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 A systematic 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 Research Scientifically Vigorous Prove/Disprove Proof Definitive Answer Causation Evaluation Scientifically Flexible Establish Value Decision-Making Subjective Answer Correlation

11. Evaluation: Basic Definition The process of: asking questions; collecting data to help answer the questions; communicating collection results; 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 Learning Accountability

18. Proving Grading/Scoring A Post-Test Improving Learning from Results A Strategic Process Developed in Advance 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 Strategic Intent and Planning Ask Key Questions Track Learn

23. 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 ToC reflects an organization’s belief about how impact happens ToC Defined

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

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

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

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 and how 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_eval20 10.pdf http://www.acf.hhs.gov/sites/default/files/ opre/program_managers_guide_to_eval20 10.pdf W. K. Kellogg Foundation Evaluation Handbook (2004). Retrieved from: http://www.wkkf.org/resource- directory/resource/2010/w-k-kellogg- foundation-evaluation-handbook http://www.wkkf.org/resource- directory/resource/2010/w-k-kellogg- foundation-evaluation-handbook