Outcome Management: Lessons Learned and Best Practices

Appendix E: Outcome Management Definitions

These definitions are based in part on text from the documents TBS Guide to Realizing Outcomes from Government of Canada Programs[18] (draft of March 2004) and Evaluation and Aid Effectiveness: Glossary of Key Terms in Evaluation Results Based Management.[19]

Accountability for Results: The responsibility to report fairly and accurately on the attainment or non-attainment of outcomes, in addition to demonstrating that work has been conducted according to existing standards and/or agreements.

Assumption: A condition for the realization of an outcome or of an initiative, over which the organization has no control.

Benefit: Direct and indirect positive consequences resulting from an action. Includes both financial and non-financial information.[20]

Benchmark: A reference point or standard against which performance or outcomes can be measured.

Best practice: This concept refers to a proven and reliable technique or methodology for accomplishing a task, formulated by studying business cases, case studies and highly successful organizations performing specific functions.

Final outcome: The end result expected from an initiative.

Initiative: A structured grouping of projects designed to produce clearly identified business results or outcomes.

Intermediate outcome: A capability delivered by a project or a business impact resulting from a group of projects within the initiative.

Lessons learned: Generalizations based on the evaluation of experiences with projects, programs, or policies including strengths and weaknesses that can apply to broader situations or other initiatives.

Logic Model: The causal sequence for an intervention that stipulates the necessary sequence to achieve desired objectives, beginning with inputs and ending with outcomes, impacts, and feedback.

Outcome: The expected result or impact (either positive or negative) at the end of an initiative, intervention or change.

Outcome Management: A management strategy focused on the achievement of results and outcomes from a set of deliverables, rather then on the creation of that deliverable.

Performance: The degree to which an intervention is operating with respect to standards and guidelines, or the extent to which it is achieving results in accordance with stated goals or plans.

Portfolio: A collection of initiatives, programs, or projects.

Program: A set of initiatives with a broad mandate to deliver value.

Project: A group of activities concerned with delivering a defined capability based upon an agreed schedule and budget.

Result: The outcome or impact of an intervention or change. Results can be intended or unintended, as well as positive and/or negative.

[1]Treasury Board of Canada Secretariat, Guide to Realizing Outcomes from Government of Canada Programs, Draft Version 0.12, 2004.

[2] Binnendijk, A., Results Based Management in the Development Co-operation Agencies: A Review of Experience, DAC Working Party on Aid Evaluation, 2000, http://www.oecd.org/dataoecd/secure/14/29/31950852.pdf

[3] U.S. Government, Balancing Measures: Best Practices in Performance Management, National Partnership for Reinventing Government, 1999, http://govinfo.library.unt.edu/npr/library/papers/bkgrd/balmeasure.html

[4] Government of South Australia, Triple Bottom Line, Department for Environment and Heritage, 2005, http://www.environment.sa.gov.au/sustainability/triple_bottom_line.html

[5] Organisation for Economic Co-operation and Development, OECD E-Government Project – Costs and Benefits of E-Government: Identifying Public Benefits, Public Governance and Territorial Development Directorate, Public Governance Committee, 2005.

[6] U.S. Government, Balancing Measures, op. cit.

[7]Plantz, M. et al., Outcome Measurement: Showing Results in the Nonprofit Sector, United Way of America, 1997, http://national.unitedway.org/outcomes/resources/What/ndpaper.cfm

[8] Benko, C. and F.W. McFarlan, Connecting the Dots: Aligning Projects with Objectives in Unpredictable Times, Boston, MA: Harvard Business School Press, 2003.

[9]Binnendijk, A. op. cit.

[10] Maizlish, B. and R. Handler, IT Portfolio Management Step-By-Step: Unlocking the Business Value of Technology, Hoboken, NJ: John Wiley & Sons, Inc., 2005.

[11] Lebow, R. and R. Spitzer, Accountability: Freedom and Responsibility without Control, San Francisco, CA: Berrett-Koehler Publishers, Inc., 2002.

[12] U.S. Government, Serving the American Public: Best Practices in Performance Measurement, National Performance Review, 1997, http://govinfo.library.unt.edu/npr/library/papers/benchmrk/nprbook.html

[13] Office of the Auditor General of Canada, Implementing Results-Based Management: Lessons from the Literature, 2000, http://www.oag-bvg.gc.ca/domino/other.nsf/html/00rbm-eng.html

[14] Kaplan, R. and D. Norton, The Balanced Scorecard: Translating Strategy into Action, Boston, MA: Harvard Business School Press, 1996.

[15] U.S. Government, Balancing Measures, op. cit.

[16] Plantz, M. et al., op. cit.

[17]Binnendijk, A. op. cit.

[18] Treasury Board of Canada Secretariat, Guide to Realizing Outcomes from Government of Canada Programs, Draft Version 0.12, 2004.

[19] OECD, Evaluation and Aid Effectiveness: Glossary of Key Terms in Evaluation and Results Based Management, DAC Working Party on Aid Evaluation, Development Assistance Committee, 2002, http://www.oecd.org/dataoecd/29/21/2754804.pdf

[20]Government of Canada Privy Council Office, Regulatory Affairs & Orders in Council Secretariat: Glossary, 2001, http://www.pco-bcp.gc.ca/raoics-srdc/default.asp?Language=E&Page=glossary