[PPT] - Theories of Change and Useful Outcomes Patty Emord, Ph.D. PowerPoint Presentation

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Patty Emord, Ph.D. Collaborative Solutions Consulting March 7, 2017

Tools for Developing Theories of Change and Useful Outcomes

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Ov Over ervie view w of

f Today’s Sess

essio ion

 Today’s presentation provides easy to

use and fun tools to discuss and develop a program’s theory of change that can lead to measurable and

bservable outcomes.

 The session will be valuable for program

planning, grant writing and evaluation.

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Ou Outc tcom

mes?

es?!?!? !?!?

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Ou Outc tcom

mes

es ar are mea e measur surabl able e an and d sp spec ecif ific ic ch chan ange ges

 Changes in people, organizations, or communities.  Changes in knowledge, skills, abilities, attitudes or

behavior.

 Changes that your program/organization will hold

itself accountable for achieving. May be measured quantitatively or qualitatively or BOTH May be short-term, intermediate, or long-term changes.

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So…Why are e out utcome mes s important tant? ? Why both ther? er?

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Thinking about Outcomes can…

 Start useful conversations about your

programs.

 Help develop evaluative thinking in your

program.

 Enhance and support a learning

environment in your organization.

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Wh What t is e evalu luati tive e th think nking? ng?

Identifying Assumptions Posing thoughtful questions Actively seeking a deeper understanding Making informed decisions as you prepare to take action.

Tom Archibald & Jane Buckley Cornell Office for Research on Evaluation

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Evaluative thinking involves…

 Valuing and using data to

check progress and to make decisions.

 Asking questions about the

data.

 What do the data mean?

What are the data telling us? What else do we need to know?

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THEORY OF CHANGE OUTCOMES

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THEOR EORY Y OF CHAN ANGE: GE:

Provides the ‘Big Picture” that connects your program’s outcomes to its strategies.

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Theo eory y of

f Chan

ange ge (TOC OC): ):

 Simple Model with just 2 elements:

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Strategies Results

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You

ur Ass

Assum umpti tion

ns:

s:

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BELIEFS Research Practice Theory KNOWLEDGE Assumptions Strategies Results

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Usi sing ng Knowledge wledge and nd Be Beliefs iefs to

creat

eate e a bett etter er mo model el for r TOC OC

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Ha Hando ndout: ut: Step eps t s to a

a Theo

eory y of

f

Chan ange ge

 Identify the desired results.  Name the strategies that will deliver your

intended results.

 Define the assumptions that support

your specified strategies.

 Consider external environment.

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Br Brea eak Tim ime e – 10 Min inut utes es

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TOC OC Rol

le

e Pl Play y Act ctiv ivit ity y

 Find someone you don’t know that well.  One of you will be the Evaluator and one

will be the Program Person.

 If you are not connected to a program,

feel free to make one up based on your experience.

 Evaluator will interview the program

person.

 After 10 minutes, switch roles.

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Rol

le

e Pl Play y In Inter ervie iew Que w Questi stion

ns

1.

Who does your program serve? Who are your clients??

2.

What changes do you want to see in your clients? In your community?

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What are your staff doing to achieve those changes?

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How will you know if you are successful? What does success look like?

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How do you know if things are going well? How do you know if something needs to change?

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If you had a magic wand, what one thing would you change in your program? In your community?

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What information or data help you make decisions today?

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Theo eory y of Chang ange e and nd Logi gic c Models dels

 Linked to each

ther.

 Theory of Change

usually precedes the Logic Model.

 Both should be

pen, organic and

dynamic – subject to change based upon circumstances.

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Kee eep p you

ur

r TOC OC and nd Log

gic

c Mo Model del Aliv ive e wi with th a Lea earning rning Age genda nda

 Create a learning agenda  Have a short list of your

assumptions and hypotheses that you can test to some extent - this will keep you re-visiting your TOC and logic model

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What at wi will suc uccess cess look k lik ike? ? How w wil ill we e kn know w how we e are e do doin ing? g?

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 A type of data that stakeholders agree

will represent what success looks like for different areas of focus.

 Indicators ‘unpack’ the outcomes:

 Measureable and observable.  Quantitative or Qualitative.

 Indicators answer the questions:

 “What will tell me if my program is

successful?

 How will I know we are successful?”

Wh What at ar are e in indi dica cator

rs?

s?

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The e Keys ys to De Designing signing Suc uccessfu cessful Outcomes are being able to…

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 Clearly define your program outcomes.  Identify and employ the right strategies

to achieve those outcomes.

 Defining what success looks like OR

utcome indicators.

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So So, , whe when do w n do we e get get to the

the fu

fun n par art?!?!? t?!?!?

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"If you don't know where you are going, you will wind up somewhere else.“

Yogi Berra

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QU QUES ESTIONS? TIONS?

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For r Hand ndouts

uts and

nd th theP ePowerP erPoint

int,

, plea ease se vis isit it th the e Collaborativ aborative e Solutions utions Cons nsul ulting ting web ebpag page e at t cs csc-nm.co nm.com m or th the e Collab laborativ

rative

e Solutions utions Cons nsul ulting ting Face ceboo book k page ge

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Contact Info:

Patty Emord Collaborative Solutions Consulting 505.228-2274 pattye@csc-nm.com

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