Transcript Outputs and Outcomes

Outputs and Outcomes
Building Better
Opportunities
Neil King - Director – CERT Ltd.
Outline
• ESF
• Building Better Opportunities
• Impact
• Impact Mapping
• Theory of change
• Aims and Objectives
• Outputs and Outcomes
ESF – European Social Fund
• Increase labour market participation
• Promote social inclusion
• Develop the skills of the potential and
existing workforce
• Tackle barriers and achieve real
benefits for individuals, enterprises and
local communities.
ESF – rationale
“there is a risk that the most
disadvantaged will be left behind and find
it increasingly difficult to compete
effectively for work. ESF therefore needs
to be used to ensure that these
disadvantaged groups are provided
with the right level of support, tailored
to the needs of individuals and businesses
in local labour markets.”
Main Activities
• additional and innovative approaches to preemployment training
• additional support for long-term unemployed
people, including those who have left the
Work Programme, and including new
approaches to work experience and
training;
• improving the employability and
transferable skills of unemployed, inactive
and disadvantaged people;
Main Activities
• training workless people and those facing redundancy
who need to upgrade their skills or learn new skills
(including basic skills and English for speakers of other
languages);
• responding flexibly to employer demand in local labour
markets where LEPs and their partners identify specific
needs;
• as part of wider packages of support, using selfemployment as a route out of worklessness;
• support activities to encourage the unemployed to start
and grow businesses (including social enterprises).
So Why am I telling you this!
2014-2020 European Programmes
• The Humber LEP is in the final
negotiating stage with government
for a new 6 year programme
• There are now “Opt-Ins” which are
designed to make the most of the
E.U. Funding – Big Lottery is one of
these
Opportunities?
• £7.1m
• Plus match funding (Up to £7.1m
more)
• Pre-matched funding (Big Lottery)
• Social inclusion targets
• Recognition of the third sector as
potential suppliers
Please note that all of the
information in this presentation
is still under consultation and
development.
Which brings us round
to…………..
Outputs and
Outcomes!
E.S.F.
• Demands a clear strategy
• Wants a fit with policies locally,
regionally, nationally and European
• Requires clear Outputs – that you
will be measured by
• Wants quantifiable Outcomes
Big Lottery
• Seek to maximise the impact of
their funds
• Based on evidence about what
works best
• Aim to enable VCSE providers to
make the greatest impact possible
on need
Its all about IMPACT!
Outcomes and Outputs
• Are the bits that everyone
struggles with!
• You just need to understand
impact measurement first
You know what you do
but……..
Do you know
what it does?
Managing Impact
Impact Mapping
Stakeholder
Who we
have an
effect on
Who has an
effect on us
Inputs
Outputs
Finance
(a
contract)
time
skills etc
Summary
of
activities
(contract
outputs)
Outcomes
Things that happen AS A RESULT of you
delivering the outputs. Try to focus on
things that wouldn’t happen if other
organisations delivered the outputs
Fin
Description Indicator Quantity
Proxy
Attrib %
Has
anyone
else
contribut
ed to the
delivery
of these
outcomes
?
Deadweight
%
Would they
have
happened
anyway
without us
Impacts
Outcomes
MINUS
attribution
and
deadweight
Theory of Change
• defines all building blocks required to
bring about a given long-term goal
• tool that sets out a clear path from
your day-to-day activities to the
outcomes you achieve to the change
you want to create
• provides a framework that can be used
to assess whether an intervention is
working as planned and how it can be
improved
How it works
• Identify long term goals
• Backwards mapping and collecting
outcomes
• Completing an outcomes framework
• Identifying assumptions
• Developing indicators
• Identifying interventions
Think NPC
http://www.thinknpc.org
What are aims and
objectives?
• Aims are the changes you are
trying to achieve.
• Objectives are the methods or the
activities by which you achieve
your aims.
Aims
Aims are the particular changes that a
project or an organisation is trying to
achieve.
•To increase participation in practical
environmental activities.
•To increase the sustainability of voluntary
sports clubs for disabled people.
•To improve take-up of welfare benefits
entitlements in the over 60s.
•To reduce truancy and school exclusions.
Objectives
Objectives are the methods or the activities by
which an organisation plans to achieve its aims.
For example: To help our clients to read, we will:
• Provide one-to-one literacy support
• Work with prisons to identify people with
reading difficulties
• Lobby schools, government and other bodies
to move literacy up the policy agenda.
Outcomes and Outputs
What is the difference between
outputs and outcomes?
Outputs are……
…the products, services or facilities that result
from an organisation's or project's activities.
Outputs can include:
• services you offer
• products you sell or give away (for example,
booklets)
• and facilities you provide.
They are what you 'put out' as a result of your
activity.
Outputs are not …….
the benefits or changes you achieve
for your users
they are the interventions you make
to bring about those achievements.
THEY ARE THE THINGS THAT YOU DO!
Outputs relate to
objectives.
• Objectives are the planned areas of activity
through which you intend to achieve your
aims.
• Outputs are specific services and products you
offer to carry out those objectives. e.g.
• Objective: to provide one-to-one reading
support.
• Outputs: 30 one-to-one reading courses of 10
sessions each.
Outcomes
….are the changes, benefits,
learning or other effects that
happen as a result of what the
project or organisation offers or
provides (outputs)
For example
People who attend reading courses:
• Are more confident at reading
• Read better
• Read outside our classes well
enough to have independent lives
• Have improved self-confidence all
round.
And that’s it!
The importance of planning
•
•
•
•
•
•
Why do we want to do it and for whom?
What will we monitor and evaluate?
How will we do it?
Who will do it and do we have the right skills?
When will we do it?
What resources will we need, including outside
support?
• What will we do with the information we get?
Integrating monitoring
and evaluation
“Monitoring and evaluation systems should be developed
when an organisation or project first starts up, so that
collecting information becomes part of everyday life.”
Often there are later opportunities to expand, develop or
focus monitoring:
• when an organisation is changing or developing
• when information is needed for assessment against
quality standards
• when information is needed for strategic planning.
Neil King - CERT Ltd.
01469 572313 Ext 18
[email protected]
WWW.cert-ltd.co.uk