Strategies must be developed, tracked and measured, reviewed, and adjusted based on data. This shows the strategy business processes (measurement is implied): create the strategy, review it annually, “refresh” it periodically when a major course change and fresh look is needed. **********Development – New area of work. After period of learning. Not very common. Coming up – Urban Poverty (increase income of slumdwellers by helping them organize and develop income opportunities e.g, wastepicking).Review – annual. Every strategy every year, with the CEO, presidents, co-chairs and team. Purpose – for the team to shareWhat’s working/what’s notChallengesLessonsCourse corrections (areas of adjustment)Critical issues they’d like feedback onRefresh. Would like to drill in here. Development and refresh are closely linked – nearly the same process. How does the foundation develop a new strategy, or refresh one that already exists? What process and set of analyses do teams follow? Note this is done every 3-5 years.
These are analytical tools to facilitate reasoning, analysis, consideration of alternative solutions, help us understand the critical role of other players and clearly articulate our role. Ultimate goal - create realistic, but ambitious strategies that can be implemented and measured. Opportunity mapTool to open the thinking, find creative ideas, challenge assumptionsProblem may be segmented by geography, end beneficiary, disease state, etc.Typically a precursor to developing a TOC2. TOCIncludes an explicit goal statementShows all the critical “levers” and causal links to achieve the goal, not just what we will doHelps ground our actions in the big picture (what others must do)Should stand on its own (i.e., be self explanatory)Right level of granularity important 3. TOAMust overlay on the TOCMade up of initiatives and sub-initiativesAs a companion to or part of the TOA, important to also state what we won’t do, and whyWhen done well, reveals risksAlso – solution leverage -- How and to what extent will the choices we make position us to achieve scale?
Start with an anecdote – real donor terms of reference for an evaluation in Northern Uganda. Community economic development program Few years, $10 million TOR read: evaluate impact program has had on economic development in the region, conflict prevention and welfare in the target communities. Time: 18 days. Shows how measurement can be difficult for many reasons – not just the sheer act of doing it, but understanding what it is, what it can and cant do, the kind of knowledge that can be produced by collecting data, the limits to that knowledge and reality on the ground Example of no common understanding of language, no purpose in mind probably – donor in this case – were they holding the organization accountable for conflict prevention in No U?
We use these categories to help teams within the foundation to think about what results (output, outcomes: coverage), and how (with/without attribution; shorter term feedback) they should measure above the grant level – trying to identify their strategic intent for a cluster of grants, where you can and can’t add up….
- Putting it all back together – the theory to the practice – we still have more questions than answers. On Develop/refresh strategy: How do we identify, articulate and evaluate alternative paths to impact? On Track Progress: What results do we aggregate? What are the most promising interventions to evaluate? On Review strategy: How do we adjust our strategies while maintaining continuity in our partnerships? On Learn, Adapt, Improve: How do we keep the bar high and hold people accountable for results, while leaving room for failure and learning?
Gates fdn measuring impact presentation nov 30 2010
Prove It: How the Gates Foundation Ties Strategy to Results<br />Schwab Charitable Philanthropy Speaker Series<br />Center for Nonprofit and Public Leadership<br />Haas School of Business<br />Jodi Nelson, Interim Director<br />Emily Parker, Sr. Strategy Officer<br />Impact Planning and Improvement<br />September 30, 2010<br />
What is a strategy at the foundation?<br />Causal pathway to impact. Outlines the investments and programmatic activities aligned with that pathway. Defines the results of these investments and activities over time. <br />Bill & Melinda Gates Foundation Approved Strategies<br />Global Development Program<br /><ul><li>Agricultural Development
What's our philosophy? Actionable Measurement <br />Direction from the co-chairs in 2008<br />Measurement should be strategic and actionable<br />We should not measure everything:<br /><ul><li>Rely on grantee reporting as much as possible
Align our data requests with those of other funders
Actionable Measurement<br />Measure to inform decisions and actions. How you do it (the approach, methodology, evaluation design) is determined by the purpose. There is no one measurement approach that works all the time, for all purposes. <br /><ul><li>Why is it unique to be pragmatic?
Where do we weigh in on the philosophical debates?