1. Inspiration. The website will contain additional comments and praise about the book, adding to those on the back cover. It will provide more detail on many stories in the book so you can see the complete story. The website will also contain additional case studies showing how this process has been used by others beyond those presented in the book.
2. Support. The website will provide you an opportunity to request a discussion with one of ROI Institute's team members. You can obtain help with your project if you need it. Assessments, tips, and friendly advice are provided for each chapter.
3. Tools. Additional materials to enable the use of the process presented in this book will be available, including job aides, guides, templates, and in some cases, actual case studies highlighting how particular issues can be addressed.
4. Learning Opportunities. Additional learning opportunities supporting this book will be described on the website and include:
* A one-day workshop
* A train-the-trainer workshop
* An ROI Certification process
* Coaching to support you with the application of the process
THE FLOW OF THE BOOK
Chapter 1, "Show the Value Process," explores how to demonstrate value and describes the complete Show the Value Process model and why it is needed. It sets the stage and provides a preview of the entire book.
Chapter 2, "Why? Start with Impact," explains the first step of the process. This chapter describes the importance of connecting your project with a business measure, that is, an impact measure. Essentially, you begin with the end in mind.
Chapter 3 "How? Select the Right Solution," covers taking steps to ensure that your idea for the solution is the right one. Or, if it is a problem you are facing, you have to analyze the cause of the problem, which leads to the solution. Either way, you take steps to ensure you start on the right path.
Chapter 4, "What? Expect Success with Objectives," emphasizes the importance of measuring the impact to define the success needed for the project. Then, objectives are set for different levels of outcomes, from reaction to learning, application, impact, and even ROI. These objectives are critical to designing for the success that you need.
Chapter 5, "How Much? Collect Data along the Way," shows how data will need to be collected, whether formally or informally, along the chain of value, from reaction all the way to impact. Data collection doesn't have to be complicated, and the different ways to do this are fully explored.
Chapter 6, "What's It Worth? Analyze the Data," details in a nonthreatening way how the data analysis is pursued, with a focus on making it credible throughout the process. The actual ROI is calculated, if needed.
Chapter 7, "So What? Leverage the Results," begins with presenting the results to the right audiences. We'll share how to leverage the results to make the project better and influence others to earn more respect and improve the situation for all stakeholders.
Finally, the conclusion, "Making It Work," is a call to action. You will find advice and useful tips to get started with the Show the Value Process. All this knowledge without action would be a waste.
Overall, we think you will find this book to be a valuable reference and companion. Its content includes stories describing how others have used the Show the Value Process and found success. We hope you will find it insightful, challenging, engaging, and rewarding as you attempt to Show the Value of your work, projects, and initiatives.
CHAPTER 1: Show the Value Process
MYTH: It is extremely difficult to show the value of the work that you do.
REALITY: Showing the value of what you do is a logical, easy process.
(Reverend Bruce Fenner, director of endorsement for The United Methodist Church (UMC), knew there was a growing need for chaplains to demonstrate the value of their work. He recognized mere trust in spiritual care was no longer evidence enough; more tangible data was required if chaplaincy was to continue receiving funding, particularly in health care, the military, and even corporate settings. So, he and The UMC General Board of Higher Education and Ministry decided to host a workshop of approximately 57 chaplains. We facilitated that workshop. There we met Reverend Doug Stewart, chief chaplain at Memorial Hospital in Belleville, Illinois. Doug was one of many participants recognizing the need to show how chaplaincy contributes to organizational outcomes. He immediately saw the pertinence of our process to his work. He knew that failure to connect the work of chaplaincy to organizational outcomes would put funding for chaplaincy intervention at risk.)