Multiple and complex: the journey of Barnardo’s outcomes framework development (so far)
The challenge
Barnardo’s vision is ‘changing childhoods, changing lives’ so it is important for them to be able to demonstrate the difference that their services make to children.
An organisational outcomes framework to identify the key outcomes that their services are working towards and capturing evidence for is essential to achieve this. Developing a framework that functions for all of the several hundred services that belong to Barnardo’s posed a bit of a challenge for decision-makers.
How did Barnardo’s develop a framework for a complex system of multiple services delivering a range of support?
The process
The journey began with the significant strategic impetus and investment needed for this work to take place. This provided decision makers at Barnardo’s with the space to reflect on current practices and to consider options. Some of the key factors driving this change included a change of senior leadership, and a new 3-year strategy endorsed by the Board of Trustees with a sharp focus on measuring and demonstrating impact. In the wider sector, a harsher financial environment and strained resources are challenging organisations to improve how they measure and communicate their effectiveness.
To support this, CORC was asked to facilitate some workshops with key organisational leads to explore Theory of Change models and processes for developing outcomes frameworks. Following these workshops, Barnardo’s used CORC’s Best Practice Framework as a guide to what good practice looks like in terms of the implementation of outcome measures and use of data.
There followed a programme of engagement and consultation with staff across multiple Barnardo’s services to understand the current processes, systems and measures being used, and their effectiveness. This work identified over 15 different measures being used by Barnardo’s services, with over 20 database systems in place and a wide range of activity classifications.
As a result of this work, Barnardo’s were able to develop a conceptual organisational outcomes framework, identifying the key outcomes that services work towards and the measures and indicators that are relevant to those outcomes. The concept helps to visually represent the entire framework in an accessible way, showing how component parts fit and interrelate. Having a diagrammatic reference was helpful to test a “proof of concept” which satisfied the need to see and overview of the framework. It was particularly useful for more visual learners to grasp how the data ‘hangs’ together, before delving into the details of each section.
Next steps
Having developed an organisational outcomes framework, attention is being focused upon enabling cultural change across all the services, which means inspiring, empowering and supporting teams to implement the framework. Each service is being supported to complete a Logic Model that ties into the organisational outcomes framework and to identify the measures and data needed to evidence impact.
Barnardo’s services are also being supported to consider the individual stories of those children, young people and families who are supported, so that they can be captured and reported. These stories are important to sit alongside the outcomes data to provide a fuller picture of the impact of Barnardo’s support.
Ongoing support is also being provided by CORC training and webinars as Barnardo’s staff are keen to access opportunities to develop their confidence and skills, either as refresher training for more experienced staff, or upskilling those who are new to routine outcomes measurement in services. Barnardo’s regularly use CORC’s directory of validated measures as a guide for implementing best practice in its services.
Key Learning
- Take it one step at a time; this work really is akin to a journey and such journeys take time – and persistence. Breaking the journey into stages or phases helps to manage the whole process. The end goals may feel ambitious, but this is intentional as it guides and unites everyone behind a common purpose.
- Keep the focus on children, young people and families; they are the ultimate beneficiaries of this work so it’s important to keep them front and centre of developments – especially when progress seems difficult.
- Establish a continuous improvement cycle approach; this keeps people motivated and engaged, and it focuses attention on the learning. Celebrate and share successes to make sure the learning keeps proliferating throughout, and this can inspire others and reduce the feeling of ‘reinventing the wheel’. Remember it’s work in progress!
- Introduce simplicity into complex and complicated systems. Outcomes monitoring can often feel demanding, for example when using expansive tools with difficult analysis and reporting functions. So it’s important to simplify language, and connect everything back to the core purpose of why outcomes are important.
- Keep human-centred, relational practice at the heart. This means understanding that designing new systems, processes and practices needs to be practical and easy for those who will be using them on a daily basis. Keep showing people how new ways of doing things are improving outcomes and be open to feedback and learning about what is not working as well as what is. Honour and respect different perspectives and experiences, and this will enrich the experience by bringing about a shared sense of ownership.
