Getting outcomes creds and saving time! September 25, 2009
Posted by Paul Duignan in : Doing evaluation more efficiently, Accountability, Outcomes systems architecture, Philanthropy, Strategic planning, Using the approach, Easy Outcomes, Outcomes models, Standards, DoView , add a commentPublic sector organizations these days have two important imperatives: establishing that they are truly ‘results and outcomes-focused’ while also becoming more efficient in their internal organizational activity. The really good news in the outcomes area is that using a central tool of outcomes work - outcomes models (a particular type of visual model of all of the high-level outcomes the organization is seeking to achieve and the steps it is taking to do so) is that organizations and programs can do both at the same time. (more…)
Tracking jobs created under the U.S. Recovery Act - when should the attempt at measurement be abandoned? June 16, 2009
Posted by Paul Duignan in : Impact evaluation, Outcomes systems architecture, Attribution, Reporting systems, Outcomes theory & politics, Indicators, Accountability, Using the approach, Doing evaluation more efficiently, Measurement, Outcomes theory & the news, Evaluation planning , add a commentThe default expectation in at least some sections of the U.S. public sector seems to be that it should always be feasible and affordable to both measure and attribute the results of interventions. This is using the term attribution to mean being able to actually demonstrate that a change in an outcome has been caused by a particular intervention rather than being the result of other factors (see here for more on attribution). The recent U.S. Recovery Act is a case in point. While it’s reasonable to start from the position that you should routinely assess the possibility of measuring and attributing changes in outcomes of particular interventions, you can’t start by just assuming that it will always be feasible or affordable to do this. Clinging to such an assumption, where it is untrue, can result in you either measuring an outcome when the data you are collecting is not accurate, or acting as though what you are measuring (even if it is an accurate measurement of a change in an outcome) is demonstrably attributable to a particular program, when in fact it may not be. (more…)
The error of limiting focus to only the attributable June 8, 2009
Posted by Paul Duignan in : Outcomes systems architecture, Attribution, Reporting systems, Indicators, Accountability, Using the approach, Measurement, Easy Outcomes , add a commentI am continuing to develop a set of articles which outline various problems which are often built into the outcomes systems which I see. The one I have just put up is on the Error of Limiting Focus to Only the Attributable. This is where the whole emphasis of a performance management or other outcomes system is just on holding a provider to account for a list of demonstrably attributable indicators (often called outputs, deliverables, or key performance indicators). This often creates problems. (more…)
Over-simplifications in outcomes, monitoring and evaluation June 3, 2009
Posted by Paul Duignan in : Outcomes systems architecture, Attribution, Reporting systems, Outcomes theory, Accountability, Evaluation planning, Using the approach, Doing evaluation more efficiently, Easy Outcomes , add a commentAn evaluation colleague Patrica Rogers commented on an earlier blog posting of mine in which I was claiming that what I am trying to do it to make outcomes, monitoring and evaluation work ‘easier’. She challenged me on that idea and pointed out that often what we are having to deal with is over-simplification in the way people are working with outcomes, monitoring and evaluation. Her comment inspired me to work up an article on over-simplification in outcomes and evaluation and after getting underway with it I realized all of the different ways in which people approach outcomes, monitoring and evaluation with over-simplified approaches and the problems which these cause. (more…)
Unalterable deliverables and program inflexibility June 2, 2009
Posted by Paul Duignan in : Outcomes systems architecture, Reporting systems, Indicators, Accountability, Measurement, Using the approach , add a commentBack blogging now after having been on holiday. Recently I ran into the problem of unalterable deliverables in a project I am involved in. This problem was also mentioned in the UN report on its results-based management system that I blogged about a couple of postings ago. The problem arises where a project is set up and deliverables are set, but where ideally there needs to be some flexibility regarding deliverables as the program develops over time. Sometimes the problem is just a result of the difficulty of changing deliverables. (more…)
Intense analysis of the U.N. Results-Based Management System May 5, 2009
Posted by Paul Duignan in : Outcomes theory, Outcomes systems architecture, Attribution, Reporting systems, Indicators, Accountability, Standards, Using the approach, Doing evaluation more efficiently, Measurement, Outcomes models , add a commentI have just put up an Outcomes Theory Knowledge Base article which is an intense analysis of the United Nation Results-Based Management System. (Its obscure work, but someone has to do it!). The exciting part is that it has let me road-test my new Outcomes Systems Checklist. This now provides a common framework for analyzing any outcomes system - outcomes systems being any system which attempts to identify, measure, attribute or hold parties to account for outcomes or the steps which it is thought lead to them. A 2008 report from the U.N. itself on its Results-Based Management System said that the system was: ‘an administrative chore of little value to accountability and decision-making”.
The single list of indicators problem April 27, 2009
Posted by Paul Duignan in : Attribution, Reporting systems, Outcomes systems architecture, Indicators, Measurement, Accountability, Using the approach , 2commentsMany results management, performance management and monitoring systems suffer from what is called the ’single list of indicators’ problem. I have just put up an article on the Outcomes Theory Knowledge Base regarding this problem (the URL of the article is at the bottom of this blog posting). It arises in situations where there is a demand that an indicator list be high-level (i.e. not at the output level) but at the same time that the list be able to be used to hold a program, organization or other intervention to account. Often one list cannot be used to do both of these jobs. There are four things that can happen in regard to single list approaches, all four create problems and can lead to undermining the credibility of the outcomes system in which they occur. (more…)
Tears in outcomes land: the non-output demonstrably attributable indicator paradox April 23, 2009
Posted by Paul Duignan in : Outcomes systems architecture, Attribution, Reporting systems, Indicators, Accountability, Using the approach, Measurement, Outcomes models , add a commentIf there is one thing that causes a terrible amount of pain in outcomes land, it is the Non-Output Demonstrably Attributable Indicator Paradox. This paradox manifests itself as the demand to find an intermediate outcome which can be used for accountability purposes. The paradox comes into play when this quest is accompanied by a demand that such intermediate outcomes not also be outputs. Sometimes this demand is made explicitly, other times it is made implicitly. Outcomes models which are structured into horizontal layers (outputs, intermediate outcomes, final outcomes), implicitly make this demand by requiring that a step be put in either the outputs or the intermediate outcomes layer within the model. Many funder contract management and provider staff spend hours and hours in rooms trying to find such intermediate outcomes only to walk away frustrated. There is a simple solution to this problem by building a technically sound outcomes system. (more…)
Making outcomes theory more concrete - checklist for assessing outcomes systems April 21, 2009
Posted by Paul Duignan in : Outcomes theory, Outcomes systems architecture, Attribution, Reporting systems, Accountability, Measurement, Using the approach, Communicating outcomes models, Strategic planning, Doing evaluation more efficiently, Outcomes models , 1 comment so farMost normal people would think that it’s very very obscure, but I’ve just put up a Checklist for Analyzing Outcomes Systems in the Outcomes Theory Knowledge Base and it’s a very exciting development. Up until now the Outcomes Theory Knowledge Base has consisted of a set of articles which outline various aspects of outcomes theory. Outcomes theory is a general theory which covers all types of outcomes systems. Outcomes systems are any type of performance management system, results-base system, monitoring system, evaluation system, outcomes-focused contracting system, or strategic planning system (the term even includes evidence-based practice systems). Such systems have, in the past, been seen as somewhat different types of things without a common theory existing to analyze them. Outcomes theory is based on the insight that we can theorize them as a common type of system and then use the theory to work out how such systems should be best structured. This approach becomes powerful at the moment that we can start applying it to actual real-world outcomes systems. This is the role of the checklist I’ve just developed. (more…)
Reliability versus validity - read on it’s important! April 16, 2009
Posted by Paul Duignan in : Evaluation debates, Indicators, Accountability, Measurement , 2commentsNow that Easter is over (and the yard gate has been built to keep in the dog that my wife and the kids have their hearts set on getting). I’m back blogging. Today I want to talk about the difference between reliability and validity. It sounds technical, but read on, its really important in a lot of results and outcomes areas. In psychology, where I come from, they spend a lot of time drumming this distinction into you. Reliability is whether measurements at different times and by different people will give you the same result. Validity is whether you are measuring the right thing. (more…)