1. business and industrial

Determining &
Demonstrating Value
with the Logic Model
M O E H O SSEI NI - AR A , CI T Y O F M AR K H AM
M H O SSE@ M AR K H AM . LI BR AR Y .O N . C A
R EBECC A JO NES, D Y SAR T & J O NES AS SO CI AT E S
R EBECC A@ D Y S AR T J O N ES . CO M
Demonstrate Value…
TO WHOM?
Ivanna U.R. Mony
Climber
Lobbying to 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?
Dr. Ural Doomed
Libraries days 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
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!
Kee Paper
Influential in many circles
Has deep seated beliefs in
traditional library services
and importance of paper
for legal profession
Libraries are institutions for
reading & research
Understand
the Context
Know the Context & the
Contexters
How is value
defined,
measured &
communicated?
Know your
Stakeholders –
who are they?
How do they
measure their
progress?
Understand the
Context
Communicate
Results
Translate Data
Into Outcomes
& Impacts
Align Strategies
& Objectives
Measurement
Framework
Manage
Measurement
Data
Define
Measures
Identify
Services &
Programs
Not everything that counts can be
counted AND not everything that
can be counted counts…
- Einstein
…Wait! What??
Our logic isn’t everyone’s logic
Three types of measures
Value
Operational
Satisfaction
Meaningful measures
Matter to you 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
What measures
do you keep
now?
Measures…
…are, by definition, based on a “beginning” or
monitor results against an agreed-to objective or
value…
Operational
or
Usage
Measures
Operational
•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?
Customer
Satisfaction
Measures
Satisfaction
Tends to focus on 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”
•Are we adding value?
The VALUE
proposition
…
Value
•What difference are we
making?
•What is the impact of our
services and/or programs?
•How are we contributing to the
success of….?
EXERCISE
Start with stakeholders
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?
Name
Position
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?
The Logic Model
…go beyond documenting what
you did
and measure what difference
you made in the life of your
targeted clients…
…how their situation changed
Logically
Measuring Impact or Value
Change in the human condition?
• Behaviour
• Skill
• Knowledge
• Attitude
• Circumstances
• Awareness
• Motivation
• Condition
• Status
It’s logical that:
INPUT
resource
perspective
Equipment
IMPACT
OUTPUT
operational
perspective
OUTCOME
user
perspective
IMPACT
stakeholder
perspective
INPUT
Resource
Perspective
IMPACT
Equipment
•
•
•
•
•
Equipment
Space
Supplies
Funding
Staff
OUTPUT
Operational
Perspective
IMPACT
Equipment
•
•
•
•
Training module
Report
# of Training Attendees
# of Services Provided
OUTCOME
User Perspective
IMPACT
•
•
•
•
Increased skill
Know-how or know-that
Change in status
Change in behavior or
attitude
IMPACT
Stakeholder
Perspective
IMPACT
• Successful cases
• Increase in targeted clients
• Improved market position
Academic Example
Input
One liaison 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.
Government Example
Input
$100K resource 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)
Corporate Example
Input
•$80K electronic 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
Public Library Example
Input
Output
Outcome
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.
Public Library Example
Input
Output
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.
Public Library Example
Input
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.
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.
BEGIN
THE END
WITH
IN MIND
Covey 1989
Understand the
Context
Communicate
Results
Translate Data
Into Outcomes
& Impacts
Align Strategies
& Objectives
Measurement
Framework
Manage
Measurement
Data
Define
Measures
Identify
Services &
Programs
Align
Strategies &
Objectives
Align Strategies & Objectives
Stakeholder’s Goals &
Objectives
Your Goals & Objectives:
How they Contribute
EXERCISE
Align objectives
Articulate & document your goals & objectives
◦ What are you trying to accomplish?
Clarify how these contribute towards your
stakeholders’ objectives & desired outcomes
Identify
Services
&
Programs
EXERCISE
Identify Services
What services, programs or products contribute to
your realizing an objective?
Stakeholder Goals &
Objectives
Your Goals & Objectives
Your Services
Define
Measures
Define success
What will success 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
Service Impact
EXERCISE
Inputs
Activity
Outputs
Person power, money,
content, etc.
What you do
What the activity
produces
Outcomes
Impact
How the client uses the output
What changes for the client
Outcome Measures
Impact Measures
Manage
Measurement
Data
EXERCISE
Manage collection
Determine a collection 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?
Translate
Data into
Outcomes
& Impacts
EXERCISE
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?
Define outcomes & impact
What will success look like?
OUTCOME
IMPACT
And how will you “get” there?
INPUT
OUTPUT
EXERCISE
Define outcomes & impact
•
•
•
•
OUTCOME
IMPACT
User
Stakeholder
perspective
perspective
Increased skill
Know-how or know-that
Change in status
Change in behaviour or
attitude
• Increased cases
• Increased profits
• Increased recovery
rates
Communicate
Results
To…
Remember
us?
EXERCISE
Communicate results
Actually begins when you are understanding the
context
Your message: “we have contributed towards
your goals by……”
Are they meaningful?
If your goals & objectives are meaningful for your
planning & decision-making, your measures will be
indispensable
What do you need to stop
doing?
Sweet Spot
Value
Operational
Satisfaction
Thank you!
MOE
&
[email protected]
REBECCA
[email protected]