to conduct research: increased university reputation, a number of articles are submitted and accepted by academic journals, increased citations for faculty member, university increases visibility.
Government Example
Input $100K resource budget
Output 2500 resources utilized
Outcome Resources used by 75% of employees in policy development
Impact Usage enabled policy development to: 1. Eliminate department-specific resource purchases
saving the organization $35K 2. Reduce policy duplication or “blind-sides” by at
least 25% (as reported during policy debriefings)
Corporate Example
Input •$80K electronic content contract; info pro; technology
Output Customized research portfolio in response to request for background on deal between XYZ company & ABC government agency, including specific data on terms of deal
Outcome Client extrapolated how ABC agency likes to see deals structured
Impact Organization successfully completed a deal with ABC government agency for $10M, the 1st in 5 years
Public Library Example Input
Output
Outcome
Impact Children attending programs are able to maintain the skills taught in school verified by parent follow-up. Library recognized for helping children develop and maintain literacy skills. Board of Education partnership & recognition based on improvements in standardized testing results.
Public Library Example Input
Output
Outcome Number of program registrations increased by 25% year to year. Reduced cancellation rates. Reduced operating costs.
Impact Children attending programs are able to maintain the skills taught in school verified by parent follow-up. Library recognized for helping children develop and maintain literacy skills. Board of Education partnership & recognition based on improvements in standardized testing results.
Public Library Example Input
Output 10 new programs each offered 5 times per year attended by 1,600 students ages 6-10
Outcome Number of program registrations increased by 25% year to year. Reduced cancellation rates. Reduced operating costs.
Impact Children attending programs are able to maintain the skills taught in school verified by parent follow-up. Library recognized for helping children develop and maintain literacy skills. Board of Education partnership & recognition based on improvements in standardized testing results.
Public Library Example Input -Funding
-Staffing -Supplies =$10,000 to develop learning place programs
Output 10 new programs each offered 5 times per year attended by 1,600 students ages 6-10
Outcome Number of program registrations increased by 25% year to year. Reduced cancellation rates. Reduced operating costs.
Impact Children attending programs are able to maintain the skills taught in school verified by parent follow-up. Library recognized for helping children develop and maintain literacy skills. Board of Education partnership & recognition based on improvements in standardized testing results.
BEGIN WITH
THE IN MIND
END Covey 1989
Understand the Context
Align Strategies & Objectives
Identify Services & Programs
Define Measures
Manage Measurement
Data
Translate Data Into Outcomes
& Impacts
Communicate Results
Measurement Framework
Align Strategies & Objectives
Align Strategies & Objectives
Stakeholder’s Goals & Objectives
Your Goals & Objectives: How they Contribute
Align objectives Articulate & document your goals & objectives ◦ What are you trying to accomplish?
Clarify how these contribute towards your stakeholders’ objectives & desired outcomes
EXERCISE
Identify Services
& Programs
Identify Services What services, programs or products contribute to your realizing an objective?
Stakeholder Goals & Objectives
Your Goals & Objectives
Your Services
EXERCISE
Define Measures
Define success What will success look like? What indicators or measures will you use? ◦ Qualitative? Quantitative? ◦ What data needs to be collected? ◦ Keep it key ◦ Keep it simple ◦ Be practical ◦ Don’t get mired – or overwork frontline staff
Service Impact
Inputs Person power, money,
content, etc.
Activity What you do
Outputs What the activity
produces
Outcomes How the client uses the output
Impact What changes for the client
Outcome Measures Impact Measures
EXERCISE
Manage Measurement
Data
Manage collection Determine a collection schedule Work out agreements with other departments that have needed data
Are you currently collecting data or indicators that are no longer relevant?
How long do you need to keep data? Who is responsible?
EXERCISE
Translate Data into Outcomes & Impacts
Interpret data So…..what? ◦ What does the data
say? What doesn’t it say?
◦ Examine it from various angles
◦ What is the progress towards the goals & objectives?
EXERCISE
Define outcomes & impact What will success look like?
And how will you “get” there?
OUTCOME IMPACT
INPUT OUTPUT
Define outcomes & impact
• Increased skill • Know-how or know-that • Change in status • Change in behaviour or
attitude
• Increased cases • Increased profits • Increased recovery
rates
OUTCOME User
perspective
IMPACT Stakeholder perspective
EXERCISE
Communicate Results
To…
Remember us?
Communicate results Actually begins when you are understanding the context
Your message: “we have contributed towards your goals by……”
EXERCISE
Are they meaningful? If your goals & objectives are meaningful for your planning & decision-making, your measures will be indispensable
What do you need to stop doing?
Value
Satisfaction Operational
Sweet Spot
