ROI Institute Services

• Developing Program objectives
• Developing Data Collection and ROI Analysis Plans
• Designing  instruments at the four levels of evaluation
• Collating and analysing responses
• Developing impact study reports
• Conducting impact studies
• Writing Case Studies
• Publishing Case Studies
• Membership to the Australian ROI Program
• Membership to the International ROI Network
• Publishing and annual report which details a comprehensive range of impact studies, showing results by industry, organisation size and strategy grouping.

To read more about the benefits of measuring ROI, please read the information bulletin below. For more detailed case studies please refer to the industry snapshots.

At the heart of the impact study is the ROI methodology illustrated in Figure 2.0. The process flows sequentially from step to step until the ROI is developed.(Whether or not the ROI is developed during future NSW Health evaluations, the process up to the calculation of the ROI remains the same).

• All business performance measures that are influenced by the program are identified using input from a variety of sources.

• Two planning documents are the key to upfront analysis; these include the data collection plan and the ROI analysis plan.

General Drivers for Measuring Return on Investment

Across the nation there is increasing interest in measuring the impact of professional development programs to the point where a connection between measurement and evaluation and core business strategy seems to be a logical and rational progression. In a competitive business environment that more frequently places emphasis on sustainability, and the business bottom-line, the justification of the training and development role is becoming an essential component for its survival in an industry-wide context. With this in mind, experience suggests that there are at least six important drivers which have emerged for consideration during the planning for a measurement and evaluation exercise.

• Professional development programs are increasingly becoming more expensive to develop, co-ordinate and deliver. The longevity of such programs is contingent upon a comprehensive appreciation of the benefits versus the costs, both tangible and intangible. The application of a sound evaluation methodology can reveal these financial and non-financial outcomes and in doing so can also reveal the return on investment from the program.

• For professional development programs to be effective and produce the desired results they must be closely linked to the strategic objectives for program sponsors, industry decision makers and ultimately to consumer groups. Thus, the concern for the right training at the right time for the right audience to allow the generation of desired results will require a close alignment with these objectives.

• At the heart of any strategic direction is change and change management. Change is the only constant in most organisations or industries and professional development programs are often seen as the main driver for the various change processes. This requires the development function to align with a results-based approach to education, administration, implementation, and evaluation.

• The effectiveness of development programs have come into question from many viewpoints throughout the Health and Aged Care industry and the community as a whole. Is development and education via traditional methods still effective and are sufficient support mechanisms in place to facilitate transfer of knowledge and skills directly to the enterprise? Experience would suggest that all too often many opportunities exist for a ‘disconnect’ to occur between what has been learned and what is actually utilised on the job.

• With increased concern about professional development, concepts such as results-based performance, knowledge-based organisations, competitiveness and production efficiency are becoming more “in vogue” throughout the Health and Aged Care industry. Practitioners, key stakeholders and industry decision-makers are rapidly becoming aware of the need for competitive advantage, meaning that they must be able to acquire, develop, and retain the appropriate expertise – at this point the focus should be to get the participants engaged and to keep them engaged!

Summary

In conclusion, the ROI Framework will add value to any organisation or individual. The use of the ROI Framework represents a tremendous paradigm shift as an organisation attempts to bring more accountability and results to the entire organisational improvement process, from needs assessment to the development of an impact study. The ROI Framework brings a results-based focus to learning issues. This Framework is client-focused, requiring much contact, communication, dialogue and agreement with the client group.