OUTCOMES-BASEDLIBRARIANSHIP

RA 9246: An Act Modernizing the Practice of Librarianship in the Philippines

Up to 2004: Congress, Senate, BicameralFebruary 19, 2004: Signed by the President

MANDATES

Library StandardsSchool LibrariesAcademic LibrariesSpecial LibrariesPublic LibrariesMANDATES

STANDARDSITFS Information Technology Facilities and ServicesMISSION, GOALS AND OBJECTIVES

RA 9155: Governance of Basic Education ActRA 10533: K-12 LawRA 10157: Kindergarten Law

SCHOOL PHILOSOPHY AND OBJECTIVESFacultyInstructionLibrary & AVRSchool & CommunityLaboratoriesAdministrationStudent ServicesPhysical PlantSCHOOL

Considering that you will still be in your Library/ies for the next 3-5 years,what is your ORGANIZATIONS/TEAMs greatest/most passionate dream to fulfill these mandates on librarianship?

what would your ORGANIZATION / TEAM commit for this dream?

what values to uphold for this dream?

VISIONMISSIONCORE VALUES

DIFFERENCE BETWEEN VISION AND MISSIONDREAM

STRATEGIC OBJECTIVES are measurable end results. They are the desired outputs and outcomes of the education process.

outputproducts of library processes/activities (e.g. number of titles catalogued, number of loans, number of information requests)

outcomedirect, pre-defined effects of the output related to goals and objectives of the librarys planning (e. g. number of users, user satisfaction levels)

OUTPUTSOutputs are the elements of operation or level of effort, the tangible products or services resulting from the implementation of the programs and strategies

The outputs of programs and strategies should produce the desired outcomes for participants in the programs and the recipients of services.

What is a focus on outcomes?

Provides a convincing storyline (outcome level);Provides a clear and meaningful vision of success (objective statement);Answers the question: What visible changes in behavior can be expected among end users as a result of the project, thus validating the causal chain?

Outcome focus vs Output FocusOutput focusOutcome Focus

STANDARDS as source of STRATEGIC OBJECTIVESITFS Information Technology Facilities and ServicesMISSION, GOALS AND OBJECTIVES

OUTCOMESthe benefits or changes for participants in programs or recipients of services during or after the program or strategy is implemented.may relate to knowledge, skills, attitudes, values, behavior, condition or status of the participants or recipients.They are what participants know, think, or can do and, in the long-term, what their condition or status is following the program or strategy.

OUTCOME StatementWriting an outcome statement can take a number of formsthe more straightforward, the better.Here is a typical format:

Type of Change In What For Whom Improved competencies, skills and attitudes in locating non-book resourceslibrary usersincreasedDecreasedmaintained

OUTCOME CHAINTechnical assistance in needs assessment and planning with library users to:Increased understanding of steps involved in conducting a needs assessment of library users which leads to Improved ability to complete a needs assessment process which leads to Improved understanding of the needs of library users which leads to Increased focus of program development activities on priority needs for library users

Outcomes ChecklistAre the outcomes related to the core business of your program? Is it within your control to influence the outcomes?Are your outcomes realistic and attainable? Are your outcomes achievable within the funding and reporting periods?Are your outcomes written as change statementswill things increase, decrease, or stay the same? Have you moved beyond client satisfaction in your outcomes?Is there a logical sequence among your short-term, intermediate, and long-term outcomes?Are there any big leaps in your outcomes, i.e., gaps in the progression of impacts?

LOGIC MODEL for OUTCOMESIt is a representation of the linkages between program activities and the changes those activities will produce.It helps you see whether there is any logic to your programwhether the connections between what you do and what you hope to achieve make sense.It provides greater clarity about and helps tell the story of your program.

AdministrationHuman ResourcesCollection DevelopmentServices and UtilizationPhysical FacilitiesInformation Technology Facilities and ServicesFinancial ResourcesLinkages and Networking

KEY RESULT AREAS (KRAs)

manifestations that the Objectives are being realized. They are stated in terms of focused performance parameters which must still be quantifiedPerformance Indicators (PIs) are the numerical measurements attached to the KRAs. These PIs are the targeted performance outputs and outcomes

DepEd KRAs/PIsAccess RateRetention RateCompletion RateAchievement RatePis by SYs

Developing the KRAs and PIsfor Outcomes and/or OutputsDefine a set of KRAs and PIs corresponding to outcomes and / or outputsOutcomes and outputs are usually too broad to enable data collection tools to be developed directly from them.Remember, the purpose of outcomes is to describe the intended impact the client organization experiences.For this reason, KRAs and PIs are used to serve as a bridge between intended outcomes, outputs and the actual data collection process.KRAs and PIs enable you to determine whether the library users you work with have, in fact, changed in the specific ways that indicate your intended outcome and output have occurred.

Outcome:Increased awareness of basic financial management practice in library administration KRANumber and percent of library sections that can articulate the components included in financial managementPI for Yr1PI for Yr 2PI for Yr 3Number and percent of library sections that perform at least quarterly monitoring of the sections financial performancePI for Yr1PI for Yr 2PI for Yr 3

KRA and PI ChecklistDo your KRA and PI make sense in relation to the outcomes they are intended to measure?Are your KRA and PI directly related to the outcome? Do they define the outcome?Are your KRA and PI specific?Are your KRA and PI measurable or observable? Can they be seen (i.e., observed behavior), heard (i.e., participant interview), or read (i.e., client records)?Is it reasonable that you can collect data on the KRA and PI? Is it likely within your resources to collect data?

KRAPIKRAPIKRAPIKRAPIKRAPIAdministrationHuman ResourcesCollection DevelopmentServices and UtilizationPhysical FacilitiesInformation Technology Facilities and ServicesFinancial ResourcesLinkages and Networking

inputcontribution of resources in support of a library (e. g. funding, staff, collections, space, equipment) activities / processesset of interrelated or interacting activities which transforms inputs into outputs (e.g. cataloguing, lending, reference service)

outputproducts of library processes (e. g. number of titles catalogued, number of loans, number of information requests)

impactdifference or change in an individual or group resulting from the contact with library servicesinput

activitiesprocess

output

outcome

impact

outcomedirect, pre-defined effects of the output related to goals and objectives of the librarys planning (e. g. number of users, user satisfaction levels)

KRAPIKRAPIKRAPIKRAPIKRAPIPrograms, Projects ActivitiesPrograms, Projects ActivitiesPrograms, Projects ActivitiesPrograms, Projects ActivitiesPrograms, Projects Activities

KRAPIKRAPIKRAPIKRAPIKRAPIPPAPPA - Programs, Projects ActivitiesPPAPPAPPAPPABUDGETBUDGETBUDGETBUDGETBUDGETINPUTSACTIVITIES/PROCESSES

KRAPIKRAPIKRAPIKRAPIKRAPIPPAPPAPPAPPAPPABUDGETBUDGETBUDGETBUDGETBUDGETINPUTSACTIVITIES/PROCESSESAdministration

KRAPIKRAPIKRAPIKRAPIKRAPIPPAPPAPPAPPAPPABUDGETBUDGETBUDGETBUDGETBUDGETINPUTSACTIVITIES/PROCESSESHuman Resources

KRAPIKRAPIKRAPIKRAPIKRAPIPPAPPAPPAPPAPPABUDGETBUDGETBUDGETBUDGETBUDGETINPUTSACTIVITIES/PROCESSESCollection Development

KRAPIKRAPIKRAPIKRAPIKRAPIPPAPPAPPAPPAPPABUDGETBUDGETBUDGETBUDGETBUDGETINPUTSACTIVITIES/PROCESSESServices and Utilization

KRAPIKRAPIKRAPIKRAPIKRAPIPPAPPAPPAPPAPPABUDGETBUDGETBUDGETBUDGETBUDGETINPUTSACTIVITIES/PROCESSESPhysical Facilities

KRAPIKRAPIKRAPIKRAPIKRAPIPPAPPAPPAPPAPPABUDGETBUDGETBUDGETBUDGETBUDGETINPUTSACTIVITIES/PROCESSES

Information Technology Facilities and Services

KRAPIKRAPIKRAPIKRAPIKRAPIPPAPPAPPAPPAPPABUDGETBUDGETBUDGETBUDGETBUDGETINPUTSACTIVITIES/PROCESSESFinancial Resources

KRAPIKRAPIKRAPIKRAPIKRAPIPPAPPAPPAPPAPPABUDGETBUDGETBUDGETBUDGETBUDGETINPUTSACTIVITIES/PROCESSES

Linkages and Networking

INPUTSOUTPUTSOUTCOMESACTIVITIES

ImpactsOutcomesOutputsActivitiesInputs

Procurement & DisbursementsDeliverablesEffectivenessEfficiencyLonger-term benefitsResultsSResults Hierarchy

Problem in Execution

Execution Gap

Problem of Execution

EXECUTIONWORK AS A TEAMDOCUMENT WELLMONITOR AND EVALUATECELEBRATE ACCOMPLISHMENTS

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