Outcome Thinking and Management Shifting Focus from Activities to Results Training Information Provided by: Center for Outcomes Rensselearville Institute Training Sponsored by Foundation Center Knowledge to build on. End

Outcomes: the 3rd Stage of Management Stage 1 Early Industrial Economy: Management of Workers Stage 2 – 1920 – 1970: Management of Work Stage 3 – The Age of Outcomes: Management of the Product Work…The Results …using outcome thinking to guide all management functions as a way to improve client result and return on investment.

Introduction to Outcome Thinking Your Team is charged with – Improve Agency Performance Three Approaches The problem approach The activity approach The outcome approach

The Problem Approach Benefits of Problem Thinking: Traps A problem approach comes with a certain set of questions: Why do we have a problem? What or who caused it? What obstacles exist to solve it? Benefits of Problem Thinking: Answers the WHY question Gives historical understanding Motivates and engages Provides a baseline Traps Analysis Paralysis Can depress and “de-motivate Focuses on what was/is, not what could be Motivates and engages Provides a baseline

The Activities Approach An activity approach leads to a different set of questions: What should we do? When can we start? Who can do it? What are the rules? Benefits of Problem Thinking: Fire, fire, fire Get us moving Makes us feel productive Traps Re-enforce crisis management Equates activity with results Skips reflection and learning All start, no finish Burn out

The Outcome Experience Imagine that in three years you and your staff/board are celebrating a highly successful three year period for your organization. Answer the following: What are we hearing, seeing, feeling, experiencing once we succeed? What is in place that wasn’t before? What has been gained for us and those we serve?

The Outcome Approach Benefits of Outcome Thinking: Traps Increased clarity What success looks like What we have accomplished The gap Traps Aim, aim, keep aiming Pie in the sky Can cross the vision/hallucination line Must be lived to be believed Enables learning and innovations Puts meaning to mission Assures staff alignment Build staff energy Helps with follow up functions

Overview of Major Outcome Models The Logic Model Balanced Scorecard Outcome Funding/Management Framework Targeting Outcomes of Programs Managing for Results Getting to Outcomes Scales and Ladders Results Mapping Results-Based Accountability