Using outcomes to measure impact
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The document discusses challenges in commissioning children and young people's services with less resources. It emphasizes the need to focus on outcomes rather than activities, and using performance measures to evaluate how much was done, the quality of services, and if customers are better off. Key terms around outcomes, indicators and performance measures are explained. Resources for managing change are provided. The importance of customer focus and an integrated approach are highlighted.
![Rachel Egan Strategy and Commissioning Manager Integrated Services for Young People London Borough of Islington [email_address] Commissioning and the community sector: Challenges, changes and opportunities for children and young people’s services USING OUTCOMES TO MEASURE IMPACT Children’s Partnership](https://image.slidesharecdn.com/ccommsectorusingoutcomes-100630073608-phpapp02/85/using-outcomes-to-measure-impact-1-320.jpg)
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Using outcomes to measure impact
- 1. Rachel Egan Strategy and Commissioning Manager Integrated Services for Young People London Borough of Islington [email_address] Commissioning and the community sector: Challenges, changes and opportunities for children and young people’s services USING OUTCOMES TO MEASURE IMPACT Children’s Partnership
- 2. Money, Money, Money How do we respond to having less resources? What should we spend our money on? Can a £1 = £2 ?
- 3. To change or not to change... Do it again but better, doesn’t work Doing the same thing again and again, will give you the same outcome, again and again. We need to sharpen our approach and focus on outcomes We are still failing customers. Still water is stagnant. Change and growth is integral to wellbeing.
- 5. The Usual Suspects Lots of effort, Too few outcomes, Too little challenge Done it for years We can’t share information Data isn’t our priority Our model is... It can’t be measured We are doing our best We can’t demonstrate change We’re the only ones…. You can not be serious.. Broadening horizons Responding to needs Creating change A seamless experience for customers
- 6. “ All Performance Measures that have ever existed for any service in the history of the universe involve answering two sets of interlocking questions….” Managing Performance using OBA
- 7. How much did we do? Program Performance Measures How well did we do it? Is anyone better off? Quantity Quality Effect Effort # %
- 8. The Matter of Control QUALITY EFFORT EFFECT How much did we do? How well did we do it? Is anyone better off? MOST control LESS control We have the least control over the most important matters PARTNERSHIPS QUANTITY
- 9. A lot of activity was delivered Program Performance Measures It wasn’t of the highest quality A few people are better off Quantity Quality Effect Effort # %
- 10. Responded to customer needs Program Performance Measures Good quality C & YP better off # and % Quantity Quality Effect Effort # %
- 11. How much did we do? Program Performance Measures How well did we do it? Is anyone better off? Quantity Quality Effect Effort # %
- 13. How much did we do? Program Performance Measures How well did we do it? Is anyone better off? Quantity Quality Effect Effort # %
- 15. It’s all in the lyrics…. Ah, ah, ah, ah innovations alive, innovations alive…. Walk this way, further opportunities this way… All and all it’s just another brick in the wall.. We’ve worked hard to get money, so hard to get money… So tell us what you want, what you really, really want…
- 16. The brand kings…… A Promise A Memory An Experience
- 17. Resources The little book of managing change: http://www.tda.gov.uk Leading on a higher level, Ken Blanchett available at: http://www.kenblanchard.com Coaching Skills, Jenny Rogers available at: http://jennyrogerscoaching.com/Resources.html
- 18. Process Engagement Priorities Quick Wins Analysis Planning Options Design Change Plan Customers Awareness Raising What are the issues? Are your customers better off? What resources are available?
- 19. The Language Trap Too many terms, Too few definitions, Too little discipline Benchmark Target Indicator Goal Result Objective Outcome Measure Modifiers Measurable Core Urgent Qualitative Priority Programmatic Targeted Performance Incremental Strategic Systemic Measurable Systemic Objectives! Targeted Incremental Results! Priority Strategic Outcomes! Qualitative Performance Measures!
- 20. Put the “customer journey” at the centre
- 22. Are you a Mr Motivator?
- 23. Positive Emotional State Negative Surprise – “We are included in working this out.” Optimism, enthusiasm – “Hey this remodelling stuff is actually working!” Hope, exploration – “Now it’s all beginning to make sense.” Despair – “I can’t see a clear way forward with this”
- 27. Here’s a wheel
- 28. How much did we do? Program Performance Measures How well did we do it? Is anyone better off? Quantity Quality Effect Effort # %
Editor's Notes
- Change isn’t about more resources. Working with stakeholders to find solutions.. Being resourceful and creative Looking at problems from different perspectives, working in partnership
- What are your drivers for change?
- Linking the front line with other measures of excellence to bring front line insights into the core of future policy making Evidence.
- Everyone needs to understand
- Honesty and transparency
- Lyrical checklist Engagement Lead your customers in the right direction, communication, Raising profile Policy and strategy has to be alive Building a coalition Prevention, joint commissioning - Maximising resources through a commissioning strategy, embedding in corporate priorities
- Creating change champions to shift the current culture and achieve better service delivery. Are the frontline clear about customer expectations and how they can deliver on them? What does your brand promise? What are your customer’s memories? What was your customer’s experience? Who are your brand champions = customers/frontline staff
- Creating a shared/’dual’ strategy to overcome challenges..this is how…
- Everyone needs to understand
- How to go about creating a strategy to overcome your challenges? – workforce challenges at the frontline Understanding your customer Customer experience – putting yourself in their shoes
- What does change need to be? Integrating the frontline with customer expectations
- How do you ensure change is not an additional burden. How do you ensure it is welcomed. How is it used effectively to develop peoples’ skills and motivation? Policy should equal change Leadership Feedback Coaching approach What motivates your staff? Your partners? Influencing skills? What motivates you? What behaviours are you modelling and endorsing? Emotional engagement
- Why emotional engagement is important, the positive aspects of it e.g. passion, commitment, enthusiasm, motivation, ownership, added value. Harness peoples’ emotional engagement. People respond to change on an emotional level, ignore this at your peril! Before people can change, they need to understand ‘what have they gained from their current way of doing things?’ What will they gain from changing? What will they have to give up? What are the consequences of staying the same?
- Linking frontline with other measures of excellence to bring frontline insights into the core of future policy making. Lead your customers in the right direction, communication Islington examples – how we are improving customer experience Customers are influencing: Management and governance arrangements Use of resources Design of buildings and the use of capital assets Allocation of revenue Programming Partnerships Young people and adult stakeholders as equal partners in the development process How we are bringing frontline insights into future policy making – link to OBA…
- Integrating shared service staff Acting on customer feedback Based on local need Integrated within universal services Recognises that young people will need help from time to time, and that help can be provided within a universal offer that young people know and enjoy Targeted services, not targeted young people
- Partnership approach to workforce development
- Agreeing key principles Looking at best practice and building on it Take what its effective and build on it to make it even better or make it more adaptable to ongoing needs