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OUTCOMES-BASED

OUTCOMES-BASED. LIBRARIANSHIP. Mood Setting. Spot your own!. TEAMWORK. T. E. A. M. WORK. T.OGETHER E.VERYONE A.CHIEVES M.ORE. MANDATES. RA 9246: An Act Modernizing the Practice of Librarianship in the Philippines Up to 2004: Congress, Senate, Bicameral

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OUTCOMES-BASED

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  1. OUTCOMES-BASED LIBRARIANSHIP

  2. Mood Setting Spot your own!

  3. TEAMWORK T. E. A. M. WORK

  4. T.OGETHER E.VERYONE A.CHIEVES M.ORE

  5. MANDATES • RA 9246: An Act Modernizing the Practice of Librarianship in the Philippines • Up to 2004: Congress, Senate, Bicameral • February 19, 2004: Signed by the President

  6. MANDATES • Library Standards • School Libraries • Academic Libraries • Special Libraries • Public Libraries Through Orders Memos

  7. STANDARDS MISSION, GOALS AND OBJECTIVES ITFS Information Technology Facilities and Services

  8. RA 9155: Governance of Basic Education Act • RA 10533: K-12 Law • RA 10157: Kindergarten Law

  9. SCHOOL Faculty Instruction Library & AVR SCHOOL PHILOSOPHY AND OBJECTIVES Laboratories School & Community Administration Physical Plant Student Services

  10. Considering that you will still be in your Library/ies for the next 3-5 years, • what is your ORGANIZATION’S/TEAM’s greatest/most passionate dream to fulfill these mandates on librarianship? • what would your ORGANIZATION / TEAM commit for this dream? • what values to uphold for this dream? VISION MISSION CORE VALUES

  11. DIFFERENCE BETWEEN VISION AND MISSION DREAM

  12. are measurable end results. They are the desired outputs and outcomes of the education process. STRATEGIC OBJECTIVES

  13. output products of library processes/activities (e.g. number of titles catalogued, number of loans, number of information requests) outcome direct, pre-defined effects of the output related to goals and objectives of the library’s planning (e. g. number of users, user satisfaction levels)

  14. OUTPUTS • Outputs are the elements of operation or level of effort, the tangible products or services resulting from the implementation of the programs and strategies • The outputs of programs and strategies should produce the desired outcomes for participants in the programs and the recipients of services.

  15. What is a focus on outcomes? • Provides a convincing storyline (outcome level); • Provides a clear and meaningful vision of success (objective statement); • Answers the question: What visible changes in behavior can be expected among end users as a result of the project, thus validating the causal chain?

  16. Outcome focus vs Output Focus Output focus Outcome Focus

  17. STANDARDS as source of STRATEGIC OBJECTIVES MISSION, GOALS AND OBJECTIVES ITFS Information Technology Facilities and Services

  18. R

  19. OUTCOMES • the benefits or changes for participants in programs or recipients of services during or after the program or strategy is implemented. • may relate to knowledge, skills, attitudes, values, behavior, condition or status of the participants or recipients. • They are what participants know, think, or can do and, in the long-term, what their condition or status is following the program or strategy.

  20. OUTCOME Statement • Writing an outcome statement can take a number of forms—the more straightforward, the better. • Here is a typical format:

  21. OUTCOME CHAIN Technical assistance in needs assessment and planning with library users to: • Increased understanding of steps involved in conducting a needs assessment of library users which leads to • Improved ability to complete a needs assessment process which leads to • Improved understanding of the needs of library users which leads to • Increased focus of program development activities on priority needs for library users

  22. Outcomes Checklist • Are the outcomes related to the “core business” of your program? • Is it within your control to influence the outcomes? • Are your outcomes realistic and attainable? Are your outcomes achievable within the funding and reporting periods? • Are your outcomes written as change statements—will things increase, decrease, or stay the same? • Have you moved beyond client satisfaction in your outcomes? • Is there a logical sequence among your short-term, intermediate, and long-term outcomes? • Are there any big “leaps” in your outcomes, i.e., gaps in the progression of impacts?

  23. LOGIC MODEL for OUTCOMES • It is a representation of the linkages between program activities and the changes those activities will produce. • It helps you see whether there is any “logic” to your program—whether the connections between what you do and what you hope to achieve make sense. • It provides greater clarity about and helps tell the story of your program.

  24. Administration • Human Resources • Collection Development • Services and Utilization • Physical Facilities • Information Technology Facilities and Services • Financial Resources • Linkages and Networking

  25. KEY RESULT AREAS (KRAs) manifestations that the Objectives are being realized. They are stated in terms of focused performance parameters which must still be quantified Performance Indicators (PIs) are the numerical measurements attached to the KRAs. These PIs are the targeted performance outputs and outcomes

  26. DepEd KRAs/PI’s • Access Rate • Retention Rate • Completion Rate • Achievement Rate Pis – by SYs

  27. Developing the KRAs and PIsfor Outcomes and/or Outputs • Define a set of KRAs and PIs corresponding to outcomes and / or outputs • Outcomes and outputs are usually too broad to enable data collection tools to be developed directly from them. • Remember, the purpose of outcomes is to describe the intended impact the client organization experiences. • For this reason, KRAs and PIs are used to serve as a bridge between intended outcomes, outputs and the actual data collection process. • KRAs and PIs enable you to determine whether the library users you work with have, in fact, changed in the specific ways that indicate your intended outcome and output have occurred. 

  28. KRA and PI Checklist • Do your KRA and PI make sense in relation to the outcomes they are intended to measure? • Are your KRA and PI directly related to the outcome?  Do they define the outcome? • Are your KRA and PI specific? • Are your KRA and PI measurable or observable?  Can they be seen (i.e., observed behavior), heard (i.e., participant interview), or read (i.e., client records)? • Is it reasonable that you can collect data on the KRA and PI?  • Is it likely within your resources to collect data?

  29. Administration • Human Resources • Collection Development • Services and Utilization • Physical Facilities • Information Technology Facilities and Services • Financial Resources • Linkages and Networking PI KRA PI KRA PI KRA PI KRA PI KRA

  30. input contribution of resources in support of a library (e. g. funding, staff, collections, space, equipment) activities / processes set of interrelated or interacting activities which transforms inputs into outputs (e.g. cataloguing, lending, reference service) output products of library processes (e. g. number of titles catalogued, number of loans, number of information requests) impact difference or change in an individual or group resulting from the contact with library services input activities process output outcome impact outcome direct, pre-defined effects of the output related to goals and objectives of the library’s planning (e. g. number of users, user satisfaction levels)

  31. PI Programs, Projects Activities KRA PI KRA Programs, Projects Activities PI KRA Programs, Projects Activities PI Programs, Projects Activities KRA PI KRA Programs, Projects Activities

  32. PPA - Programs, Projects Activities ACTIVITIES/PROCESSES INPUTS PI PPA BUDGET KRA BUDGET PPA PI KRA BUDGET PPA PI KRA PI PPA BUDGET KRA PI KRA BUDGET PPA

  33. BUDGET vs OUTCOMES

  34. Administration INPUTS ACTIVITIES/PROCESSES PI PPA BUDGET KRA BUDGET PPA PI KRA BUDGET PPA PI KRA PI PPA BUDGET KRA PI KRA BUDGET PPA

  35. Human Resources INPUTS ACTIVITIES/PROCESSES PI PPA BUDGET KRA BUDGET PPA PI KRA BUDGET PPA PI KRA PI PPA BUDGET KRA PI KRA BUDGET PPA

  36. Collection Development INPUTS ACTIVITIES/PROCESSES PI PPA BUDGET KRA BUDGET PPA PI KRA BUDGET PPA PI KRA PI PPA BUDGET KRA PI KRA BUDGET PPA

  37. Services and Utilization INPUTS ACTIVITIES/PROCESSES PI PPA BUDGET KRA BUDGET PPA PI KRA BUDGET PPA PI KRA PI PPA BUDGET KRA PI KRA BUDGET PPA

  38. Physical Facilities INPUTS ACTIVITIES/PROCESSES PI PPA BUDGET KRA BUDGET PPA PI KRA BUDGET PPA PI KRA PI PPA BUDGET KRA PI KRA BUDGET PPA

  39. Information Technology Facilities and Services INPUTS ACTIVITIES/PROCESSES PI PPA BUDGET KRA BUDGET PPA PI KRA BUDGET PPA PI KRA PI PPA BUDGET KRA PI KRA BUDGET PPA

  40. Financial Resources INPUTS ACTIVITIES/PROCESSES PI PPA BUDGET KRA BUDGET PPA PI KRA BUDGET PPA PI KRA PI PPA BUDGET KRA PI KRA BUDGET PPA

  41. Linkages and Networking INPUTS ACTIVITIES/PROCESSES PI PPA BUDGET KRA BUDGET PPA PI KRA BUDGET PPA PI KRA PI PPA BUDGET KRA PI KRA BUDGET PPA

  42. OUTCOMES ACTIVITIES INPUTS OUTPUTS

  43. SResults Hierarchy • Impacts • Outcomes • Outputs • Activities • Inputs Longer-term benefits Effectiveness Results Deliverables Efficiency Procurement & Disbursements

  44. Problem in Execution

  45. Execution Gap

  46. Problem of Execution

  47. EXECUTION • WORK AS A TEAM • DOCUMENT WELL • MONITOR AND EVALUATE • CELEBRATE ACCOMPLISHMENTS

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