UNDERSTANDING OUTCOME MANAGEMENT |
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What is Outcome Management? |
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| Outcome Management (OM) is a user-centred approach for the assessment of programmes that are based on user needs and are designed to achieve change. It is a framework that focuses on the benefits of the programme to the client (outcomes) instead of the inputs and processes of the programme. Outcome management looks at the effectiveness of the programme through the achievement of client successes/changes as the programme’s outcomes. It is a client-centric model, which puts the needs of the clients in the forefront. |
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| To implement outcome management is to plan for a programme with the end in mind. Programme planners should begin with a clear understanding of the customer and community, and the specific changes that are sought for the customers. This will enable the programme to identify critical steps or milestones that clients need to take in order to achieve the specific change in behaviour, knowledge, skills, condition or status. |
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How did Outcome Management come about? |
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| Client outcome
management is a tool to enhance the existing tracking of outcomes
in the Programme Evaluation System (PES). PES currently tracks the
outputs and initial outcomes for clients as a result of services offered
by social service programmes. Introducing client outcome management
into PES provides clear benefits to the client as it links programme
features directly to the needs of the client. |
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World Health Organisation Quality of Life domains (WHO QOL) |
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| NCSS adopted the World Health Organisation Quality of Life domains (WHO QOL) for the setting of intermediate and client outcomes. WHO QOL helps to provide a basis for setting outcomes that are core aspects/needs for an individual’s life. |
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| The WHO QOL concept covers six domains, namely in the areas of physical health, psychological, level of independence, social relations, environment and spirituality/religion/personal beliefs. For the purpose of setting client outcomes, NCSS focused on setting client outcomes in these two broad |
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| domains: |
- Level of Independence
- Social Relations
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| The above domains
encompass the essence of all relevant facets within the original QOL
concept, for example physical mobility, opportunities for education
and skills enhancement to attain greater independence, psycho-emotional
well-being, social-personal relations and community integration, etc. |
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| The instruments or tools established by the WHO to measure some of these areas are health based. As such, NCSS will work with VWOs to find appropriate tools for measurement of social service client outcomes. |
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| Life Cycle Approach |
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| NCSS will use a life cycle approach to align client outcomes, where relevant. Adoption of a quality of life approach through stages in the life cycle has the following benefits: |
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- Client centric;
- Integration of services for people with disabilities, mental illness, preventative programmes, caregivers support across each stage of the life cycle.
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Outcome Management Framework |
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| Client outcomes were developed for each of the client groups using the following framework: |
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| For some examples of client outcomes and milestones, please access the following link. |
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Why is Outcome Management important? |
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| The point of the outcome management framework is to enable an organisation to perform at the highest level possible by providing a focus on the results that an organisation wishes to achieve. People with targets tend to outperform those without them. |
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| The ability of the agency to state clearly and simply the results that clients are achieving enables the programme and agency to generate interest from the public and hence raise funds for their programme. Based on the clarity and focus achieved, agencies can set priorities for the year that is consistent with results and learning. Agency planning, programme implementation and result achievement are all directly and clearly linked with outcome management. Outcome management also helps programmes to generate short, concise and results-focused annual reports. |
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Training on Outcome Management |
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| NCSS contracted The Rensselaerville Institute (TRI), a US-based non-profit education centre, since May 2005 to conduct a series of workshop training for the social service sector in Singapore, in preparation for client outcome management. TRI has vast experience in developing outcome approaches and has worked with government agencies, foundations and non-profit organisations on more than 500 projects. They have used client outcomes to gauge success and evaluate programme quality. |
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Milestones in the Outcome Management Journey |
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| Below are some of the major milestones that we have achieved in the client outcome management journey: |
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| May 2005 |
First Outcome Management Training – Introduction to Outcome Management Framework. |
| September 2005 |
Second Outcome Management Training – Development of client outcomes and milestones. |
| Nov 2005 |
NCSS and VWOs developed 1 client outcome and the related milestones for NCSS-funded programmes. |
| Jan 2006 |
VWOs started tracking and reporting on achievement of the client outcome and milestones. |
| Apr 2006 |
Third Outcome Management Training – Review and Learn from pilot implementation for NCSS-funded programmes. |
| Jul – Dec 2006 |
NCSS and VWOs developed client outcomes and milestones for other programme areas. |
| January 2007 |
Fourth Outcome Management Training – Analysis and Use of Outcome Data, Train-the-trainers. |
| April 2007 |
VWOs track and report all client outcomes that are pertinent to NCSS-funded programmes. |
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FREQUENTLY ASKED QUESTIONS |
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| 1. |
How does the Outcome Management framework support the Programme Evaluation System (PES)? |
| A. |
Whilst PES focused on programme outcomes, the outcome framework will focus on client-centric outcomes.
Achievement of outcomes will be tracked via milestones and targets. Some initial outcomes tracked on PES will be translated into milestones for tracking under the outcome framework.
The outcome framework will take PES to the next level to measure impact on clients, and will set the ground for outcome-based funding. |
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| 2. |
How will outcome information be useful to donors? |
| A. |
Outcome information will be useful to donors as it will indicate clearly how clients have benefited from having gone through a programme. This information is more critical to donors than information on outputs (e.g. no. of counselling sessions conducted, number of clients served), which had typically been provided to donors. With outcome information, donors are informed on the impact of a programme on clients, rather than only the quantity of services provided. |
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| 3. |
Is reporting on outcomes required from all VWOs? |
| A. |
Reporting on outcomes is required for NCSS-funded VWOs. Non-NCSS funded VWOs need not report outcomes to NCSS, unless required by the funding ministry/party. Non–NCSS funded VWOs are encouraged to implement the outcome management framework to self-monitor their programme’s effectiveness in achieving client outcomes. |
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| 4. |
Will benchmarks be set for comparison across programmes, like in the PES? |
| A. |
Targets will initially be set for each programme, based on what programmes advise as being realistically achievable. Programmes will track their progress against its own target over time.
Comparison across programme types will only be considered after all programmes have successfully implemented outcome management and a significant amount of data and experience has been accumulated. |
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| 1. |
How can outcome information be used to improve services and its mode of delivery? |
| A. |
VWOs can use the outcome information to assess if the programme’s objectives and targets have been met. If targets have been met, VWOs can assess if targets can be raised to meet a higher level of service delivery. If targets have not been met, VWOs can seek the reasons for this and take steps to rectify the situation. Milestones are critical to guide VWOs in their achievement of outcomes. |
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| 2. |
What types of outcome management analyses/reports would be available to VWOs for their own agency-level planning? |
| A. |
NCSS will enhance the IT Standards System over the next year to enable VWOs to generate reports directly from the system.
VWOs will be able to track the actual achievement of milestones and targets against projected numbers. They will be able to review the programmes in a timely manner to address issues that may be hindering the achievement of the projected milestones and targets.
VWOs will also be able to monitor their own programmes’ achievement of targets over time and apply the knowledge to enhance the programme or in developing new programmes. |
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| 3. |
When and how will the achievement of client outcomes be tied to NCSS funding? |
| A. |
NCSS is mindful not to rush into tying outcomes to funding. The sector will first have to engage in the culture of outcome management and this will be done in close partnerships with VWOs. Ongoing consultation will be held with VWOs to identify the progress made with regards to outcome management, before any changes will be made to funding policies. Outcome management will be piloted in the NCSS-funded VWOs in 2006, and learning from the pilot taken into consideration for the funding policy changes.
Eventually, funding agreements will be changed to incorporate the requirements for outcomes reporting and achievement of targets. |
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| 4. |
What are the penalties if VWOs do not achieve the outcomes set? Will there be a system of ‘warning’ before funding is terminated? |
| A. |
The achievement of outcomes will be one of the criteria for the assessment of funding. Consideration will also be given to other factors on service effectiveness and quality.
If outcomes are not met, a service improvement plan will be required and VWOs will be given sufficient time to improve services before funding is reviewed. A system for appeals will also be in place. |
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