determining & demonstrating value with the logic...

Determining & Demonstrating Value - with the Logic Model

MOE HOSSEINI -ARA, CITY OF MARKHAM MHOSSE@MARKHAM.LIBRARY.ON.CA REBECCA JONES, DYSART & JONES ASSOCIATES REBECCA@DYSARTJONES.COM

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

Thank you! MOE

& mhosse@markham.ca

REBECCA rebecca@dysartjones.com