GETTING TO IMPACT
Grants are awarded to eligible organizations that align to our Donors’ Investment Framework and demonstrate the potential for impact.
DONOR PRIORITIES LEAD TO IMPACT
The Investment Framework reflects the priorities of the granting program. Applicants must establish fit to the Investment Framework by choosing the most relevant Donor Priority for the request.
IMPACT = OUR DONORS’ VISION
The impact our Donors seek is captured in their vision: people are healthy, educated and economically self-sufficient. The more compelling the connection between what an applicant expects to achieve and our Donors’ vision, the stronger the case for support. An applicant’s first step in demonstrating potential for impact is to state measurable outputs or outcomes.
ACTIVITIES LEAD TO OUTPUTS
Activities are the steps taken and the work performed to get something done. They are often detailed in a project plan or timeline. Examples include hiring a new staff person, securing vendors, developing curriculum, training clients, buying technology, soliciting donors, hosting a fundraising event, undertaking research, securing ethics approval or engaging in planning sessions.
Outputs are the immediate results of the activities. They are specific, quantifiable deliverables. Examples include number of shelter bed nights provided, number of people served, amount of food distributed, number of counselling or training sessions delivered, completion of a research study, number of articles posted to an organization’s website, amount of donations generated or completion of a strategic plan. Outputs may relate directly to the participants of an organization (e.g. number of people served, amount of food distributed) or they may relate to the organization itself (e.g. financial results of fund development efforts, increased staff capacity, development of a strategic plan, construction of a new facility or implementation of organizational priorities).
Some efforts, based on the nature of the work or the nature of the request, are output driven. An organization may undertake multiple activities over time and may articulate several outputs without yet being able to articulate a target population outcome. In these cases, outputs may lead directly to potential impact.
Outcomes = Target Population Change
Outputs often lead to further measurable change for people, organizations or communities. This change is an outcome. Outcomes reflect change related to the skills, knowledge, attitudes, behaviour, values, conditions or other attributes of the target population. Although outcomes may be more difficult to measure than outputs, applicants are encouraged to state an intended outcome when possible. An organization can identify intended outcomes by considering how it defines and measures success and by explaining how it intends its efforts to lead to impact.
Direct service efforts are typically focused on positive change for their participants. Here the change (outcome) flows in a relatively straight line from the activities delivered and the immediate results (outputs) achieved. An example is adult readers demonstrably increasing their level of literacy following participation in a basic literacy program. The output is the number of people served by the program; the outcome is the improvement in reading skills. Another example is a food bank focused on the number of people fed (output), the volume of food distributed (output) and an improvement in the quality of food provided (outcome).
With more complex efforts, such as those focused on policy change, the desired outcome may only be achievable well into the future with contributions from many different organizations. In these cases indicators of influence on the target population or a specific target audience are valid outcomes that provide evidence of incremental progress toward an intended positive change. Examples include the number of people downloading a video, number of major media outlets citing the work or number of policymakers requesting presentations. An organization posting information on its website (output) will achieve a positive outcome when the research is viewed, downloaded or used by others or where a change in awareness, opinion or policy is demonstrated.
Measurement is Key
Both outputs and outcomes are demonstrable, time bound and verifiable through some form of measurement, whether that be a simple count or a change measured by a validated assessment tool. They may be ambitious, but they should be attainable.
When an organization intends to improve or increase something, it should be clear as to what both the baseline measure and target are. This applies to outputs and outcomes. For an output of increased numbers served, this means indicating the previous or current numbers served and the projected increase in numbers served for a new, perhaps annual, total. An output of increased annual revenues should do the same. For an outcome of improved test scores for program participants, this means indicating the previous scores and the projected improvement. If an effort is focused on increasing physical activity among children, the organization should understand the average number of daily active minutes at program intake as well as the intended increase in participant activity levels.
Statements of Outputs and Outcomes Must be Clear
All applicants – whether intending to achieve outputs or outcomes or both – must clearly state their intended quantifiable outputs (e.g. 700 people housed in emergency shelter, 100 families provided with food, 200 more people served, $500,000 in increased annual revenues, three research-based articles posted to a website).
If the organization expects its outputs to lead to an outcome, it must articulate the intended changes in an outcome statement, which:
- identifies the change in skills, knowledge, attitudes, behaviour, values, conditions or other attributes of the target population; and
- connects to the challenge or opportunity facing the target population.
Outcome statements specify the number, size or other measure by which the outcome will be assessed. As described above, it is important to include, when applicable, the baseline to which the change will be compared. The measurement tools used to verify the change should also be described in the application.
Outputs and Outcomes Lead to Impact
Our Donors are guided by their vision. Measurable progress toward that vision is the impact they seek from applicants. However applicants articulate their outputs and outcomes, they must connect their deliverables to potential impact. Applicants must explain how their efforts will contribute to people being healthy, educated and economically self-sufficient.
EXAMPLES OF OUTPUTS AND OUTCOMES BY DONOR PRIORITY
Realizing Potential of economically disadvantaged children, youth and families
By December 31, 2018, the organization will have increased its endowment, adding $2.5 million in new investments to increase the number of camperships for economically disadvantaged youth it is able to provide by 100, from 50 to at least 150 in 2019 and in perpetuity.
By June 30, 2019, the organization will have created three new program training modules to encourage physical literacy among adolescents and the modules will have been implemented in at least 15 community-based facilities.
By December 31, 2019, each of the 15 community-based facilities that implemented the new program modules will have shown that they improved the daily physical activity levels of 100% of their participants by at least 15 minutes per day over levels at program entry.
Between July 1, 2017 and June 30, 2018, the organization will have provided its program to 200 economically disadvantaged students.
By June 30, 2018, 180 of the 200 economically disadvantaged students served will have improved average attendance rates by 50% over the prior academic year’s rates, missing only six days in the school year.
By June 30, 2018, 150 of the 200 economically disadvantaged students served will have achieved passing scores in the core subjects of math and English, as compared to 50 who had passing scores at program intake.
By December 31, 2018, the organization will have successful raised $5 million in restricted capital funds from the community to expand its facility.
By December 31, 2019 the organization will have completed expansion of its facility and increased its capacity to stably house an additional 100 economically disadvantaged families.
Between January 1, 2020 and December 31, 2020, 200 families will have remained stably housed with 98% of those families paying rent in full and on-time every month.
As of December 31, 2021, 190 of the 200 families that moved into the facility between January 1, 2020 and December 31, 2020 will have remained stably housed for an additional 12 months, recording zero changes in residence or schools.
By December 31, 2018, the organization will have served 100 pregnant mothers, providing them with prenatal care and ongoing trauma-informed care.
By December 31, 2019, at least 90% of the babies born to the 100 mothers served by the health centre in the last 12 months will have been born full-term (between 39 weeks, 0 days and 40 weeks, 6 days) and at a healthy weight (between 5.5 pounds and 8.8 pounds), an increase over the county’s average of 75%.
By December 31, 2017, the organization will have:
- maintained its organizational stability by retaining its staff complement of 10 full-time equivalent staff members, and
- delivered its new work skill credential program to 50 individuals.
By June 30, 2018, of the 50 individuals who completed the work skill credential program in 2017, 45 (90%) will have secured employment paying at least 80% of the area median wage and maintained employment for at least six months.
Giving Immediate Assistance to people who are economically disadvantaged, vulnerable, sick or facing an immediate threat
Between January 1, 2019 and December 31, 2019, the Shelter will have recorded a minimum of 1,000 shelter bed nights.
Between July 1, 2017 and June 30, 2018, the mobile dental unit will have provided oral health care to 4,000 children and youth, an increase of 500 from the same period in 2016-2017.
By December 31, 2018, the food bank will have doubled its storage space from 1,000 square feet to 2,000 square feet, allowing it to serve an additional 500 families in need.
By December 31, 2019, the organization will have maintained stability by achieving the following organizational priorities:
- maintaining an operating reserve of $250,000,
- reducing staff turnover from 7% to 3%, and
- developing a single point of entry intake system.
Between January 1, 2019 and December 31, 2019, the organization will have:
- served 185,000 meals,
- distributed 12,500 articles of clothing,
- provided 12,000 shelter beds
Between January 1, 2019 and December 31, 2019, the literacy program will have served 100 people.
By December 31, 2019, 57 of 100 literacy program participants who entered the program at a PIACC Level 1 will exit the program reading at a PIACC Level 2 or above.
Applied Social Science & Health Research in support of our Donors’ vision
By June 30, 2019, the research team will have undertaken the intervention with a minimum of 250 study participants (125 in the control group) at the community host site.
By June 30, 2020, the research team will have:
- presented its findings at a minimum of six national and international conferences; and
- published the research findings in at least four high-impact peer-reviewed journals (under the open access option), subsequently cited by at least five experts in the field.
By June 30, 2019, 115 of 125 study participants (92%) who participated in the research intervention at the community host site will show improvements in skill by a minimum of two levels, as indicated by the pre- and post-skill level assessment and compared to the control group, within which less than 10% will have shown improvements.
By December 31, 2019, 110 of 115 (96%) study participants who showed improvements in skill by a minimum of two levels will have increased their skill level by a minimum of one additional level.
By March 31, 2019, 35 families will have received the intervention.
By September 30, 2019, 35 of 35 families served through the research study program will have shown improvements in physical activity levels by 30 minutes per day and will have sustained those levels for a minimum of six months.
By June 30, 2020, the community host site will have fully integrated the intervention into its own service delivery stream as a core program.
Supportive Systems create conditions that foster health, education and economic self-sufficiency
Output – By June 30, 2020, 72 economically disadvantaged parents will have completed the ABC Parenting program between July 1, 2019 and June 30, 2020.
Outcome – By June 30, 2020, 68 of the 72 participants who completed the ABC Parenting program during the July 1, 2019 to June 30, 2020 period will have experienced measurable, positive change in two or more of the following areas, as verified by analysis of pre and post-program evaluations using the Child Adaptive Behavior Inventory (CABI), How I’ve Been Feeling Lately (CESD), Couple Communication (CComm), Parenting Stress Index (PSI), Who Does What (WDW) and Quality of Marriage Index (QMI) (a 94% achievement rate):
- improvement in co-parenting dynamics,
- increase in couple relationship satisfaction,
- decrease in violent conflict management, and/or
- increase in community and social supports.
Output – By March 31, 2019, 800 unique parents will have completed the Parenting Program during the April 1, 2017 to March 31, 2019 period.
Outcome – By March 31, 2019, 560 of 800 (70%) unique parents who participated in the Parenting Program during the April 1, 2017 to March 31, 2019 period will have demonstrated improvements in one or more of the measures tracked using the ABC Survey:
- parenting knowledge,
- parenting skills,
- stress levels,
- enhanced confidence,
- increased satisfaction, or
- available resources.
Output – By September 30, 2018, 3,625 parents will have participated in the XYZ program in the October 1, 2017 to September 30, 2018 period.
Outcome – By September 30, 2018, 2,900 of 3,625 (80%) parents served in the October 1, 2017 to September 30, 2018 period will have demonstrated proficiency necessary to contribute to children’s safety, health, nurturance, development and stability as measured by a protective factors survey and accountability questionnaire.
Output – By December 31, 2021, 90 families will have participated in the Family Stability program.
Outcome – By December 31, 2021, 75 of 90 families enrolled in the Family Stability program will have moved at least two degrees along the stability continuum (from in crisis to safe, from vulnerable to capacity-building or from safe to empowered, as scored across the domains of permanency, parenting capacity, housing, food, physical health, safely, child care, health care).
Output – By June 30, 2020, 100 families will have completed the Happy Family program.
Outcome – By July 30, 2020, 80 of 100 families will have strengthened at least three of the five protective factors outlined in the Strengthening Families curriculum (parental resilience, social connectedness, knowledge of parenting and child development, concrete support in times of need and social emotional competence of children).
Output – By December 31, 2021, the Anyplace Poverty Reduction Strategy will have implemented at least five of the seven strategies included in its strategic plan and will have:
- increased the number of residential units that are mixed-income, integrated (social and affordable housing) for all (singles, families, seniors and youth) by 50, from 45 to 95;
- Increased career and skills development programs in the city by 5, from 3 to 8 and the number of people served by all programs by 75.;
- Reduced barriers to transportation through the introduction of a free transit pass for people living below the low-income cut-off, accessed by 400 people.
Outcome – By December 31, 2023, the Anyplace Poverty Reduction Strategy will have achieved the following milestones in its effort to reduce poverty:
- families living below the Low-Income Measure will have been reduced from 15% to 5%;
- Emergency Food Bank use will have been reduced from 3,500 unique users to 1,000 unique users annually; and
- the social housing waitlist will have been reduced to 125 from the baseline of 500.
Output – By May 31, 2020, the Rural Community Partnership will have created 20 new community gardens and opened a community cooperative food market for 350 residents living without access to a supermarket.
Output – By June 30, 2021, the Neighbourhood Collective, servicing 5,000 residents, will have replaced 500 streetlights and removed seven blighted and nuisance properties.
Outcome – By June 30, 2021, the Neighbourhood Collective will be able to show:
- a 20% reduction in property crime incidents using community police service data, from 1,413 to 1,130; and
- an increase in property values of at least 4%, from $95,000 to $98,800.
Output – By December 31, 2018, the organization will have created 10 new resources for its 450 member organizations.
Outcome – By December 31, 2019, 250 members will have accessed and used the new resources to make measurable changes in their organizations, as compared to the previous 12-month period, as demonstrated by:
- an increase in annual revenues,
- a decrease in staff turnover, or
- an increase in the number of volunteers actively participating in the organization.
Output – By December 31, 2020, 500 front line staff in at least 10 community-based organizations will have completed the financial coaching program offered by ABC Organization.
Outcome – By December 31, 2021, the 10 organizations will have completed the training curriculum, adopted best practice and achieved the following client outcomes:
- 80% of clients will have opened a bank account;
- 35% of clients will have established a credit score
- 15% of clients will have increased their credit score by 35 points or more;
- 20% of clients will be saving at least 2% of their monthly income; and
- 30% of clients will have eliminated personal debt.
Output – By March 31, 2019, the Domestic Violence Collaborative (including six organizations) will have implemented a common intake process in order to better serve 350 clients.
Preserving Freedom & Liberty for a free and prosperous society
By December 31, 2019, the organization will have achieved the four key priorities outlined in its strategic plan by:
- raising an additional $500,000 in annual operating support,
- completing the 12 research studies outlined in the 2017-2019 research agenda,
- hiring two additional policy analysts, and
- increasing the number of annual unique visitors to its website by 10% over 2017 levels
By December 31, 2018, the organization will have:
- completed a report on how Eminent Domain or Civil Forfeiture impacts an individual’s freedom and will have posted it on its website,
- produced a video explaining how arbitrary seizure of an individual’s property interferes with their individual freedom,
- distributed a media release containing highlights of the report’s recommendations,
- hosted a workshop for at least 125 practitioners to learn more about the research, and
- hosted a roundtable discussion with academic, media and community leaders.
By December 31, 2018:
- at least 700 visitors to the website will have reviewed the report, 200 of whom will have shared it with another reader,
- media outlets will have mentioned the report at least 125 times,
- 30 radio and television interviews will have highlighted the report to their listeners/viewers,
- 10 roundtable participants will have mentioned the report, and
- at least one group of policymakers will have invited the organization to present its findings.