evaluation and organisational change: managing complexity-guiding solutions anzea 2013 conference
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Evaluation and Organisational Change: Managing Complexity-
Guiding Solutions
anzea 2013 Conference 22–24 July 2013
Alexandra Park, Epsom, Auckland
Michael Blewden and Sarah GreenawayTe Pou o te Whakaaro Nui
Session Overview and Purpose• Background to Te Pou
• Introduce the change embarked on
• Evaluative tools/processes used
• Reflect on utility and value, progress and challenges
Te Pou
• NGO funded by MoH through Health Workforce NZ
• Workforce/service development support
• Mental health, addictions, and disability sectors
Community development
Workforce development
Organisational development
System development
Policy development
Historically Opportunity
Research and Evaluation Programme
Outcomes Information Programme
Workforce Development Programme
Integrated/coordinated delivery
Collaborative approach
Organisational focus
Responsiveness (need, priorities, context, readiness)
Strengths-based/capacity building/ sustained outcomes
Ability to demonstrate success
This way of working became known as the:
Support Effective Practice (SEP) approach
Client management
approach
Engagement
Partnering
Understanding
Agreement Planning /Develop
Delivery
Review
Simple Complex
Partners need and context (e.g. readiness or capacity for change, priorities)
Coexistence Communication Cooperation Co-ordination and Collaboration Partnership
Self Reliance SharedInformation
SharedResources
SharedWork
SharedResponsibility
e.g. information dissemination
e.g. training programme
e.g. service redesign, comprehensive change strategy
Problem/Need Causes and Contributing Factors
Consequences Opportunity
What is the evidence?
Nature and extent
For whom?
History?
Future projections?
Why does problem/need occur?
Are some causes more important or influential?
Are there known casual pathways?
Is anything already known about what is/isn’t effective in response?
What are the consequences of problem/need?
Who is affected – directly and indirectly
What opportunities are presented?
Why are these worth pursuing?
What benefits will be delivered?
Understanding the need
Funnell, S., & Rogers, P. (2011). Purposeful Program Theory. Jossey-Bass, San Francisco, CA
Situational Analysis Issue Causes Consequences Opportunities
Stakeholder engagement
Relationships and engagement often ‘individual’ rather than ‘organisational’
Necessary leaders/leadership not engaged
Services not always delivered efficiently or strategically (e.g. when ready, in right order)
Engagement that builds leadership, commitment and ownership
Delivery more coordinated, needs based, timely, project managed
Community/Society
Organisation
Team
Individual
Work practices
Outcomes for service
users
Factors impacting effective practice
Enhanced services
Enhanced service/workforce development strategy
Enhanced service/workforce development approach
Clarifying the programme theory
Least ability to attribute outcomes to Te Pou
Greatest ability to attribute outcomes to
Te Pou
Enhanced service/workforce development interventions
Enhanced outcomes for service users
More about our practice
More about our partnerships
Planning, evaluation, monitoring framework
How much did we do?
WHAT Outputs (Quantity)
How well did we do it?
HOW and WHY Process (Quality)
Is anyone better off?
RESULT Outcomes (Success)
Focus and scope of evaluation
Te Pou programmes
Outcomes Impact
Planning, development and delivery of service
and workforce development
Sector engagement
and participation
Improved outcomes for service
users
Service development
Quality
effective services
Sphere of Control
Sphere of Influence
Sphere of Interest
‘What’/’how well’ ‘What’/’how well’ ‘Is anyone better off?’
Utility and value• Tools and models- translation devices - engagement/communication- shared understanding - connecting to the evidence
• Emergence of evaluative thinking, outcomes focus, critical engagement
Implementation• SEP implemented in a variety of forms
- formalised MoU - complex service change- co-ordination of work at service level - NGO district or regional level development- planning and delivery of training
Challenges/Issues• Environment of constant change
• Conceptual understanding to operational responses
• Strategic developments vs day to day needs
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