Uploaded byRebecca Jones
Determing & Demonstrating Value with the Logic Model
The document discusses how libraries need to demonstrate their value through effective measurement frameworks and stakeholder engagement. It emphasizes the importance of understanding the context in which value is defined and measured, as well as aligning library services with stakeholder needs and goals. Additionally, it highlights various metrics for assessing impact, outcomes, and operational success in library services.
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Determing & Demonstrating Value with the Logic Model
- 1. Determining & Demonstrating Value - withthe Logic Model MOE HOSSEINI-ARA, CITY OF MARKHAM MHOSSE@MARKHAM.LIBRARY.ON.CA REBECCA JONES, DYSART & JONES ASSOCIATES REBECCA@DYSARTJONES.COM
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- 3. Ivanna U.R. Mony Climber Lobbyingto have library budget reallocated to other projects Never used the library Buys all her books from Amazon Why does the library need so many staff? And why are they paid so much?
- 4. Dr. Ural Doomed Librariesdays are numbered Libraries aren’t relevant ◦ Everyone has computers and internet ◦ Need information? It’s all online ◦ Research happens in faculties not libraries With eBooks and research online believes facilities can be made smaller – no need for print material
- 5. CFO Roi Bottomline,MBA All about the bottomline Revenue and investments How does any support revenue generation? Services that don’t generate revenue are a drain on the system If it’s not efficient outsource it!
- 6. Kee Paper Influential inmany circles Has deep seated beliefs in traditional library services and importance of paper for legal profession Libraries are institutions for reading & research
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- 8. Know the Context& the Contexters How do they measure their progress? Know your Stakeholders – who are they? How is value defined, measured & communicated?
- 9. Understand the Context Align Strategies &Objectives Identify Services & Programs Define Measures Manage Measurement Data Translate Data Into Outcomes & Impacts Communicate Results Measurement Framework
- 10. Not everything thatcounts can be counted AND not everything that can be counted counts… - Einstein …Wait! What??
- 11. Our logic isn’teveryone’s logic
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- 13. Meaningful measures Matter toyou AND your stakeholders Are conveyed in stakeholders’ language Focus attention on what is most important for the organization Are critical for managing, planning & decision-making Are organization-dependent
- 14. What measures do youkeep now?
- 15. Measures… …are, by definition,based on a “beginning” or monitor results against an agreed-to objective or value…
- 16. Operational or Usage Measures •We’ve long tracked“how much” •We also need to look at differences: • Peaks? Dips? Switches? •What are these statistics really telling us? Or, not? •Who needs to see these statistics? •Are they telling a story that you want to tell? Operational
- 17. Customer Satisfaction Measures Tends to focuson existing products and/or services Usually measured through surveys Are we also measuring importance? Survey burnout, plus the expectation is to score all “excellent” or “10 out of 10” Satisfaction
- 18. The VALUE proposition … •Are weadding value? •What difference are we making? •What is the impact of our services and/or programs? •How are we contributing to the success of….? Value
- 20. Start with stakeholders NamePosition How do they measure their progress? Goals & objectives What do we know about them? What type of stakeholder are they? What do they know about our services? EXERCISE Critical that you understand the context in which the measures are considered. 1. In your organization, how is value defined, measured and conveyed? 2. Who are the stakeholders who must understand the value of your services?
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- 22. Logically …go beyond documentingwhat you did and measure what difference you made in the life of your targeted clients… …how their situation changed
- 23. Measuring Impact orValue Change in the human condition? • Behaviour • Skill • Knowledge • Attitude • Circumstances • Awareness • Motivation • Condition • Status
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- 26. IMPACT Equipment INPUT Resource Perspective • Equipment • Space •Supplies • Funding • Staff
- 27. IMPACT Equipment OUTPUT Operational Perspective • Training module •Report • # of Training Attendees • # of Services Provided
- 28. IMPACT OUTCOME User Perspective • Increasedskill • Know-how or know-that • Change in status • Change in behavior or attitude
- 29. IMPACT IMPACT Stakeholder Perspective • Successful cases •Increase in targeted clients • Improved market position
- 30. Academic Example Input Oneliaison librarian Output Faculty research support for a Grant Application Outcome Completed application submitted on time Impact Grant dollars received by faculty. Faculty member is able to hire 2 grad students to conduct research: increased university reputation, a number of articles are submitted and accepted by academic journals, increased citations for faculty member, university increases visibility.
- 31. Government Example Input $100Kresource budget Output 2500 resources utilized Outcome Resources used by 75% of employees in policy development Impact Usage enabled policy development to: 1. Eliminate department-specific resource purchases saving the organization $35K 2. Reduce policy duplication or “blind-sides” by at least 25% (as reported during policy debriefings)
- 32. Corporate Example Input •$80Kelectronic content contract; info pro; technology Output Customized research portfolio in response to request for background on deal between XYZ company & ABC government agency, including specific data on terms of deal Outcome Client extrapolated how ABC agency likes to see deals structured Impact Organization successfully completed a deal with ABC government agency for $10M, the 1st in 5 years
- 33. Public Library Example Input Output Outcome ImpactChildren attending programs are able to maintain the skills taught in school verified by parent follow-up. Library recognized for helping children develop and maintain literacy skills. Board of Education partnership & recognition based on improvements in standardized testing results.
- 34. Public Library Example Input Output OutcomeNumber of program registrations increased by 25% year to year. Reduced cancellation rates. Reduced operating costs. Impact Children attending programs are able to maintain the skills taught in school verified by parent follow-up. Library recognized for helping children develop and maintain literacy skills. Board of Education partnership & recognition based on improvements in standardized testing results.
- 35. Public Library Example Input Output10 new programs each offered 5 times per year attended by 1,600 students ages 6-10 Outcome Number of program registrations increased by 25% year to year. Reduced cancellation rates. Reduced operating costs. Impact Children attending programs are able to maintain the skills taught in school verified by parent follow-up. Library recognized for helping children develop and maintain literacy skills. Board of Education partnership & recognition based on improvements in standardized testing results.
- 36. Public Library Example Input-Funding -Staffing -Supplies =$10,000 to develop learning place programs Output 10 new programs each offered 5 times per year attended by 1,600 students ages 6-10 Outcome Number of program registrations increased by 25% year to year. Reduced cancellation rates. Reduced operating costs. Impact Children attending programs are able to maintain the skills taught in school verified by parent follow-up. Library recognized for helping children develop and maintain literacy skills. Board of Education partnership & recognition based on improvements in standardized testing results.
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- 38. Understand the Context Align Strategies &Objectives Identify Services & Programs Define Measures Manage Measurement Data Translate Data Into Outcomes & Impacts Communicate Results Measurement Framework
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- 40. Align Strategies &Objectives Stakeholder’s Goals & Objectives Your Goals & Objectives: How they Contribute
- 41. Align objectives Articulate &document your goals & objectives ◦ What are you trying to accomplish? Clarify how these contribute towards your stakeholders’ objectives & desired outcomes EXERCISE
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- 43. Identify Services What services,programs or products contribute to your realizing an objective? Stakeholder Goals & Objectives Your Goals & Objectives Your Services EXERCISE
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- 45. Define success What willsuccess look like? What indicators or measures will you use? ◦ Qualitative? Quantitative? ◦ What data needs to be collected? ◦ Keep it key ◦ Keep it simple ◦ Be practical ◦ Don’t get mired – or overwork frontline staff
- 46. Service Impact Inputs Person power,money, content, etc. Activity What you do Outputs What the activity produces Outcomes How the client uses the output Impact What changes for the client Outcome Measures Impact Measures EXERCISE
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- 48. Manage collection Determine acollection schedule Work out agreements with other departments that have needed data Are you currently collecting data or indicators that are no longer relevant? How long do you need to keep data? Who is responsible? EXERCISE
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- 50. Interpret data So…..what? ◦What does the data say? What doesn’t it say? ◦ Examine it from various angles ◦ What is the progress towards the goals & objectives? EXERCISE
- 51. Define outcomes &impact What will success look like? And how will you “get” there? OUTCOME IMPACT INPUT OUTPUT
- 52. Define outcomes &impact • Increased skill • Know-how or know-that • Change in status • Change in behaviour or attitude • Increased cases • Increased profits • Increased recovery rates OUTCOME User perspective IMPACT Stakeholder perspective EXERCISE
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- 55. Communicate results Actually beginswhen you are understanding the context Your message: “we have contributed towards your goals by……” EXERCISE
- 56. Are they meaningful? Ifyour goals & objectives are meaningful for your planning & decision-making, your measures will be indispensable
- 57. What do youneed to stop doing?
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