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1. What is often helpful to do in introducing people to the concept of outcomes?
2. What type of context?
1. By putting the ideas of outcomes and outcome management into a context
2. One that not only shows their evolutionary origin, but also their contrast to some traditional ways of thinking.
Pg. 7 NOT
1. What is the third stage of management?
2. What was the first stage?
1. of Outcomes
2. of Workers
Pg. 7 NOT
1. During the construction and use of railroads to deliver services, what was crucial to the running of such a complex organization?
2. For what purpose was this attention designed for?
3. How would we describe the chain of command at this time(2)?
4. What would you say the focus was on?
1. Attention to procedure
2. Minimizing any potential for mishap or communication
3. Strict and unambiguous
Pg. 8 NOT
1. Henry Ford’s assembly line was merely an extension of whose principles?
2. What were these principles referred to as?
1. Frederick Taylor
2. Theories of Scientific Management
Pg. 8 NOT
1. What approach focuses on what’s wrong with a situation?
2. In what way is this approach effective(2)?
3. In what way is this approach destructive?
4. What is an example of this approach?
1. The problem approach
2. It answers why questions and it can keep someone or some organization liable for remediation of the problem
3. It limits our ability to see success
4. Having a population of children who can’t read and coming to the conclusion that you need a population who can (rather than working with these children to help them read)
Pg. 11 NOT
1. What approach focuses on getting started?
2. What is the appeal of this approach?
3. This approach has more of a focus on the ________ rather than the destination.
4. What question does this approach often prevent us from answering?
1. Activity approach
2. It gets us moving and makes us feel productive right away.
4. Where are we going?
Pg. 11 NOT
1. What is the first question that the process approach asks us to answer?
2. Typical process questions:
Is our p______/o______ correct?
Are we in c_________?
Have we followed all the r___?
Have we had ________ reviews?
Have all possible ___________ been canvassed and/or contributed to the plan?
3. What three words can succinctly express a pitfall of the process approach?
1. What are the rules?
- Is our process/organization correct?
- Are we in compliance?
- Have we followed all the rules?
- Have we had sufficient reviews?
- Have all possible stakeholders been canvassed and/or contributed to the plan?
3. Never quite ready
1. The vision approach focuses on the ___ _______
2. With the vision approach, organizations do not focus upon clearly defined, well formed outcomes, but rather what?
3. What positive idea can the vision approach evoke?
4. One example of an unfortunate vision approach side:
By confusing the e______ of a good mission or vision statement with those of a well-defined o______ statement, it often fails to i________ achievable goals that are within the scope and r____ of the program or organization.
1. Big picture
2. Goals and aspirations better reserved for mission and vision statements.
4. By confusing the elements of a good mission or vision statement with those of a well-defined outcomes statement, it often fails to identify achievable goals that are within the scope and reach of the program or organization.
Pg. 14 NOT
1. What question does the Outcomes approach ask?
2. Before asking additional questions, what must you establish?
3. Example of an outcomes approach question:
What is the b___ way to get to where we want to b_?
4. How does an outcomes approach challenge our comfort levels?
By confronting our:
assessment of our c_____
v_____of our assumptions
theory of c______
1. “What do we want to accomplish?”
2. A set of realistic goals
3. What is the best way to get to where we want to be?
- assessment of our capacity
- validity of our assumptions
- theory of change
Pg. 14 NOT
1. What are the resources that a program commits to an effort?
2. What are 3 examples of inputs?
3. What is the ability of an organization to achieve its desired goals and bring about its desired outcomes?
2. Financial resources, time and staff
Pg. 17 NOT
1. What is a program made up of?
products and services
Pg. 18 NOT
1. What is an outcome?
2. On whom?
3. What exists to serve them?
4. What would the outcome of a job training program be?
1. An intended beneficial effect
2. Stakeholders or interests
3. Our organizations and programs
- 4. Number of graduates who get a desirable position and keep it.
- Pg. 19 NOT
The outcome is the tangible evidence that our activity is leading to what?
The outcome is the tangible evidence that our activity is leading to our vision.
Pg. 19 NOT
1. Impacts are e_______ outcomes
2. In other words impacts are things that happen because of what?
3 Why are impacts tricky?
4. What is an example of a smoking cessation program impact?
5. What are some other examples?
1. Eventual outcomes
2. Impacts - things that happen because of the outcomes we produce.
3. Because they can rarely be predicted with any real accuracy.
4. Living long enough to be a good grandparent.
1. Who is the author of “The Nonprofit Outcomes Toolbox?
2. What two things does he identify as?
3. What panel does he serve on?
4. On what topic is he considered an expert in?
5. For what sectors?
1. Robert M. Penna, PhD
2. A researcher and consultant
3. Charity Navigator Advisory Panel
4. Comparative outcome models
5. Nonprofit and governmental sectors
Impacts are what we h___ for but outcomes are what we w___ for.
Impacts are what we hope for but outcomes are what we work for.
Pg. 20 NOT
1. Who put out "Building a Common Outcome Framework to Measure Nonprofit Performance"?
1. The Urban Institute AND the Center for What Works
1. What is “You Get What You Measure” YGWYM?
2. Who was it developed by?
3. What does it do?
4. When is this helpful?
5. Compared to other outcome models, YGWYM has a focus on what?
6. How are indicators defined here?
7. Are outcomes dictated with this tool? If not, what is recommended?
8. YGWYM is a true p______ d_____ tool
1. An outcome system
2. Yellow Wood Associates
3. Defines and articulates goals and indicateros
4. When you have many employees and board members who disagree - it engenders the widest level of support.
6. Points of interest that fit into the space that was mentioned earlier “as evidenced by”
7. No, outcomes are not to be dictated. What is recommended is an opportunity for buy-in with the process including stakeholders, employees and the community
8. YGWYM is a true program design tool
Pg. 57-58 NOT
Capacity is the ability of an organization to a______ its desired g____ and bring about its desired o_______.
Capacity is the ability of an organization to achieve its desired goals and bring about its desired outcomes.
Pg. 17 NOT
Not from this book
1. Who or what is a stakeholder?
A person, gr____ or organization that has i_______ or concern in an organization.
2. What are some examples of stakeholders?
Some examples of key stakeholders are creditors, d______, employees, government (and its agencies), o_____ (shareholders), suppliers, unions, and the c_____ from which the business draws its resources.
3. What is an example of negative impact on stakeholders?
4. What is an example of positive impact on stakeholders?
1. A person, group or organization that has interest or concern in an organization.
2. Some examples of key stakeholders are creditors, directors, employees, government (and its agencies), owners (shareholders), suppliers, unions, and the community from which the business draws its resources.
3. Organization has to cut costs and lays off workers - this also has a detrimental effect on community.
4. Microsoft unleashes new product - stock prices go up and more staff are hired