1. Learning By Doing (Or Looping the Loop, Scooping the Poop & Shooting the Hoop)

2. MfO = Continuous Improvement Planning Implementation and delivery Review Continuous Improvement Assess effectiveness & efficiency of interventions Identify options and choose the ‘best’ intervention set Deliver interventions, monitor and refine Confirm outcomes. Strategic scan. Check indicators. Identify major areas for change Direction Setting Success: Results Change Outputs Success: Capability to Improve Outcomes

3. Mega Messages Embed evaluative thinking into all mgmt practice (=> this is about evidence informed decisions, evaluation is just one tool) Plan evaluative work on strategies & ‘big stuff’ Prioritise interventions / questions / rscs carefully Focus on affordable measures driving decisions Be Honest about poor results / remedies …. & about what cannot be assessed (save scarce resources) Build Capability - so all staff become informed purchasers & consumers of perform nce info Optimise – Revise output mix to raise results

4. Evaluative Plans: Focus on Value Focus on improving big strategies & interventions Focus on questions & answers ‘driving decisions’ Focus on affordable measures to drive decisions Plan reviews so answers there at decision time Prioritise interventions / questions / rscs carefully Embed evaluative thinking into all mgmt practice (=> want evidence informed decisions, evaluation is just one means)

5. Logical Policy, Design, Delivery & Monitoring Outputs Coverage Near-term Results Intermediate Outcomes End Outcomes To improve the lives of our people Generate significant change … Affect knowledge & behaviours … Reaching intended areas & people … Of integrity, quantity, quality … Intervention Logic Helps you “Manage the Results Chain”

6. Big Questions to Big Decisions (Link Output & Outcome Info to What Agencies Control) Strategies / interventions designed well? Good delivery? (quantity, quality, coverage of outputs) Near-term results improve as anticipated? Outcomes strongly attributable to outputs? Unplanned consequences? (positive or negative) --- Building Confidence ‘Big Things’ Work --- Over time …

7. Intervention Logic Helps Us … Outcome Hierarchy Success Criteria Risks Within Control Risks Outside Control Activities & Resources Performance Indicators End Outcome Int. Outcomes Near-term Results Coverage Outputs (Quant & Quali) After Sue Funnell (1997) and John Mayne (1999) Plan, Manage & Assess Results

8. Monitoring the Results Chain

9. Build Capability, Knowledge Culture of enquiry – from senior mgmt ‘way down’ Informed purchasers & users (managers, planners, policy & op staff) Prioritising evaluative / business analysis effort Credible evaluative capability (capacity, skills) Systematic exchange of data, methods & results Results shape decisions, delivery & output mix

10. You Know Its Happening When: Agencies have evaluative plans (=> clear priorities) Logic models for strategies & ‘big’ interventions Full logic models drive specification & delivery Decision-makers hunting evaluative feedback Performance monitoring frameworks (based on logic models) are ‘in place’ around ‘big results’ Agencies report how ‘big stuff works’ in SOI Resources chase success (migrate from ‘problem areas’) Agencies know what they don’t know! (manage risks) But good planning & prioritisation = selective application of effort (Not everything can, or should, be assessed)