As the economy tightens, more questions are being asked by key decision makers and elected officials regarding the return on investments made in services to children and families. A recent Return on Investment (ROI) study conducted by the Center for the Support of Families for the City of Philadelphia Department of Human Services (DHS) Community-Based Prevention Services (CBPS) estimated that for every $1 invested in prevention services returned savings to the City of Philadelphia of $2.24 through the lower rate of CBPS involvement with more intensive and expensive DHS child welfare services. Through this ROI study and the establishment of a CBPS Outcome Framework based on the logic model, CBPS has established a solid foundation and system for:

	Documenting the value, impact and outcomes of CBPS funded services
	Identifying areas for improving services and outcomes
	Providing guidance for the Division’s future planning, funding decisions
	and contract monitoring activities

CSF’s approach for developing an effective outcome framework and system is based upon the logic model methodology. Research on national models for integrating outcome measurements into human services program planning and operations as well as CSF’s experience in this area; demonstrate that the logic model approach is the most effective way to support the program accountability needs of human services agencies. CSF ’s outcome framework is guided by the principles, attributes and structure of the logic model approach to measuring the results of services.

Through the use of the logic model CSF supports clients in developing and implementing effective outcome frameworks that will respond to the accountability needs of Consumers, Providers and Funders. Each of these stakeholders benefit from a viable outcome framework as described below:

	Consumers – An effective outcome system will ensure that children,
	youth and families are provided with quality results-oriented services that are responsive to their needs.
	Providers – Agencies will have critical outcome information that will
	assist in their ability to assess the impact and results of their services and to support their planning and continuous program improvement efforts.
	Funders – Contract managers, key decision makers and funders will
	have accurate information on the impact of the dollars invested in programs and services, including data to support future investment strategies.

Defining the focus of the logic model ensures that all the participants in the project understand the purpose of the project and the intended results to be achieved. From CSF’s experience, we see the following as critical elements for the focus of these projects.

	Focus on Investing Not Just Funding – Human service organizations
	are facing economic and fiscal challenges and thus dollars need to be invested wisely with results in mind. Government and other funders are moving beyond providing funding for a specific programs and services to becomming an “investor” focusing on investing dollars to achieve measurable results.
	Reliable Indicators of Value – The outcome system must provide
	reliable indicators that demonstrate the value of programs and services to both internal and external stakeholders.
	Measuring Results Not Evaluating Program Operations -
	CSF’s outcome framework does not focus on a point-in-time “snapshot” of results or a longitudinal program evaluation but rather on developing an on-going system for identifying and measuring the outcomes (results and impact) of programs and services.
	Focus on Outcomes Not Process - CSF’s outcome framework
	is not focused solely on process objectives (numbers served and the type, intensity, frequency, interval and duration of services) but also on measurable changes in agreed upon key indicators to improve the well-being of those being served.
	Decision Support Tool - The implemented outcome framework and
	system becomes a management decision support tool for agencies in program development, planning, resource allocation and program funding, monitoring, accountability and improvement efforts.
	Program Improvement Tool - The outcome framework and system
	becomes a management tool for the agency and funders in supporting efforts to assess the efficacy of program and service delivery strategies and identify areas for continuous improvement in programs and services.
	Proven Strategy for Outcome Thinking – The implementation
	of an integrated outcome system will strengthen the capacity of an agency to think about program development, population targeting, best practices in service delivery strategies, and resource allocation with outcomes in mind, including the ability to:

		Identify and define conditions to be addressed and the target
		population to served.
		Identify and define desired outcomes to achieve.
		Develop and implement strategies and best practices most
		likely to produce the desired outcomes.
		Identify indicators and capture data that measures the
		achievement of outcomes and integrate these outcomes with current accountability efforts.
		Compare desired outcomes with actual outcomes.
		Utilize information from outcome measures to support.
		decision-making in program planning and improvement, developing program strategies and best practices, resource allocation, and modifications in efforts as population or environmental changes occur.

 

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