Outcome Organisation

 

CREATING THE OUTCOMES BASED ORGANISATION

In this approach, the organisation goes beyond converting major contract and grant-making to an outcome approach to embedding principles of an Outcome Framework in all aspects of the organisation. In addition to all content noted in Options 1 and 2, this option involves looking inward to transform organisational practice in fundamental ways.  Additional content includes:

  • A targeting framework and "result descriptions" for virtually all organisational staff and the work they do

 

  • A learning methodology such that all staff get and use data about progress in hitting targets (including ones for personal growth) as a way of doing business

 

  • Development and use of a vision for extraordinary performances as the basis of outcomes as end-states

 

  • Methods of new product development to ensure that the organisation leads its field rather than conforming to it

 

  • An internal investment methodology to replace conventional budgeting process - equally rigorous but streamlined and focussed on results rather than process

Organisations are now tasked with many processes - from visioning to strategic planning to budgeting.  An Outcome Framework is not still another component but, rather, a way of integrating and aligning existing care practices and improvement methodologies.  This approach takes 3-5 years to fully implement.

These options each have strengths and limitations.  Prototyping is an effective way to begin and enables you to build on a successful first experience.  Its drawback is that prototyping alone does not bring strong momentum for introducing an Outcome Framework for major grant making or contracting, let alone profound organisational change.  Option 2 - the broader programme conversion to Outcome Funding - is more expensive and time consuming, but offers much stronger prospects for both higher results and higher accountability for results.  The full organisational approach requires the greatest level of commitment, but does apply the power of outcome thinking to budgeting, planning and organisation as a whole.  It can transform an organisation by introducing higher standards for both morale and productivity, and the energies to achieve them.

We urge you to start with the end point you envision for an Outcome Framework.  If you wish to get to the conditions noted in Options 2 or 3, we urge you to start by charting a course to get there.  Given that early options are included in later ones, it is not difficult to build in milestones as checkpoints, such that if the prototyping is not sufficiently successful, you need not go further.  But you will have staked out a more compelling level of change and greatly enhanced the probability that you will achieve it.