: CIIF values and expectations -- proposal writing intervention model performance indicators and evaluation tools

1. ??????:??????? ???

3. ??? ???? � justifying the allocation of fund 1-3?????????, ?????????/ service gaps (Business Plan and financial Plan); ? strategic/ programme plan??, ??????? ??????? (?? accountability and ownership)

4. ????????? ??????/??: ???? ????, ??, ?? (community partners), requirements ????, ?????? (what, why, how), ????????? ?????/?? CIIF: �Buys and don�t buys� � what to fund, what not to fund

5. ?????? Vision and mission ?? Strategic development ???? Track records ???? Governance ?? Brand name ??/?? Know the issues to be addressed, and engage users (needs), staff, partners and stakeholders . ???????

6. Do your Homework!! Do you know CIIF? Do you know yourself? Do you have bold and innovative aspirations? (CIIF is a seed grant, not subvention for mainstream projects, with established results) Justifications - Why you? Are you the suitable organization to carry out the project (comparative advantages and capacity � financial and expertise requirements/ governance)? How serious, committed and motivated you are to get funding? Without good preparation, it is difficult for you to get support. Are you prepared? Are you ready?

7. ??? ???? (naming � inspiring names) ?? (objectives and priorities): addressing a problem, service gap? Alice in Wonderland � � if your don�t know where you�re going, then any road will take you there� �if you don�t know where you are going you will up somewhere else�). Keep language simple and motivational; Remember it can be as important to avoid negative outcomes as to deliver positive outcomes. Avoid general aspirations, which can apply to almost any projects. Long-term (general) and short-term (specific) objectives ?? (background, vision, significance): your dream/ vision statement � a clear and compelling picture of its ideal future; a rallying point for future decision making, provide direction for prioritizing goals and identifying strategies and action steps; targeting customers, understandable and practice it.

8. ?? (need assessment and targeting) ??/?? (strategy/ model); performance indicators (????); milestones and deliverables ???? (operational plan, programming, scheduling and staffing) ????: ????,???????/??; ????,??;????: Ownership and accountability ???????? (critical success factors) ???? (risk management) ???? (monitoring, inspection, audit and evaluation) ???? (reasonable budget) ????

9. ???? Ideologies (?????????? Good society);?????? Human nature); Grand theories (????,??,??): consensus, conflict, pluralist. know why theories: Instrumental values (??,??,??,??,??,??,????): Practice model (know how theories): project/ programme (targeting employment, health, family relationships, poverty, crimes, child and elderly care); Program model: program hypothesis explaining intended outcomes � experiences and theories show that by doing X, we most likely can achieve Y and Z. If we do �A�, then will result in �B�. Good programmes must have good theories linking activities together: groups, mutual help, volunteering, classes.

10. Intervention Model Explaining the changes due to project intervention (programme hypothesis); how to achieve objectives Input of resources ? processes ? output ? outcomes/ impacts Sun Tzu: All men can see the tactics whereby I conquer, but what none can see is the strategy out of which victory is evolved. �Science (Project) is built of facts (activities) the way a house is built of bricks; but an accumulation of facts (activities) is no more than science (project) than a pile of bricks is a house.� Project should comprise of a series of purposefully and strategically designed activities putting together to achieve the objectives (coherence of activities relating to the declared objectives); otherwise �activity trap� �programmization� (programmes for the sake of programmes) � a project having a buffet of activities.

11. Strategy is the art and science of informed action to achieve a specific vision, an overarching objective or a higher purpose for a business enterprise. a strategic perspective is needed to ensure that all actions are focused on and capable of meeting the true needs of the public. Theory-guided/ inspire strategy serves to guide action and predict the outcome of actions. Assured success (higher probability) rather than based on luck.

12. Rossi The program theory is the formal description of the program's concept and design. This is also called a logic model or impact pathways. The program theory breaks down the components of the program and shows anticipated short- and long-term effects. An analysis of the program theory examines how the program is organized and how that organization will lead to desired outcomes. It will also reveal unintended or unforeseen consequences of a program, both positive and negative. The program theory drives the hypotheses to test for impact evaluation. Developing a logic model can also build common understanding amongst program staff and stakeholders.

13. Good Theory of Change (Connell and Kubisch) It should be plausible � do evidence and common sense suggest that the activities, if implemented, will lead to desired outcomes? It should be doable. Will the economic, technical, political, institutional, and human resources be available to carry out the initiative? It should be testable. Is the theory of change specific and complete enough for an evaluator to track its progress in credible and useful way. Program theory need to draw upon various sources of information-programme experiences, scientifically generated knowledge, and community residents� insights (family and community changes)

14. Theory support on the model � how feasible, effective, and acceptable the model is? Why choose this model (what are the other alternatives)? Strategies: educational, preventive, treatment, support, training, promotion. Role of the professionals (what is the role of social workers, partners) Evidence-based/ theory guided (nothing is as practical as theory): Prescriptive rather than descriptive.

15. Performance indicators Key result areas � employment, mutual trust, mutual aid, cross sector collaboration Targets specify time bound desired level of improvement; desired or promised levels of performance based on performance indicators. SMART criteria (specific, measurable, achievable, realistic and time-specific); E.g.: Housing programme: Objective � zero homelessness Corporate plan target � 95% homeless households offered accommodation within 21 days Service plan � management team � 90% houses available for re-let within 28 days Benchmarking performance � indicating performance - how do we know we are there; Measuring objective achievements; Comparing with others; Comparing with yourselves over the years; make targets stretching but achievable

16. Good performance measures RELEVANT � to what the organization is aiming to achieve AVOID PERVERSE INCENTIVES � and not encourage unwanted or wasteful behavior ATTRIBUTABLE � so that the activity measured must be capable of being influenced by actions which can be attributed to the organization; and it should be clear where accountability lies WELL DEFINED � with a clear unambiguous definition so that data will be collected consistently and the measure made easy to understand and use TIMELY � in order to produce data regularly enough to track progress and quickly enough for the data to still be useful. RELIABLE � so that it�s accurate enough for its intended use and responsive change COMPARABLE � with either past periods or similar programs elsewhere. VERIFIABLE � with clear documentation behind it so that processes which provide the measure can be validated.

17. Monitoring Performance Performance indicator is an integral part of performance management a)�What gets measured gets done. b)�If you don�t measure results, you can�t tell success from failure. c)�If you can�t see success, you can�t reward it. d)�If you can�t reward success, you�re probably rewarding failure. e)�If you can�t see success, you can�t learn from it. f)��If you can�t recognize failure, you can�t correct it. g)�If you can demonstrate results, you can win public support (Osborne and Gaebler, 1992).

18. Monitoring and Evaluation Agreeable performance targets and indicators among stakeholders Monitoring: on-going activities ensuring the project is on the right track; getting feedback to make project adjustment (formative evaluation) Evaluation: in-built mechanism to review the success of the project as a whole. Linked to effective monitoring and performance management (compiling performance information); summative evaluation and report writing Difficult and expensive to have controlled experimental design (pre- and post- intervention outcomes, together with control groups.

19. Process analysis looks beyond the theory of what the program is supposed to do and instead evaluates how the program is being implemented. The evaluation determines whether target populations are being reached, people are receiving the intended services, staff are adequately qualified, etc. The impact evaluation determines the causal effects of the program. Theory of change � theory hypothesis � guiding and sharpening the collection of performance data

20. Most project evaluation follows a pragmatic, and interactive evaluation, with include interpretative dialogue among the programme stakeholders, to attain consensus among stakeholders about the programme�s values and outcomes � documentation, self-assessment reports, achievement of programme objectives, user and stakeholder evaluation (perceived changes and improvements through surveys, observations, indicators, psychological tests and focus groups). Key information requirements � management information system (user profile, services, staffing, expenditures/ incomes, outcomes). A coherent set of performance measures and targets; MIS to capture and interpret performance Ownership and accountability Rigorous performance review; Reinforcement; incentives (reputation, good practice)

21. CIIF ?????????? ???????????(??:??????????????????????????????????) ????????????????: ???????????,?????????????????????????????????????????? ???????????????????? ??????????????????: ?????????????????????????(????) ???????,??????????????????????,??????????? ?????????: ??????????????????????????????????????????????????,??????????,??????????????????????????????????? Partners � knowledge/ expertise sharing (evaluation, accessibility, resources, reputation).

22. ?????????? (activities) ???????????????? (performance indicators) ????????? (monitoring and evaluation) ?????????? (track records) ????????? (risk management) ????????????????? (project sustainability)

23. ?????????????? ????: ??????????????,???????????????????,?????????; ???? (i) 80%????/??????????????,?????????????; (ii) ????????????,???????????????????,?????????????????,?????????,?????????/??; (iii) 70% ?????/??????????????

24. ????: ???????????????,?????????? ???? (i) 80%?????????????,???????????; (ii) 50%????????????????????,?????,??????; (ii) 20%??????????/???/???,?????

25. ????????? ?????? ???????????,????????????????????????????,?????? ???? (i) 80%?????????????????????????,??????????; (ii) 80%???????????????????????/?????; (iii) 80%??????/????????????

26. ????????? ???? ?? ?????? ???? (?????)

27. ????????? Information system, surveys, focus groups with stakeholders, perceived changes. Outcomes (satisfaction, capacity building, caring and mutual help network widened, partnerships established, knowledge transfer/ resources from business sector) Effectiveness (meeting the objectives), efficiency (use of resources/ cost per unit of service delivered), and economy (input of resources)

28. Social Capital: Building Trust The road to building trustful relationships among organizations, people, professionals and governments (collaborations) through collaborative platforms at different levels � district, neighborhood, functional. Community Building � strengthening community network � community capacity building/ harassing community resources (leadership, traditions, connections, organizations) to tackle their own problems Processes rather than the ends: Capacity building rather than solving specific problems.

29. Factors affecting collaborations environmental characteristics history of collaboration or cooperation in the community partnership entity seen as a leader in the community political/ social climate is favorable membership characteristics mutual respect, understanding, and trust among the members appropriate cross-section of members members see collaboration as in their self-interest ability to compromise

30. Critical Success Factors for Effective Partnerships openness, transparency and clear communication to build trust and mutual understanding clarity of roles, responsibilities, goals and �ground rules� commitment of core organizational competencies application of the same professional rigour and discipline focused on achieving targets and deliverables that would be applied to governing, managing and evaluating other types of business alliances respect for differences in approach, competence, timeframes and objectives of different partners focus on achieving mutual benefit in a manner that enables the partners to meet their own objectives as well as common goals understanding the needs of local partners and beneficiaries, with a focus on building their own capacity and capability rather than creating dependence

31. Cultural Change �But this new intensive partnership mode of working will mean a change in culture in many of the organizations which will be involved. It will mean honing negotiation skills; in reaching decisions through consensus and collaborations; in acknowledging in many other demands being placed on representatives of other organizations by their duties, structure or funding; a new culture of learning and capacity building for all sectors; and being open minded and innovative.

32. �?�??????--????? Financial crisis � affect most families and individuals; more will require welfare service support. Not to provide services overlapping with existing mainstream services. But filling the service gaps, strengthening community network and partnerships � enhancing mutual trust (building of bridging and linking social capital) Community is an important platform supporting families (lone parents, youth at risks, deprived children) � identifying at risk families, providing mutual support. Harassing the community resources (faith groups, community organizations, business organizations, government departments, district council) for joint up action, addressing cross-cutting issues � ranging from domestic violence, employment, inter-generational support/ care (child and elderly care).

33. Project is expected to encourage social inclusion of low-income families and motivate them to participate in community activities, deepening the neighbourhood relationships, and strengthening the family functions. This is a rather general theme, whereby projects can make use of their own organizational advantages to design innovative programmes.

34. Knowledge Transfer???? Projects should add knowledge to social capital building (how) Knowledge can be shared and transferred to other programmes ? mainstreaming social capital Planning to learn and learning to plan. Receive feedback and make adjustments