1. USING OUTCOMES EVALUATION FOR BUILDING SUPPORT Samantha Becker, MLIS, MPA Research Project Manager University of Washington Information School

2. WELCOME! Thank you for being here. 4/26/2012 2

3. About your presenter Seattle, WA Samantha Becker, MLIS, MPA Research Project Manager srbecker@uw.edu http://www.flickr.com/photos/43553042@N00/5030228469 4/26/2012 3

4. Goals for today’s webinar Learn new ways of using your evaluation efforts to mobilize support and bolster organizational sustainability by: Developing messages to policy audiences Preparing internal audiences and supporters Building partnerships to leverage resources 4/26/2012 4

5. LEVERAGING EVALUATION Get more out of what you’re already doing 4/26/2012 5

6. Recycling is not just for office supplies 4/26/2012 6 Reuse, recycle, repurpose

7. Uses of evaluation 7 Establishing need Articulating goals Making wise program decisions Showing accountability Telling your story Mobilizing support 4/26/2012

8. 99 88 77 66 55 44 33 22 11 The basics of evaluation Evaluation team Needs assessment Theory of change Logic model Evaluation questions Indicators Data sources Analysis plan Reflective practice 8

9. Define the outcomes you are trying to achieve in terms of important and high-value impact areas: Outcomes: What do clients need to do or have that they don’t now? Impact: How will being able to do or have those things improve their lives or community? The needs assessment 4/26/2012 9 Statement of need Call to action Struggle to succeed Moving ahead Reinvesting The nonprofit story arc

10. The theory of change What kinds of activities need to occur in order to achieve outcomes? How are those outcomes accomplished through your organization? 4/26/2012 10 Statement of need Call to action Struggle to succeed Moving ahead Reinvesting The nonprofit story arc

11. The logic model InputsActivitiesOutputsOutcomesImpacts 4/26/2012 11 The struggle to succeed: turning straw into gold

12. Inputs Program resources used to produce outputs and outcomes Dollars Staff Equipment Partnerships Activities Activities and services delivered; expected to lead to outcomes Training Lab sessions Outputs The quantity of activities completed Hours of training Number of clients served Number of sessions Outcomes Short-term - changes in knowledge, awareness, skills Intermediate - changes in actions, behaviors, policies Impacts The big picture results of what the program did Relates to your mission Aspects of the client or community that you are trying to change Indicators give weight to the logic model 12 Input indicators Project budget FTE staff Number of public terminals Activity indicators Hours of operation Number of classes offered New services or equipment Staff training Output indicators Number of clients through the door Hours for each type of training Attendance at programs Outcome indicators Number of clients who created an email account Number of clients who completed a certificate program Impact indicators Number of clients who got jobs

13. PUTTING IT TOGETHER Three tasks for sustainability 4/26/2012 13

14. 1. Messaging InputsActivitiesOutputsOutcomesImpacts 4/26/2012 14 Start with the basics

15. Messaging about value Use your logic model and indicators to talk about what happens at your organization: What resources do you offer? (inputs) What is special or unique? What do you have more of? What do you do? (activities) Conduct programs Deliver services Provide training or classes Who do you reach and what do they do?(outputs) Clients Participants Agencies/other organizations 4/26/2012 15

16. Breakdown input costs Budget = $18m/year Break it down to show per capita and shorter time span/units $11.7 m/year $22.53 per client/year $1.88 per client/month 4/26/2012 16 Make comparisons Providing [all these activities/outcomes] costs less than…

17. Make your outputs interesting… 4/26/2012 17 But keep minimal Training hours provided Number of classes taught Number of clients served vs.

18. Bridging your activities: articulating a theory of change InputsActivitiesOutputsOutcomesImpacts Theory of change Express how you see your activities as creating change in your clients to bridge what you do with what you want to accomplish for the community 4/26/2012 18

19. 2. Preparing supporters Staff Board Friends 4/26/2012 19

20. Preparing your supporters Use your indicator data to prepare supporters Make sure they understand the data and can present it accurately Provide supporting material Prepared reports about outcomes from your evaluation surveys 2-page fact sheets to leave with potential supporters Testimonials and quotes from interviews and focus groups with clients Staff, board members, advocates should be trained before going out to talk to potential funders Practice telling stories & giving 2 minute “elevator” speeches 4/26/2012 20

21. Messaging that works with policy makers Focus on the outcome indicator data you have collected Don’t spend a lot of time on activities or outputs Be prepared to tell stories of at least 3 clients who have achieved your organization’s ultimate goal Focus on high level outcomes and how your organization contributed to your client’s success Remember: Stats (from your indicators) + Stories (from your interviews) = Successful advocacy 4/26/2012 21

22. 3. Build partnerships using your logic model 4/26/2012 22 Link your efforts to the goals of other community based organizations Show how your organization contributes to common policy goals and that working together can extend the reach of both partners Show how your organization relieves some burden on the partner

23. Additional benefits partnerships Loops back to effective messages for policy makers Shows that you are serious about sustainability Provides evidence that you are most interested in your clients’ outcomes and your contribution to important impacts Develops new supporters Turns potential competitors into allies Extends your network

24. Pitfalls to partnerships “Shadow mandates” Partners that don’t contribute Organizations that quietly use your resources but don’t acknowledge or reciprocate But… there is a way of shining light on your shadows and turning them into productive partnerships.

25. Use your logic model with others to show how your organization shares common goals Example: Workforce Development  Community technology 1.Workforce development clients use community technology to look for and apply for jobs 2.Clients get jobs 3.Workforce is improved 1 2 3 Workforce Development Agency Community Technology Situated Logic Model 4/26/2012 25

26. Searching for compatibility How are you compatible? (IMPACT LEVEL) You both care about helping people become economically self-sufficient (healthy families, literacy, etc) How do you complement each other? (OUTCOME LEVEL) They have expertise in resume preparation and job-searching; you have expertise in basic computer skills training and using the Internet (INPUT LEVEL) You have space; they have a van How can a partnership bring out the best in both of you and help your clients achieve better outcomes? (ACTIVITY LEVEL) You can provide basic computer skills training and open lab time for their clients to practice technology skills (ACTIVITY LEVEL) They can provide more expert support specifically on job-seeking and train your staff on online job- seeking resources 4/26/2012 26

27. Constructive attitudes We are all trying to do good works! We aren’t competitors There will never be enough money or time We are striving for effectiveness and efficiency How can we amplify our value? (1+1=3) 4/26/2012 27

28. LAST THOUGHTS Thinking in performance management 4/26/2012 28

29. Performance management done well… Fosters a culture of Organization Learning Fosters Intentionality, Clarity, and Specificity Helps clarify goals of services Prevents mission creep Gets staff involved Frames successful advocacy and partnerships Is integrated into org (not just one person’s job) 4/26/2012 29

30. THANK YOU! 4/26/2012 30