Transcript Support Effective Practice

Evaluation and Organisational Change:
Managing Complexity-Guiding Solutions
anzea 2013 Conference
22–24 July 2013
Alexandra Park, Epsom, Auckland
Michael Blewden and Sarah Greenaway
Te Pou o te Whakaaro Nui
Session Overview and Purpose
• Background to Te Pou
• Introduce the change embarked on
• Evaluative tools/processes used
• Reflect on utility and value, progress and
challenges
Te Pou
• NGO funded by MoH through Health Workforce
NZ
• Workforce/service development support
• Mental health, addictions, and disability sectors
Community
development
Workforce
development
System
development
Policy
development
Organisational
development
Historically
Opportunity
Integrated/coordinated delivery
Research and Evaluation
Programme
Collaborative approach
Organisational focus
Outcomes Information
Programme
Workforce Development
Programme
Responsiveness (need, priorities,
context, readiness)
Strengths-based/capacity building/
sustained outcomes
Ability to demonstrate success
This way of working became known as the:
Support Effective Practice (SEP) approach
Engagement
Review
Partnering
Client
management
approach
Delivery
Understanding
Planning
/Develop
Agreement
Partners need and context (e.g. readiness
or capacity for change, priorities)
Complex
Simple
e.g. information
dissemination
Coexistence
Self Reliance
e.g. training
programme
e.g. service redesign,
comprehensive change
strategy
Communication
Cooperation
Co-ordination
and Collaboration
Partnership
Shared
Information
Shared
Resources
Shared
Work
Shared
Responsibility
Understanding the need
Problem/Need
Causes and
Contributing Factors
What is the
evidence?
Why does problem/need
occur?
Nature and
extent
Are some causes more
important or influential?
For whom?
Are there known casual
pathways?
History?
Future
projections?
Is anything already known
about what is/isn’t
effective in response?
Consequences
Opportunity
What are the
consequences of
problem/need?
What
opportunities
are presented?
Who is affected –
directly and
indirectly
Why are these
worth pursuing?
What benefits
will be
delivered?
Funnell, S., & Rogers, P. (2011). Purposeful Program Theory. Jossey-Bass, San Francisco, CA
Situational Analysis
Issue
Stakeholder
engagement
Causes
Relationships
and engagement
often ‘individual’
rather than
‘organisational’
Consequences
Necessary
leaders/leadership not
engaged
Services not always
delivered efficiently or
strategically (e.g. when
ready, in right order)
Opportunities
Engagement that
builds leadership,
commitment and
ownership
Delivery more
coordinated, needs
based, timely,
project managed
Community/Society
Organisation
Team
Individual
Work practices
Outcomes
for service
users
Factors
impacting
effective
practice
Clarifying the programme theory
Enhanced outcomes for service users
More about
our
partnerships
Least ability to attribute
outcomes to Te Pou
Enhanced services
Enhanced service/workforce development interventions
Enhanced service/workforce development strategy
More
about our
practice
Greatest ability to
attribute outcomes to
Te Pou
Enhanced service/workforce development approach
Planning, evaluation, monitoring framework
How much did we
do?
WHAT
Outputs
(Quantity)
How well did we
do it?
HOW and WHY
Process (Quality)
Is anyone better
off?
RESULT
Outcomes
(Success)
Focus and scope of evaluation
Sphere of
Influence
Sphere of
Control
Planning,
development and
delivery of service
and workforce
development
‘What’/’how well’
Te Pou
programmes
Sector
engagement
and
participation
‘What’/’how well’
Outcomes
Service
development
Quality
effective
services
Sphere of
Interest
Improved
outcomes
for service
users
‘Is anyone better off?’
Impact
Utility and value
• Tools and models
- translation devices
- engagement/communication
- shared understanding
- connecting to the evidence
• Emergence of evaluative thinking, outcomes
focus, critical engagement
Implementation
• SEP implemented in a variety of forms
- formalised MoU - complex service change
- co-ordination of work at service level
- NGO district or regional level development
- planning and delivery of training
Challenges/Issues
• Environment of constant change
• Conceptual understanding to operational
responses
• Strategic developments vs day to day needs