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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 pre-employment 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 self-employment 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 Inputs Outputs Outcomes Attrib %Deadweight % Impacts
Who we have an effect on
Who has an effect on us
Finance (a
contract) time
skills etc
Summary of
activities (contract outputs)
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
Has anyone
else contributed to the delivery of these
outcomes?
Would they have
happened anyway
without us
Outcomes MINUS
attribution and
deadweight
Description Indicator QuantityFin Proxy
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.
