CREATING A CULTURE OF EVALUATION
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1 CREATING A CULTURE OF EVALUATION IMPACT 2011 - September 28, 2011 Margo Bailey, PhD Brighter Strategies, LLC 1
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CREATING A CULTURE OF EVALUATION. IMPACT 2011 - September 28, 2011 Margo Bailey, PhD Brighter Strategies, LLC. 1. PURPOSE. Learn how to improve staff and board member buy-in by integrating evaluation planning into your organization’s key management and programmatic activities. 2. - PowerPoint PPT Presentation
Transcript of CREATING A CULTURE OF EVALUATION
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CREATING A CULTURE OF EVALUATIONIMPACT 2011 - September 28, 2011
Margo Bailey, PhD
Brighter Strategies, LLC
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PURPOSE
Learn how to improve staff and board member buy-in by integrating evaluation planning into your organization’s key management and programmatic activities.
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KEY TOPICS
Measuring Results Outcome Measurement & Evaluation
Culture
Change Management Process
Building Evaluation Culture Staff Board
Q&A
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MEASURE RESULTS & IMPACT
Outcome Measurement systematic tracking of
the extent to which program participants [or communities] experience the benefits or changes intended.
Evaluation Helps explain why
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WHY TRACK OUTCOMES
Success is measured by the achievement of the intended outcomes.
Ensure programs achieve maximum effectiveness, efficiency and quality of service delivery.
Accountable to stakeholder and funding sources.
Disseminate knowledge so others can benefit from our experiences.
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Fully Detailed Logic Model
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MEASURING IMPACT WILL NOT:
Show whether these are the right outcomes to measure
Prove statistically that the program caused the outcomes
Explain why the level of outcomes were achieved
By themselves, tell what to change to improve the outcome 7
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WHY EVALUATE
Justify existence
Increase/Maintain Budget
Show results (impact)
Justify more resources (hire help)
Make your program more organized
Develop sound Outcome Measures8
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EVALUATION HELPS
Understand or increase the organization/program impact
Identify strengths and weaknesses to improve (more effective; less costly)
Verify program is running as intended
Develop/Review goals and create accountability for your management
Produce tangible programmatic data
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SO WHY IS THERE RESISTANCE?
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Edgar Schein - Culture is
A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way you perceive, think, and feel in relation to those problems.
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CULTURE BARRIERS
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CHANGE IS INEVITABLE; SUCCESS IS NOT!
Decline in traditional funding/revenue
Emerging needs
Increased competition for funding
Increased accountability for results
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CHANGE IS HARD!
oPeople will resist changeoResistance is naturaloA sense of loss is normaloIt won’t happen
overnight
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CHANGE MANAGEMENT CAN HELP…
A structured approach to transitioning individuals, teams and organizations from the present state to the desired future state
A process aimed at empowering employees to accept and embrace changes
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LEADERSHIP KEYS FOR SUCCESS
1.Urgency and clear image of the
future
2.Guiding coalition
3.Vision and Strategy
4.Communications
20Adapted from John Kotter “8 Steps for Leading Change”
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LEADERSHIP KEYS FOR SUCCESS
5.Infrastructure, systems and training
6. Short term wins 7.Participate in the change!
21Adapted from John Kotter
“8 Steps for Leading Change”
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CREATE EVALUATION CULTURE: STAFF
1.Expand vocabulary2.Focus on data driven
decision making3.Acknowledge evaluation as
an element of strategic management
4.Use existing structures5.Use Logic Models as
Management Tools6. Ask the right evaluation
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DATA DRIVEN DECISION MAKING
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STRATEGIC MANAGEMENT
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USE EXISTING STRUCTURES
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Reporting•Create reporting matrix
Planning Processes & Updates•Strategic planning, Annual planning, Budgeting
Program Implementation•Natural collection points
Communications•Annual reports, newsletters, websites, appeals
Peer Networks•Share data collection tools & systems
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LOGIC MODEL = MANAGEMENT TOOL
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Needs Inputs Activities Outputs(Efficiency)
Outcomes(Effectiveness)
Why is your program in existence?
What needs does this program meet that no other does?
What resources do you allocate to meet the needs?
What do you do day-to-day?
What’s working?
What’s not working?
What happens as a result of your activities?
What are the goals?What impact does the program have on the participants? What change in behavior, attitude or skill are you expecting to see?
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ASK THE RIGHT QUESTIONS
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ASK THE RIGHT QUESTIONS
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CREATE EVALUATION CULTURE: BOARD
Focus on improved governance Integrate into strategic
planning process & reviews
Align to organization dashboards
Create evaluation committee/request summary of grant reports
Model data driven decision making
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Q&A
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Thank you!
Margo Bailey, [email protected]
Visit our Website: www.brighterstrategies.com
Visit our Blog: http://brighterstrategies.com/blog/
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