TOOLS FOR INVESTING IN OUTCOMES

A BRIEF INTRODUCTION

A DIFFERENT APPROACH TO ASSIST INVESTORS & RESULTS

MANAGERS TO BECOME:

• Energized

• Focused on results

and learning

• More effective

CORE ASSUMPTIONS

•Success means result achievement

•The Investor must be clear in terms of the outcomes they want to achieve through their investments

•Planning and doing are inseparable.

• Partnership of investor and results manager greatly enables success.

•Outcome thinking encourages innovation and learning.

What Goes In What Comes Out 1. Goals .......................................... Targets/Client Outcomes

2. Work Plans ................................. Milestones

3. Programs .................................... Products

4. Organization ............................... Key Persons

5. Budgets ....................................... Accounted Costs

6. Job Description ........................... Result Description

7. Data Base ................................... Data Use

8. Planning ..................................... Design & Mapping

9. Demonstration Projects .............. Prototypes

10. Informing ................................... Persuading

11. Evaluation .................................. Learning & Verification

12. "Institutionalizing" ..................... "Energizing"

Outcome Management System

ROLESThe role of Investor - allocating and managing

resources aimed at achieving success for clients.

The role of Results Manager - committed to achieving specified results for clients and to change as required to get those results.

NCSS INVESTOR ROLES

• Direct Investor – Invest funds in programmes with the intent of achieving results that contribute to Long-Term and Intermediate Outcomes

• Indirect Investor – Invest resources (technical assistance, information, staff time, training) in programmes with the intent of influencing their commitment and enhancing their capacity to achieve results that contribute to Long-Term and Intermediate Outcomes

DIFERENT TOOLS FOR DIFFERENT TYPES OF RESULTS

• Strategic Planning (Strategic Mapping)• Funding Application (Investor Outcome

Outline)• VWO Implementation Plans (Client Outcome

Outline)• Job Descriptions (Results Descriptions)

• Define the Vision

• Provide the boundaries

• Guide without dictating

• Create environment that facilitates learning

• Use Results & Learning

Embracing an Outcome Management Systemrequires one to

LEAD CHANGE BY EXAMPLE

DEFINE THE VISION

• Program/Investment Area Vision Statements– The end state the investor wishes to bring about

through investing in a range of programs• Not a mission statement

• More like an aspiration (your definition of “wild success”)

• Long term

• Best in positive terms

• Ultimate test of an outcome (does it contribute to the vision)

PROVIDE THE BOUNDARIES• Long-Term Outcomes

– The near time target for what the investor hopes to accomplish

• Defines Investor Success• Quantitative If Possible• Time Bound – Nearer Term

• Intermediate Outcomes• Suggestions for the areas of behavior or condition change for your implementers to address

• The “stuff” of client outcomes• Suggestions• In investor realm…but

VISION EXAMPLES

• All Citizens are Drug Free• All children start school ready to learn• All citizens live violence-free lives• All neighborhoods are safe, welcoming, and

accessible• No child goes to bed hungry• All Seniors add life to their years

LONG-TERM OUTCOME EXAMPLES

• All Seniors add life to their years

– Increase by 20% the number of seniors who do not need nursing home care by 2008

– Decrease by 15% the number of seniors experiencing elder abuse by 2010

– Increase to at least 65% the number of seniors who are physically fit by 2010

– Increase to at least 70% the number of seniors who are healthy by 2009

INERMEDIATE OUTCOME EXAMPLES

• Increase by 20% the number of seniors who do not need nursing home care by 2008– Increase number of seniors living safe at home

– Increase number of affordable housing units occupied by seniors

– Increase number of seniors with meaningful relationships

– Increase number of seniors who volunteer time and talents

– Increase the number of care providers for seniors who have the supports and services they need

– Increase number of seniors linked with services/supports they need

• Increase to 70% the number of seniors who are healthy by 2009– Increase number of seniors who improve/maintain physical health

functioning

– Increase the number of seniors who have the medications they need

– Decrease number of seniors with depression

– Increase number of seniors who get the medical care they need

GUIDE WITHOUT DICTATING

• Client Outcomes Outline

– Client Description– Client Outcomes– Long-Term and Intermediate Outcomes– Milestones & Verification– Product Description Fundamental Features– Key People

CONNECTING THE PIECES TOGETHER

• The sections of the Client Outcomes Outline provide a template for VWOs to answer the 3 Investor Questions:

– What Results Am I Buying?– What Are the Chances for Success?– Is the Cost Reasonable for the Results

Proposed?

WHAT RESULTS AM I BUYING?

• Client Description– Provides baseline, context

– Current circumstances, behavior condition of client prior to programme/intervention

• Client Outcomes– Describes specific, measurable, verifiable change in

behavior, condition, circumstance of clients

– Defines end success

– Contributes to Long-Term Outcome, links to Intermediate Outcome

WHAT ARE THE CHANCES FOR SUCCESS?

• Milestones & Verification – Outlines logical sequence of change leading to client outcomes– Identifies means for confirming impact

• Product Description– Describes key aspects of programme– Should clearly connect to the client described in a way that convinces the

investor there is a good chance for getting through the milestones and to the client outcome

• Key People– Details the specific, personal skills and talents of the individuals committed to

and responsible for getting clients through the milestones and to the client outcome

– Articulated so as to assure the investor the programme has the capacity to provide the product as described

ARE THE COSTS REASONABLE?

• Product Description Fundamental Features & Budget

– Do the Fundamental Features appear to connect to the customers in effective and efficient ways

– Do the costs seem realistic for the type of client described, the degree of change proposed and the intensity and duration of the product