Learning By Doing

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Learning By Doing

• (Or Looping the Loop,
• Scooping the Poop
• Shooting the Hoop)

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MfO Continuous Improvement
Success Results Change Outputs
Success Capability to Improve Outcomes
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Mega Messages

• Embed evaluative thinking into all mgmt practice
  (gt 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 performnce info
• Optimise Revise output mix to raise results

4
Evaluative Plans Focus on Value

• Plan reviews so answers there at decision time
• Prioritise interventions / questions / rscs
  carefully

• Focus on improving big strategies interventions
• Focus on questions answers driving decisions
• Focus on affordable measures to drive decisions

• Embed evaluative thinking into all mgmt practice
  (gt want evidence informed decisions, evaluation
  is just one means)

5
Logical Policy, Design, Delivery Monitoring
Of integrity, quantity, quality
Reaching intended areas people
Affect knowledge behaviours
Generate significant change
To improve the lives of our people
Intervention Logic Helps you Manage the Results
Chain
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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)

Over time
--- Building Confidence Big Things Work ---
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Intervention Logic Helps Us
After Sue Funnell (1997) and John Mayne (1999)
Plan, Manage Assess Results
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Monitoring the Results Chain
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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

Common Capability Gaps
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You Know Its Happening When

• Agencies have evaluative plans (gt 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 dont know! (manage
  risks)

But good planning prioritisation selective
application of effort (Not everything can, or
should, be assessed)