Strategic Intent: Mission-Based Work

1. Strategic Intent: Mission-Based Work Dave Higaki Tanya A. Hills, D.H.Ed. (c) February 3, 2016

2. Objectives Understand Key Concepts and Terminology Understand How Strategic Intent and Thinking are linked to Evaluation Understand How Your Theory of Change and Logic Model are linked to Evaluation Consider How to Apply the Information

3. Strategic Intent Toni’s Cake Metaphor

4. Strategic Intent Your Intent must be easily understood and sets the direction for all key stake holders to aspire too. In Silicon Valley they talk about disruptors Innovators that disrupt existing market or replace established market leaders Uber - Airbnb – Drop Box -

5. Strategic Intent Declaration of your stretch Goal – to drive direction “To make the best Guava Cake in Nevada” To create the next American Grand Slam Champion”

6. Programing Service vs. Impact Organization – what are you building? What problems are you addressing? What Impact are you making and can you demonstrate your work?

7. What is Evaluation?

8. Research Defined Research seeks to prove or disprove a hypothesis by finding a definitive and replicable answer. The systematic process of collecting data in a controlled environment in order to prove or disprove a hypothesis

9. Evaluation Defined Asystematic method or process for collecting, analyzing, and using information to determine the value of a project, policy, program, etc. Predetermined criteria or standards of acceptability identified by stakeholders Context specific indicators/measures

10. Research vs. Evaluation Evaluation Scientifically Flexible Establish Value Decision-Making Subjective Answer Correlation Research Scientifically Vigorous Prove/Disprove Proof Definitive Answer Causation

11. Evaluation: Basic Definition The process of: asking questions; collecting data to help answer the questions; communicating collectionresults; and using data to make strategic decisions, improve your work and tell your story of change.

12. Evaluation Questions? ROI Fundraising Programming Staff Performance Programming Implementation of Programs Impact of Programs

13. What Type of Evaluation? Formative: assesses the implementation process; improve performance or delivery Process:identifies key components of an intervention that are effective (for whom and under what conditions) Summative: permits conclusions to be drawn about impact, outcome or benefits Impact: measures of awareness, knowledge, attitudes and skills associated with behavioral impact or change Outcome: focuses on the ultimate goal of the intervention

14. What Makes Evaluation Tricky?

15. Common Reasons Time Money Expertise Technology Political Will Unclear Aims A lot of Terminology=Confusion

16. Evaluation as a Yardstick=Fear We will be held accountable for things that are out of our control. We will not “measure up”.

17. Competing Agendas

18. Paradigm Shift

19. Why Conduct an Evaluation?

20. Common Reasons Audience: ED, BOD, Funders, Community Allocation of Resources Assess/Improve Quality Fundraising Advance Knowledge Strategic Decision-Making

21. Benefits Evaluation helps identify effective and ineffective services, practices, and approaches–Office of Planning, Research and Evaluation Evaluation leads to better information about the effectiveness and impact of our work, ultimately leading to better decision-making –RWJ Foundation

22. Evaluation Steps • Strategic Intent and Planning Articulate your strategic intent (intended impact and building a theory of change) • Ask • Identify key questions about your ToC and LM and design indicators • Track • Develop and administer tools and aggregate data • Learn Consider • how to use results to inform strategic thinking, improve programs and tell your story of change

23. ToC Defined A specific and measurable description of a social change initiative that forms the basis for strategic planning, on-going decision-making and evaluation An analysis of the causal chain that links your intervention(s) to the goal(s) you want to achieve A ToCreflects an organization’s belief about how impact happens

24. Theory of Change Road Map Immediate Outcomes Intermediate Outcomes Intended Impact Strategies & Activities Social Change Which Will LeadTo… Then… If We… Behavior Attitude Skills Knowledge, etc. Engagement Vision of Success Strategic Intent and Planning

25. The Big Challenge Start with the end(s) in mind… How do you get fromHereto There? What is the connection between our desired IMPACT for women to be safe from domestic violence and our work?

26. Domestic Violence Program Immediate Outcomes Intermediate Outcomes Intended Impact Strategies & Activities Social Change Which Will LeadTo… Then… If We… Increase knowledge of DV and available resources 80% increase knowledge; 70% access resources within 6 mos. Provide temporary housing, individual case management, group sessions and DV education… Women are engaged in DV programming at shelter 90% of shelter clients participate in group DV programs annually Women are safe from domestic violence A 3% decrease in domestic violence in 5 yrs.

27. Mapping Your Work: ToC Enables you to: Better understand your organization’s impact and what you can realistically claim credit for Determine whether your organization’s strategies are in line with your intended impact Engage in good planning and evaluation work, which will helps your organization learn and improve

28. EPATT Story 28 Years in Business Evaluation Changed over time - to reflect program direction - changes in Environment

29. EPATT Story Planning and Approach Design Reflection Revision Roll out – training

30. Conceptual Logic Model Example

31. Measurable Logic Model Example

32. Dashboard Example

33. Building a Data Informed Organization… Audience: Who is the data for? Inclusive Process: Staff, BOD, Community, Individuals Served by Your Organization Evaluation Questions: What do you/they want to know? Communication: To whom andhow will you communicate results? What technology will you need/use? Use: What will you do with the data? How will you use it to inform your work?

34. Building a Data Informed Organization Avoid the Data Trap: Collecting Data to Collect Data; Collect the right data—data that is linked to your strategic intent and what you want to know about your organization, programs, etc. Consistency: Make sure you are consistent with what/how you measure from year to year; establish trends Consider Multiple Methods/Types: Surveys, focus groups, pre/post-tests, site visits, general observation—youth, staff, parents, coaches ,etc. Get creative. Honesty: The Best Policy !

35. Conclusion Strategic Intent is the “call to action” for ED’s, Board, Staff and Funders Programs have to make an impact Evaluation begins with strategic intent and planning; it demonstrates the impact of the work AND helps improves it SWOT, TOC, LM, Evaluation and Strategic Intent and Planning are tools that help shape the culture, thought and success of your organization

36. Questions

37. Resources Harvard Business Review https://hbr.org/2005/07/strategic-intent Examples of Data Driven Organizations www.experiencebell.org https://www.robinhood.org/

38. Evaluation Resources The Program Manager’s Guide to Evaluation (2010). Retrieved from: http://www.acf.hhs.gov/sites/default/files/opre/program_managers_guide_to_eval2010.pdf W. K. Kellogg Foundation Evaluation Handbook (2004). Retrieved from: http://www.wkkf.org/resource-directory/resource/2010/w-k-kellogg-foundation-evaluation-handbook