The Social Programme Information Management (SPIM) project has the following goals.
Increase the capacity of the territory to generate quality Social Programme information through which to:
- Design and develop service responses,
- Design operational plans,
- Evaluate our interventions,
- Undertake research that informs practice and social policy making,
- Advocate to governments for a better service system and for broader structural improvement,
- Mount strong, well-informed public relations campaigns.
The Social Programme Information Management (SPIM) project has the following immediate outcomes.
- Introduction of a Social Programme client and case management tool - SAMIS (Service and Mission Information System) for use by a variety of social programmes and corps.
- Introduction of the Programme Logic framework for use by social programmes. The framework will be used to assist in articulating programme design, plan & measure the performance of social programmes in delivering the territory's mission, both the temporal and spiritual salvation of people.
- Introduction of Client Achievement mechanisms as part of the Programme Logic framework.
Definition: Programme Logic will enable our territory to use one framework for:
Establishing a shared understanding of what our social programmes do and why;
Developing operational plans for our social programmes; and
Assessing the performance of our social programmes.
Resources to support the Pastoral Care impact of Programme Logic - Several foundational resources will be essential to assist in the communication and buy-in to the pastoral accountability articulated in Programme Logic. They are the ‘Spiritual Aspects of The Salvation Army’s mission - Rights and responsibilities for Managers and Employees’, as prepared by Major David Philp; the ‘Boundless Salvation’ resource; the articulation of the mission & values in all Position Descriptions.
Implementation Engagement - The SPD engagement with services can be as arranged. For a new social programme it is preferred there b a 2-week consultation period with up to 1 day of direct contact with the management of the service. The desired outcome of the engagement will be a single standard service or mission performance report, containing the individual service logic statement, a collection of agreed codified & visible indicators (practical & pastoral) with measurable targets and the reports & systems that will plot the performance against the targets. On completion of the engagement this information will be submitted for Divisional approval and a review date set. If appropriate the data collection software (SAMIS) and other related tools will be estabished.
PROGRAMME LOGIC & QUALITY
As The Salvation Army seeks to increase the effectiveness of its social programmes in delivering our mission, issues of mission accountability & quality are becoming paramount. In dealing with quality assurance and management, we need to be assured that mission is imbedded in such concepts and practices. Our mission imperatives and mission values are foundational to the quality of our social programmes.
Programme Logic is a critical concept for ensuring quality in programme design and hence contributing to total quality management. Programme Logic assists in the effective and logical design of programme and is informed by evidence based research. Critical to this is the collection of appropriate data to measure client and broader social outcomes. Such data will enable us to monitor outcomes, review programmes and evaluate our goals. Assessment of the way our mission is delivered is fundamental to this.
SAMIS has been developed to the point where it is available and implemented across the Territory for Case managed, AoD treatment, ER and Homelessness services. SAMIS is a data collection tool that will inform Programme Logic and provide research, monitoring, review and evaluative information to ensure quality programme design. It will assist our social programmes to operate effectively in quality management.
The term Client Achievement refers to the feedback received from both the client and members of staff on their evaluation of the outcomes of the client engagement process provided by a specific service. It also provides information on the extent to which the service has met client’s needs.
It goes beyond client satisfaction, as the measure of Client Achievement includes feedback from staff on their perception of whether the service has met the client’s expectations and needs.
Client achievement is related to the level of change that takes place as a result of an intervention. This achievement can be described in terms of the ‘intended client benefits’, which arise from programme logic statements. This is, the achievement can be rated according to the extent to which the benefit was met at the point of cessation of service, with or without the use of a ‘front end’ assessment of the capacity of the client at the time the service commenced.
Client satisfaction or client experience focuses more on the feelings of the client about how they were treated in the service, and is linked to the participation benefit statement in the programme logic.