USING OUTCOMES EVALUATION FOR BUILDING SUPPORTSamantha Becker, MLIS, MPAResearch Project ManagerUniversity of Washington Information School

WELCOME!Thank you for being here .

4/26/2012 2

About your presenter

Seattle, WA

Samantha Becker, MLIS, MPAResearch Project Managersrbecker@uw.edu

http://www.flickr.com/photos/43553042@N00/5030228469

4/26/2012 3

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

LEVERAGING EVALUATIONGet more out of what you’re already doing

4/26/2012 5

Recycling is not just for office supplies

4/26/2012 6

Reuse, recycle, repurpose

Uses of evaluation

74/26/2012

99

88

77

66

55

44

33

22

11

The basics of evaluation

Evaluation team

Needs assessm

ent

Theory of

change

Logic model

Evaluation

questions

Indicators

Data sources

Analysis plan

Reflective

practice

8

• 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

ReinvestingThe nonprofit story arc

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

ReinvestingThe nonprofit story arc

The logic model

4/26/2012 11

The struggle to succeed: turning straw into gold

Indicators give weight to the logic model

12

PUTTING IT TOGETHERThree tasks for sustainability

4/26/2012 13

1. Messaging

4/26/2012 14

Start with the basics

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

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…

Make your outputs interesting…

4/26/2012 17

But keep minimal

• Training hours provided

• Number of classes taught

• Number of clients served

vs.

Bridging your activities: articulating a theory of change

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

2. Preparing supporters

4/26/2012 19

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

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

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

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

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.

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

12

3

Workforce Development Agency

Community Technology

Situated Logic Model

4/26/2012 25

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

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

LAST THOUGHTSThinking in performance management

4/26/2012 28

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

THANK YOU!

4/26/2012 30