Core Tasks and Tools - Making Outcomes Matter
CORE TASKS : SOME CTB SUPPORTS:

1. Identify indicators of success for the initiative.

  • The group has specific agreed upon outcomes to guide the work of the initiative.
  • There is a clear audience or identified stakeholders who care about the outcomes of the initiative.
  • The group has identified the key questions of interest for each identified target audience.

CHAPTER 1: Our Model for Community Change and Improvement

1.7: Working Together for Healthier Communities: A Framework for Collaboration among Community Partnerships, Support Organizations, and Funders

1.8: Some Lessons Learned on Community Organization and Change

CHAPTER 2: Some Other Models for Promoting Community Health and Development

2.1: Developing a Logic Model or Theory of Change

2.4: Asset Development

CHAPTER 36: Introduction to Evaluation

36.5: Developing an Evaluation Plan

CHAPTER 38: Some Methods for Evaluating Comprehensive Community Initiatives

38.1: Measuring Success: Evaluating Comprehensive Community Initiatives

38.8: Conducting Interviews with Key Participants to Analyze Critical Events

38.9: Gathering and Using Community-Level Indicators

2. Specify reporting requirements about the activities and outcomes of the initiative.

  • The group regularly communicates or reports the progress or status of the initiative internally to key leaders, members, & partners of the initiative.
  • The group is responsible for regularly communicating or providing reports regarding the progress of the initiative to important external audiences.
  • There are clear expectations & conditions for communicating or reporting the outcomes of the initiative to key stakeholders & target audiences

 

 

CHAPTER 36: Introduction to Evaluation

36.1: A Framework for Program Evaluation: A Gateway to Tools

CHAPTER 43: Managing Finances

43.3: Handling Accounting

43.4: Establishing a Loan Program for Community Reinvestment

43.5: Setting up a Community Development Corporation

CHAPTER 46: Planning for Long-Term Institutionalization

46.15: Acquiring Public Funding

3. Use incentives and disincentives to encourage outstanding implementation of activities and improvement in outcomes.

  • The group has clearly established consequences associated with the performance or actions of the group.
  • There are clear consequences including incentives & disincentives associated with the attainment of the initiative's outcomes.
  • The group has identified the appropriate conditions for which the use of incentives & disincentives would enhance the efforts of the initiative.
  • The group has identified incentives or disincentives that are appropriate to be used by the initiative.
  • The group has identified the appropriate level within the initiative to use incentives or disincentives.
  • The rewards for the group are administered or supported by key stakeholders in positions of relative influence or authority for the initiative.
  • The group has incentives & disincentives to support the work of the initiative at multiple levels of the initiative.
  • The distribution or allocation of rewards is appropriate for the initiative’s current stage of development.
  • There is a timeline or schedule associated with the distribution or allocation of the majority of incentives & disincentives related to the efforts of the initiative.
  • The incentives or disincentives that are used matter to the group receiving the rewards.
  • The distribution of identified incentives/disincentives is based on the attainment of the intended objectives.

 

CHAPTER 1: Our Model for Community Change and Improvement

1.5: Our Evaluation Model: Evaluating Comprehensive Community Initiatives

1.7: Working Together for Healthier Communities: A Framework for Collaboration among Community Partnerships, Support Organizations, and Funders

CHAPTER 3: Assessing Community Needs and Resources

3.17: Leading a Community Dialogue on Building a Healthy Community

CHAPTER 32: Providing Encouragement and Education

32.5: Reframing the Debate

CHAPTER 36: Introduction to Evaluation

36.1: A Framework for Program Evaluation:  A Gateway to Tools

CHAPTER 38: Some Methods for Evaluating Comprehensive Community Initiatives

38.5: Constituent Survey of Outcomes: Ratings of Importance

4. Develop a system for documenting and providing feedback to monitor the activities and outcomes of the initiative.

  • The group documents the activities (implementation of the intervention) or efforts of the initiative in addressing the issue.
  • The group collects longer-term indicators or outcomes measures.
  • The group, including both the staff & board members, regularly review the evaluation questions & documented data to assess the progress of the initiative.
  • The group regularly shares & communicates data to key stakeholders & others with a stake in the initiative’s success.

 CHAPTER 1: Our Model for Community Change and Improvement

 1.5: Our Evaluation Model: Evaluating Comprehensive Community Initiatives

 1.7: Working Together for Healthier Communities: A Framework for Collaboration among Community Partnerships, Support Organizations, and Funders

 CHAPTER 2: Some Other Models for Promoting Community Health and Development

 2.2: PRECEDE/PROCEED

 2.3: Healthy Cities/Healthy Communities

 CHAPTER 25: Changing Policies

 25.1: Changing Policies: An Overview

 CHAPTER 36: Introduction to Evaluation

 36.5: Developing an Evaluation Plan

 36.6: Participatory Evaluation

 CHAPTER 38: Some Methods for Evaluating Comprehensive Community Initiatives 38.2: Gathering Information: Monitoring Your Progress

 CHAPTER 40: Maintaining Quality Performance

 40.1: Achieving and Maintaining Quality Performance

 CHAPTER 45: Social Marketing of Successful Components of the Initiative

 45.7: Supporting and Maintaining Behavior Change

5. Arrange celebrations and public recognition for those who bring about change and improvement.

  • The group regularly celebrates the progress of the initiative in attaining anticipated outcomes.
  • The group regularly provides formal recognition for stakeholders for their contribution towards progress in attaining outcomes.

 CHAPTER 1: Our Model for Community Change and Improvement

 1.7: Working Together for Healthier Communities: A Framework for Collaboration  among Community Partnerships, Support Organizations, and Funders

 CHAPTER 5: Choosing Strategies to Promote Community Health and Development

 5.1: Strategies for Community Change and Improvement: An Overview

 CHAPTER 41: Rewarding Accomplishments