1. We won an award… but have we made a difference? Kim Stewart, Project Manager Baptist Community Services NSW &ACT

2. 2009 Award for Excellence in Evaluation

3. 2010- No change in quality measures…

4. Our CEO’s theory: We achieve what we measure.

5. Our measuring system is award winning…

6. So what is going on??

7. The Client Perception of Value (CPV) Project Residential Aged Care

8. Baptist Community Services (NSW & ACT) One of Australia’s largest aged care providers. 3,700 staff and 1,000 volunteers. $220 million turnover last year. Clients… Over 12,000 in aged care. Our aim? “To bring life-transforming care to our clients”

9. Aged Care likes its measures: Medical Financial Nutritional Recreation participation Physical activity Depression scores Dementia scores and even the number of visitors…

10. CLIENT VALUES

11. Need to evaluate success of services Design survey with clients Clients provide feedback on services Actions proposed in response to feedback Clients consulted about response Services altered in response

12. “Genuine opportunities for aged and frail clients to assess services, comment on organisational responses and influence services provided”

13. We’re still talking about a survey though…

14. The Survey

15. Response rates greater than 50%

16. An award winning evaluation process.

18. Change processes at BCS Facility Managers Regional Leadership Executive Management CEO and Board Directives Local changes Consistent changes across multiple sites Consistent changes across the organisation Changes embedded in organisational culture and business plans

19. Change processes at BCS Community Managers Regional Leadership Executive Management CEO and Board Directives Local changes Consistent changes across multiple sites Consistent changes across the organisation Changes embedded in organisational culture and business plans

20. Change processes at BCS Community Managers Regional Leadership Executive Management CEO and Board Directives Local changes Consistent changes across multiple sites Consistent changes across the organisation Changes embedded in organisational culture and business plans

21. We don’t just want data…

22. We don’t want to be a standard bearer…

23. We want real and sustained change: = MAXIMUM INFLUENCE.

24. SUCCESSFUL EVALUATION Evaluation Methodologies

25. What else do we need to think about? 1.Management ‘Best Practice’ 2.Influence Strategies 3.Evidence-based decision making 4.Theories of change

26. Management ‘Best Practice’ Our vision is… “Life transforming care”

27. Management ‘Best Practice’ SMART Objectives.

28. Management ‘Best Practice’ Using what we already have in place…

29. Influence Strategies Communicate!! Well, Often, And with information.

30. Influence Strategies Serve the people you are working with.

31. Influence Strategies Plant seeds and be patient.

32. Evidence Based Decision Making Link the evidence to a decision.

33. Evidence Based Decision Making Be seen as the source of information.

34. Evidence Based Decision Making Challenge others to start with evidence.

35. Evidence Based Decision Making Be a relief from the pressure of the unknown.

36. Theories of Change Bright Spots.

37. Theories of Change “This is possible”

38. Theories of Change Set a clear direction.

39. Theories of Change Speak to their emotion.

40. How could you say no??

41. Success?? The CPV evaluation is now the primary measure of client outcomes for all business plan initiatives.

42. Influence?? New lifestyle position at every facility. New food service and dining standards. New Action Plan minimum requirements.

43. Influence?? Providing the answer to the issue of change… Organisational shift to Systems Thinking and consequent restructure.

44. The Client Perception of Value (CPV) Project An evaluation that has influence.