Determing & Demonstrating Value with the Logic Model
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Moe Hosseini-Ara, Director of Culture, City of Markham and I lead a discussion of outcomes based measures with the participants at the University of Toronto's iSchool Symposium on Defining New Metrics for Library Success, May 2015.
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Determing & Demonstrating Value with the Logic Model
- 1. 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
- 3. 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?
- 4. Dr. Ural Doomed Libraries days are numbered Libraries arenāt relevant ā¦ Everyone has computers and internet ā¦ Need information? Itās all online ā¦ Research happens in faculties not libraries With eBooks and research online believes facilities can be made smaller ā no need for print material
- 5. CFO Roi Bottomline, MBA All about the bottomline Revenue and investments How does any support revenue generation? Services that donāt generate revenue are a drain on the system If itās not efficient outsource it!
- 6. 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
- 8. Know the Context & the Contexters How do they measure their progress? Know your Stakeholders ā who are they? How is value defined, measured & communicated?
- 9. Understand the Context Align Strategies & Objectives Identify Services & Programs Define Measures Manage Measurement Data Translate Data Into Outcomes & Impacts Communicate Results Measurement Framework
- 10. Not everything that counts can be counted AND not everything that can be counted countsā¦ - Einstein ā¦Wait! What??
- 11. Our logic isnāt everyoneās logic
- 12. Value SatisfactionOperational Three types of measures
- 13. Meaningful measures ļ¼Matter to you AND your stakeholders ļ¼Are conveyed in stakeholdersā language ļ¼Focus attention on what is most important for the organization ļ¼ Are critical for managing, planning & decision-making ļ¼ Are organization-dependent
- 14. What measures do you keep now?
- 15. Measuresā¦ ā¦are, by definition, based on a ābeginningā or monitor results against an agreed-to objective or valueā¦
- 16. Operational or Usage Measures ā¢Weāve long tracked āhow muchā ā¢We also need to look at differences: ā¢ Peaks? Dips? Switches? ā¢What are these statistics really telling us? Or, not? ā¢Who needs to see these statistics? ā¢Are they telling a story that you want to tell? Operational
- 17. 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 āexcellentā or ā10 out of 10ā Satisfaction
- 18. The VALUE proposition ā¦ ā¢Are we adding value? ā¢What difference are we making? ā¢What is the impact of our services and/or programs? ā¢How are we contributing to the success ofā¦.? Value
- 20. 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?
- 21. The Logic Model
- 22. Logically ā¦go beyond documenting what you did and measure what difference you made in the life of your targeted clientsā¦ ā¦how their situation changed
- 23. Measuring Impact or Value Change in the human condition? ā¢ Behaviour ā¢ Skill ā¢ Knowledge ā¢ Attitude ā¢ Circumstances ā¢ Awareness ā¢ Motivation ā¢ Condition ā¢ Status
- 26. IMPACT Equipment INPUT Resource Perspective ā¢ Equipment ā¢ Space ā¢ Supplies ā¢ Funding ā¢ Staff
- 27. IMPACT Equipment OUTPUT Operational Perspective ā¢ Training module ā¢ Report ā¢ # of Training Attendees ā¢ # of Services Provided
- 28. IMPACT OUTCOME User Perspective ā¢ Increased skill ā¢ Know-how or know-that ā¢ Change in status ā¢ Change in behavior or attitude
- 29. IMPACT IMPACT Stakeholder Perspective ā¢ Successful cases ā¢ Increase in targeted clients ā¢ Improved market position
- 30. 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.
- 31. 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 āblind-sidesā by at least 25% (as reported during policy debriefings)
- 32. Corporate Example Input ā¢$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
- 33. 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.
- 34. 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.
- 35. 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.
- 36. 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.
- 37. BEGIN WITH THE IN MIND END Covey 1989
- 38. Understand the Context Align Strategies & Objectives Identify Services & Programs Define Measures Manage Measurement Data Translate Data Into Outcomes & Impacts Communicate Results Measurement Framework
- 40. Align Strategies & Objectives Stakeholderās Goals & Objectives Your Goals & Objectives: How they Contribute
- 41. Align objectives Articulate & document your goals & objectives ā¦ What are you trying to accomplish? Clarify how these contribute towards your stakeholdersā objectives & desired outcomes EXERCISE
- 43. Identify Services What services, programs or products contribute to your realizing an objective? Stakeholder Goals & Objectives Your Goals & Objectives Your Services EXERCISE
- 44. Define Measures
- 45. Define success What will success look like? What indicators or measures will you use? ā¦ Qualitative? Quantitative? ā¦ What data needs to be collected? ā¦ Keep it key ā¦ Keep it simple ā¦ Be practical ā¦ Donāt get mired ā or overwork frontline staff
- 46. 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
- 48. 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
- 50. Interpret data Soā¦..what? ā¦ What does the data say? What doesnāt it say? ā¦ Examine it from various angles ā¦ What is the progress towards the goals & objectives? EXERCISE
- 51. Define outcomes & impact What will success look like? And how will you āgetā there? OUTCOME IMPACT INPUT OUTPUT
- 52. Define outcomes & impact ā¢ Increased skill ā¢ Know-how or know-that ā¢ Change in status ā¢ Change in behaviour or attitude ā¢ Increased cases ā¢ Increased profits ā¢ Increased recovery rates OUTCOME User perspective IMPACT Stakeholder perspective EXERCISE
- 55. Communicate results Actually begins when you are understanding the context Your message: āwe have contributed towards your goals byā¦ā¦ā EXERCISE
- 56. Are they meaningful? If your goals & objectives are meaningful for your planning & decision-making, your measures will be indispensable
- 57. What do you need to stop doing?