Outcomes theory is made up of several key conceptual frameworks and a set of principles. The most important framework is Duignan's Outcomes System Diagram. This diagram identifies seven different building-blocks of outcomes systems. These building-blocks are analogous to the building-blocks that make up accounting systems (e.g. general ledger, assets register). In the case of an outcomes system they are a different set of building-blocks which are necessary for outcomes systems to function properly. The building blocks are: • A model of the high-level outcomes being sought within the outcomes system, the steps which it is believed are necessary to get to these outcomes, previous evidence linking such steps to such outcomes, current priorities and whether current activity is focused on these priorities. Within outcomes theory these models are, for convenience, conceived of as visual models. They are used, for example, in visual strategic planning. • 'Controllable' indicators – measures of at least some of the boxes within the model. Controllable indicators have the feature that their mere measurement is proof that they have been caused by the project, organization or intervention that they are controlled by. This means that they are ideal for use as accountability measures (e.g. Key Performance Indicators KPIs). • 'Not-necessarily controllable indicators – indicators that are influenced by factors in addition to the intervention. These have the feature that their mere measurement does not say anything about what has caused them. • Non-impact evaluation – while 2 and 3 above are usually routinely collected information, outcomes systems can also utilize more one-off studies (referred to as types of 'evaluation'). Non-impact evaluation focuses on improving the 'lower-level' steps within the outcomes model (it is often included within aspects of: developmental, formative, process and implementation evaluation) • Impact evaluation – evaluation that makes a claim about what has caused high-level outcomes to have occurred (i.e. whether or not the intervention has improved them). • Comparative and
economic evaluation – evaluation that compares different interventions or translates their benefits into dollar terms so that different interventions focusing on different issues can be compared. • Contracting, accountability and performance management arrangements – the arrangements that are in place (e.g. in the form of a contract between a funder and provider) as to what information will be collected regarding 1-6 and what parties will be held to account for, and rewarded and punished for. ==Example of a principle==