New software programs and apps can make life wonderful for organizations. In addition to just rolling out the new system with the software company, there are other items to keep in mind.
Even with the greatest software, the human element still exists. Users and Admins alike will experience tremendous change through the new system! System champions must be ready with FAQs, training, and detailed documentation on how to perform job-specific tasks within the new system. Expect some fear, resistance, and slower reception from staff.
Software systems are wonderful tools for automation and efficiency. Nay times the new system will eliminate tasks done manually. There are also times a new system will modify or add new outside-the-system tasks. To ease the transition, prepare to discuss and document the modifications to manual tasks. This can be achieved through a FAQ or in documentation manual side notes.
Related to outside-the-system tasks, the overall business processes will be modified with the implementation of the new system. It’s okay and to be expected that the new system disrupts the status quo. Manage the chaos and ease all affected staff with good current state (pre) and new state (post) workflows and stepwise manuals. For tasks that are overly simple or only come up every once in a while, use a one to two-page Quick Reference Guide (QRG) to document the task. Create this documentation while you have access to the developer or a software representative that can provide demonstrations and answer questions.
When you started your software finding mission, or when you began the implementation with the software company, you most likely created a list of business requirements. Be sure to review this list of requirements periodically as the implementation rolls out. “But we know the requirements; why do we have to review them?” For several reasons, foremost are:
Ensuring the software, as delivered, will meet your needs.
Identify which business sectors/divisions will be impacted by the new software implementation.
Guide the documentation creation efforts.
Aid in developing communication planning for roll-out and change management efforts.
Training & Documentation
Whether provided by software company, internal resources, or a third party, training on the new system is critical. New, shiny software will be absolutely useless without a trained staff to implement the new system. The training dshould include a walk-through of the basic system navigation, and then a series of sessions on how to complete job-specific tasks. Each session should reference documentation tools available to the staff as they work post-rollout.
The training and documentation should be captured and stored in a way that can be used in the future for onboarding new staff and as a reference for staff needing a refresher or transitioning to a new job function.
In the excitement of implementing a new software, the change-management elements can often be forgotten. Include these elements in the planning stage and work on them throughout the implementation.
I wish you well on your software implementation. Should you have questions or need more information or help on any of these topics, leave a comment below, or you can email or call me.
Most of us associate evaluation with our annual employee performance review. No one likes the way performance evaluation is generally done. Not the manager. Not the employee. It’s probably the most dreaded, feared, heart-wrenching, ulcer-causing activity done in the business world.
So why would we want to put our entire program under that kind of microscope? Could anything be more repulsive?
I’ve really only encountered two types of people when it comes to evaluation: those that avoid it like the plague, and those that are so passionate about it that they will shout about its virtues from the rooftops.
Can you guess which I am?
Okay, so I am one that would shout it from the rooftops. Why, might you ask?
The simplest explanation is, I like to know where I stand, and what people are thinking. I like to know what I am doing really well, and what I need to work on in order to be the best “me” I can be. These concepts transcend my work and personal life.
For those like me, we can get geeked out pretty quickly when we start talking data, outcomes, process, budgets, the benefits of measurements, and what can be measured versus what should be measured. I am certain my pupils just dilated and my heart skipped a beat or two writing that sentence, and I didn’t even go into the difference between an output and an outcome!
For those whom evaluation is the plague, you may have just experienced sweaty palms, a blood pressure spike, hives breaking out across every limb, and may even feel the start of a migraine coming on just from reading that sentence!
So for those of you who think evaluation is like the plaque, know this – it really doesn’t have to be that bad. Breathe deeply and repeat that sentence again if you need to. It doesn’t have to, and frankly shouldn’t be that bad.
I know, I come from a very special place when I say that, but…really…as business professionals (yes, nonprofits, universities, and governments are businesses too!), and I’d stretch to even say as humans, we need to know if what we are doing is working. Otherwise, why are we even doing it (other than job security)? Don’t you want to know if your program is as good as you think it is?
In an environment of “proving your worth” evaluation can be the best prescription: it can show that what you do is worthwhile and you can also show that you identified what was wrong and made efforts to correct course. That’s pretty admirable.
So, next time you hear the word “evaluation” take a deep breath and start the process: 1) plan the evaluation, 2) conduct the evaluation, 3) determine the results of the evaluation, and 4) create and implement a game plan for addressing the results. Yes, this is an over-simplified view of the process, but it’s the framework that can get you to a better place mentally to face the project.
Also remember, that you don’t go though evaluation alone. It’s an all-hands-on-deck type of project. Even better, the best evaluations are those done by neutral third parties (hence you don’t do the bulk of the work!).
So again, take that deep breath. Now, here’s a brief overview of what you can expect when conducting an evaluation project.
What can you expect?
In general, an evaluation project will include the following components.
A literature review:
What are the industry standards for the program?
Research pertinent to your industry and particular program/activity is used to inform the final evaluation design and the outcomes evaluation indicators.
An evaluation design:
What is the focus of the evaluation and how will it be conducted?
The design will be finalized as part of the proposed evaluation project. All outcomes, indicators, and the methodology most appropriate for your organization and target program are reviewed or created. During the evaluation design, interview instruments, process evaluation objectives, outcome indicators with operational definitions, and project charter will be created using appropriate industry frameworks for evaluation (e.g. CDC Framework for Program Evaluation in Public Health and Program Evaluation Standards). The SNF Writing Solutions methodology also includes the Lean Six-Sigma DMAIC model.
What do people think about the program?
Interviews with key stakeholders (leadership, employees, management, board members, possible clients, and funders) are conducted to assess program impetus, implementation, and interaction experience. The stakeholder pool and interview schedule is coordinated with the evaluation champion in your organization. These interviews will inform the remainder of the evaluation schedule and serve as a progress gate for any evaluation design modifications before moving forward.
What data do we have versus what we need?
Information. Excel Sheets. Databases. Calendars. Websites. Marketing literature. Budgets. Tally sheets. Meeting notes. The list goes on.
Depending on the focus of your evaluation, different types of data are gathered to feed the evaluation process. Some will be readily available and some will need to be culled from various sources. With the evaluation design completed, the data needed to compete the evaluation has already been determined and must be pulled together. The SNF Writing Solutions team includes data-gathering and data-entry experts that aid organizations through this process of gathering data and even creating new data sets.
How well is the program executed in relation to the intended model?
The process evaluation assesses the extent to which the target program/department/ service is delivered as planned as well as the facilitators and barriers to implementation. The process evaluation will clarify how, why, and for whom the program works and which components are most/least effective. Through the process evaluation, an understanding of the opportunities for quality improvement and/or corrective feedback is established as well as determining the feasibility for replication and/or expansion of the program operations (remember, funders love programs that are replicable). Consideration of the reach of the program, the intervention dose delivered and the dose received, as well as the implementation and model fidelity within the context of the program environment will be included in the evaluation design.
The process evaluation with SNF Writing Solutions will generally include a Lean Six Sigma review of the program with a process documentation review, analysis of client and organizational service expectations, observation of all organization practices (with regard to HIPAA or other legal requirements as appropriate), documentation of current state, and statistical analysis of current state against service expectations.
How are costs balanced with benefits?
A cost evaluation looks at the impact of program to the cost of the program/service for the target population or stakeholder (can be organization as a whole). Methodologies for the cost evaluation can vary. The SNF Writing Solutions evaluation includes a review of dollars spent versus income (or funds available in the case of a grant-funded program) and population served and a cost-benefit analysis (CBA) of providing services. As part of the cost evaluation, the return on investment (ROI) is generally calculated for the program. In reviewing the financials and CBA for the program, the feasibility for replication and/or expansion of the program in achieving outcomes can be considered. A high cost program can still be a sound investment for a funder if the results are impressive and long-lasting.
Are we meeting the needs of our customer?
When thinking of evaluating a program, this is the evaluation that most think of: assessing the impact of a program on the societal improvements sought based on existing or determined short-term and long-term activities/services targeted in the evaluation. The literature review and stakeholder interviews will be used for qualitative analysis of the program. SNF Writing Solutions includes text theme determination. Quantitative data analysis of service provision versus expected outcomes will include a review of all outputs and outcome indicators from the program using a correlational analysis. The outcomes evaluation can include the feasibility for replication and/or expansion of the program in meeting societal needs. If needed, a baseline for indicators can be retroactively established from organizational data prior to the implementation of the project/program.
What did we learn?
The final deliverable of a project is largely determined by the client-side champion of the evaluation project. A report will generally include the interpretation of all evaluations with conclusions regarding the program. The report will include statements regarding the merit, worth, and significance of the program/service and interpretations of the findings against the standards identified in the literature review, evaluation design, and stakeholder interviews. Recommendations for specific actions to take into consideration for improvement, replication and/or expansion of the program will also be included in the report.
At the conclusion of the evaluation, SNF Writing Solutions shares the methodology and results with organizational stakeholders, and, at the request of the organization, will assist in presenting to funders, staff, or other groups, and can prepare the findings for dissemination as a potential white paper, journal article, or for conference presentations as opportunities are available.
What will we do with what we learned?
The evaluation process is only as good as the follow-through on the findings. Many things will prove to be working and should be left alone – don’t fix what isn’t broken. That leaves those items that weren’t quite what you were expecting, or had not gone planned. Take a good look at those items and figure out the root cause (this is why SNF Writing Solutions uses the Lean Six Sigma approach – you will already know root causes) and develop potential fixes for the root cause. Create an action plan to implement the change (if a big change, you may want assistance with change management) and monitor the effects of the changes you implement. This ongoing measurement and evaluation can be an extension of your relationship with the evaluator. As you see improvements, acknowledge and celebrate them!
Evaluation is not a one-and-done experience. Those organizations that are successful are always measuring (the right things) and evolving to meet the demands of their customers within the scope of the organizational expertise and mission. This is accomplished with rigorous and continuous evaluation of the organization and individual programs. SNF Writing Solutions generally includes post-evaluation follow-up and implementation support as part of any evaluation project.
Hopefully, with better overall evaluation experiences, those employee performance evaluations are also a little less stressful for you – everyone will know, on a regular basis, where everyone stands!
Here’s to the evaluation plague – turn it into your passion!
It’s a new year and I’m a process and planning person, so that means I’m supposed to be the one asking:
What are your goals for the new year?
Have you reviewed your long-range plan?
Do you have measurable objectives established for you and your team?
But. I’m. Not.
They should already be in place from last year!
Goal-setting and planning are often thought of as stand-alone events that happen once a year with great flourish and fanfare, more often than not at an offsite location where the leadership is quarantined off from the masses to establish the direction of the organization for the next 365 days, or perhaps longer.
While I am a proponent of leadership planning retreats, (after all if you aren’t at the office you aren’t distracted by operations), and having a strategic plan, the annual goal-setting exercise, when isolated, does not cultivate the fertile ground from which prosperity can grow; cultivation is an ongoing, year-around process.
Don’t get me wrong, if you are setting goals and reviewing plans and establishing performance metrics, I’m very happy! Let’s just take it a step further and establish the goal-reviewing, plan tweaking, measurement, and course overhauls that will be needed throughout the year.
Depending on the nature of your business, this may need to be done as often as monthly or can be done quarterly. Any less than quarterly and things can get away from you before you know it. Pick a day of the week that you generally can block a couple of hours, and put a reoccurring (monthly? every two months? quarterly?) event on your calendar now. Set your availability as busy. Treat the time as you would a mandatory meeting with your boss/client. When the time comes, here’s your agenda:
Spend part of the time reviewing data supporting your goals and progress toward your benchmarks. Are you under-performing? Right on track? Are you blowing it out of the water?
Determine what actions need to be taken regarding your performance so far. Do you need to determine why you are where you are? Do you need to establish more realistic (more or less challenging) goals based on true capacity?
Next, review the performance data and possible actions with your team. Discuss trends they are experiencing, clear paths and obstacles they are encountering. Allow honesty and be open to the discussion. Just because you have given this some thought already, keep open ears, you may find that the boots on the ground are walking a different path than you perceive.
Review needed actions and formalize any plan/goal/measure changes and add them to your planning documents.
Continue to gather data and repeat on your next scheduled review.
This doesn’t have to take very long – an hour or two max, if you keep up on data gathering and do the review routinely. With a regular goal and performance measurement planning/reviewing, you see your progress and see your needs year-around and are prepared no matter what date the calendar says.
In business, as in life, the best resolution is to not have to make any resolutions – because you already have a plan and are working it! So, I won’t be asking about your resolutions, let’s bypass the rhetoric and blah, blah, blah that we typically spew forth this time of year and instead establish or continue our routine of evaluation and planning.
I will, however, wish you a Happy New Year! May you be prosperous in all your endeavors.