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MEL in Campaigns &
Influencing
Gabrielle Watson & Claire Hutchings February 19, 2015
Page 2
Climate Change Campaign
We Can Campaign - Bangladesh
Grow Campaign
Control Arms Campaign
Robin Hood Tax
Campaign
Page 3
HOW IS INFLUENCING DIFFERENT?
1. Aim is to shift power –
how to measure?
2. Unpredictable
dynamics – need
rapid response
3. Need to inform and
influence others
4. Many actors and
drivers – Oxfam just
one player
1. Focus on reach,
access & influence
2. Real-time learning tools
3. Invest in credible
evidence/ research
4. Context & contribution
analysis (not attribution)
Page 4
WHY IS MEL IMPORTANT?
 Figure out what works (and doesn’t) to get stronger
and sharper - helping you to learn what strategies or
activities are working well, and where midcourse
corrections many be needed
 Build stronger teams & alliances
 Have more impact
 Communicate successes & lessons learned
Page 5
6 STEP APPROACH TO
INFLUENCING MEL
Build
Learning
Loops
Set the
Strategy
Page 6
MEL Plan – the Building Blocks
Page 7
MEL Plan – the Building Blocks
1. Theory of Change
2. Measures of Success & Collect
Data
• who will collect what data when
(frequency & timing), why and how
1. Analysis & Sensemaking
• Team meetings
• After-action reviews
• Strategy reviews
• External reviews
1. Report Out & Use
• Internal – driving decisions
• External stakeholders – donors,
allies, partners
Page 8
INFLUENCING MEL APPROACH
(EXAMPLE)
Set the Strategy
Steps 1 - 3
Page 10
1. THEORY OF CHANGE
Develop an influencing theory of
change
1.Define desired impact
2.Outline the outcomes (key changes)
that need to happen to bring about the
impact
3. Do a Power Analysis to identify levers of change. Who are the
allies, blockers, ‘swingers’ etc. and how can they be influenced?
4. Based on this, determine effective strategies to achieve the
change and any ‘intermediate outcomes’ along the way.
5. Pull together a ‘theory of change’ or logic model diagram
illustrating the impact, outcomes, and strategies.
ALL MODELS ARE WRONG BUT SOME ARE USEFUL - George Box
Page 11
1. THEORY OF CHANGE
Page 12
1. THEORY OF CHANGE
Page 13
13
Strategie
s
Outcome
s
Impact
Provide inputs for producers
Deliver training to cooperatives on:
• Management issues
• Marketing/ customer service
• Relationship with hotels
• Technical
• Gender
• Disaster Risk Reduction
Provide loans & working capital to
cooperatives
Advocate with policy-makers and
business leaders, based on
experiences from the programme
Improved technical capacity of
the Belle Vue Farmers
Cooperative
Improved liquidity and ability to
operate under hotels’ 90 day
terms, whilst providing cash
payment to farmers within 3
days of grading produce
Governments and hotels
change their perception of
Caribbean farmers
Increases in the
income of 1000
farmers and their
families
Benefits to
smallholders
across the
Caribbean
Evidence for advocacy
Measuring Change Baseline Report: Linking farmers to the hotel industry - St. Lucia
1. THEORY OF CHANGE
Page 14
2. MEASURES OF SUCCESS
(EXAMPLES)
Measures of Success
“What will we achieve?”
Indicators
“How will we know it?”
Reach Public mobilization
& support
• # page views, tweets, Facebook comments, etc.
• # actions taken
• # participate in events
• Actions by champions & spokespeople
• # new constituents and donors
Alliance building • # of allies
• Power of allies
• Actions by & with allies
Access Shaping terms of
debate (issue
reframing)
• # Media hits
• Citations of Oxfam/allies spokespeople &
reports by media, policymakers & influentials
• Oxfam & allies in key agenda-setting spaces
Influence Policy maker
support
• Public statements & actions
• Private statements & actions
Policy & practice
change
• Policy proposed, enacted, funded, defended or
implemented
• Bad policy blocked
Page 15
2. Build your Measures of Success
Influencing
Objectives
What would “success” look like?
CS actors work
together to advance
common goal
Collaborative actions taken among organizations (e.g.,
joint meetings, aligning of messages)
Public aware & cares
about issue
Key decision-maker
support
Page 16
3. Data Collection Tips
 Where possible, should be a mix of qualitative and quantitative
 Collect the minimum amount of information needed
 Document information on activities and outcomes
 Can you automate your data collection? For example:
• Adding important data to regular meeting minutes.
• Free electronic data-collection tools (email accounts, RSS feed collectors, etc.)
where you can easily forward monitoring information.
 Are you already collecting this data? For example, does your advocacy
lead keep records of correspondence with policy contacts?
 Which different perspectives are important to include?
 Make sure to collect only as much data as you can review and
reflect upon in the team!
Build Learning Loops
Steps 4 - 6
Page 21
Analysing and reviewing the data being collected in order to:
• Assess progress towards results;
• Understand the factors that are contributing to or impeding
achievement of outcomes;
• Check strategies, including partnership strategies,(re-)consider
whether the right things are being done, in the right way;
• Use this to inform decisions that may increase the likelihood of
achieving results
• Strengthen accountability and learning.
4. ANALYSIS & REVIEW
Page 22
4. ANALYSIS & REVIEW
Page 23
5. EXTERNAL EVALUATIONS
Evaluations = strategic learning opportunities
• Set the TOR. What do we want to know/learn? What
decisions should the evaluation drive? How will we use
& share it? With who?
• Process matters. Involve & interview key stakeholders;
review early findings together, share final results.
• Make it user-friendly to drive decisions. Present
findings and recommendations (if not the whole report!)
in accessible language. Consider multiple formats – live
discussions, webinar, pamphlet, YouTube, etc.
Page 24
5. EXTERNAL EVALUATIONS
• Mid-course and final evaluations = objective view of
effectiveness, outcomes and Oxfam’s added value
• OI Evaluation Policy:
• Required for all major investment over $250,000
• Executive summary and management response
posted to Oxfam website (full report if appropriate)
• Put in budget & allocate staff time for commissioning
manager
Page 25
6. USING & COMMUNICATING
LEARNING
• Use MEL “findings” to
shape team planning &
drive decisions
• Share with allies and
other teams – replicate
successes & learn from
“losses”
• Share with donors and
supporters to celebrate
wins, build confidence &
boost engagement
WHAT’S FEELS FAMILIARANDWHAT’S
NEW?
WHAT’S YOURNEXT STEPTOGET
STARTED?

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Oi cmel approach calp march 2015 final

  • 1. MEL in Campaigns & Influencing Gabrielle Watson & Claire Hutchings February 19, 2015
  • 2. Page 2 Climate Change Campaign We Can Campaign - Bangladesh Grow Campaign Control Arms Campaign Robin Hood Tax Campaign
  • 3. Page 3 HOW IS INFLUENCING DIFFERENT? 1. Aim is to shift power – how to measure? 2. Unpredictable dynamics – need rapid response 3. Need to inform and influence others 4. Many actors and drivers – Oxfam just one player 1. Focus on reach, access & influence 2. Real-time learning tools 3. Invest in credible evidence/ research 4. Context & contribution analysis (not attribution)
  • 4. Page 4 WHY IS MEL IMPORTANT?  Figure out what works (and doesn’t) to get stronger and sharper - helping you to learn what strategies or activities are working well, and where midcourse corrections many be needed  Build stronger teams & alliances  Have more impact  Communicate successes & lessons learned
  • 5. Page 5 6 STEP APPROACH TO INFLUENCING MEL Build Learning Loops Set the Strategy
  • 6. Page 6 MEL Plan – the Building Blocks
  • 7. Page 7 MEL Plan – the Building Blocks 1. Theory of Change 2. Measures of Success & Collect Data • who will collect what data when (frequency & timing), why and how 1. Analysis & Sensemaking • Team meetings • After-action reviews • Strategy reviews • External reviews 1. Report Out & Use • Internal – driving decisions • External stakeholders – donors, allies, partners
  • 8. Page 8 INFLUENCING MEL APPROACH (EXAMPLE)
  • 10. Page 10 1. THEORY OF CHANGE Develop an influencing theory of change 1.Define desired impact 2.Outline the outcomes (key changes) that need to happen to bring about the impact 3. Do a Power Analysis to identify levers of change. Who are the allies, blockers, ‘swingers’ etc. and how can they be influenced? 4. Based on this, determine effective strategies to achieve the change and any ‘intermediate outcomes’ along the way. 5. Pull together a ‘theory of change’ or logic model diagram illustrating the impact, outcomes, and strategies. ALL MODELS ARE WRONG BUT SOME ARE USEFUL - George Box
  • 11. Page 11 1. THEORY OF CHANGE
  • 12. Page 12 1. THEORY OF CHANGE
  • 13. Page 13 13 Strategie s Outcome s Impact Provide inputs for producers Deliver training to cooperatives on: • Management issues • Marketing/ customer service • Relationship with hotels • Technical • Gender • Disaster Risk Reduction Provide loans & working capital to cooperatives Advocate with policy-makers and business leaders, based on experiences from the programme Improved technical capacity of the Belle Vue Farmers Cooperative Improved liquidity and ability to operate under hotels’ 90 day terms, whilst providing cash payment to farmers within 3 days of grading produce Governments and hotels change their perception of Caribbean farmers Increases in the income of 1000 farmers and their families Benefits to smallholders across the Caribbean Evidence for advocacy Measuring Change Baseline Report: Linking farmers to the hotel industry - St. Lucia 1. THEORY OF CHANGE
  • 14. Page 14 2. MEASURES OF SUCCESS (EXAMPLES) Measures of Success “What will we achieve?” Indicators “How will we know it?” Reach Public mobilization & support • # page views, tweets, Facebook comments, etc. • # actions taken • # participate in events • Actions by champions & spokespeople • # new constituents and donors Alliance building • # of allies • Power of allies • Actions by & with allies Access Shaping terms of debate (issue reframing) • # Media hits • Citations of Oxfam/allies spokespeople & reports by media, policymakers & influentials • Oxfam & allies in key agenda-setting spaces Influence Policy maker support • Public statements & actions • Private statements & actions Policy & practice change • Policy proposed, enacted, funded, defended or implemented • Bad policy blocked
  • 15. Page 15 2. Build your Measures of Success Influencing Objectives What would “success” look like? CS actors work together to advance common goal Collaborative actions taken among organizations (e.g., joint meetings, aligning of messages) Public aware & cares about issue Key decision-maker support
  • 16. Page 16 3. Data Collection Tips  Where possible, should be a mix of qualitative and quantitative  Collect the minimum amount of information needed  Document information on activities and outcomes  Can you automate your data collection? For example: • Adding important data to regular meeting minutes. • Free electronic data-collection tools (email accounts, RSS feed collectors, etc.) where you can easily forward monitoring information.  Are you already collecting this data? For example, does your advocacy lead keep records of correspondence with policy contacts?  Which different perspectives are important to include?  Make sure to collect only as much data as you can review and reflect upon in the team!
  • 18. Page 21 Analysing and reviewing the data being collected in order to: • Assess progress towards results; • Understand the factors that are contributing to or impeding achievement of outcomes; • Check strategies, including partnership strategies,(re-)consider whether the right things are being done, in the right way; • Use this to inform decisions that may increase the likelihood of achieving results • Strengthen accountability and learning. 4. ANALYSIS & REVIEW
  • 20. Page 23 5. EXTERNAL EVALUATIONS Evaluations = strategic learning opportunities • Set the TOR. What do we want to know/learn? What decisions should the evaluation drive? How will we use & share it? With who? • Process matters. Involve & interview key stakeholders; review early findings together, share final results. • Make it user-friendly to drive decisions. Present findings and recommendations (if not the whole report!) in accessible language. Consider multiple formats – live discussions, webinar, pamphlet, YouTube, etc.
  • 21. Page 24 5. EXTERNAL EVALUATIONS • Mid-course and final evaluations = objective view of effectiveness, outcomes and Oxfam’s added value • OI Evaluation Policy: • Required for all major investment over $250,000 • Executive summary and management response posted to Oxfam website (full report if appropriate) • Put in budget & allocate staff time for commissioning manager
  • 22. Page 25 6. USING & COMMUNICATING LEARNING • Use MEL “findings” to shape team planning & drive decisions • Share with allies and other teams – replicate successes & learn from “losses” • Share with donors and supporters to celebrate wins, build confidence & boost engagement

Editor's Notes

  1. Developed by CMEL colleagues in 2009 based on best practices within campaigns Reviewed and updated at F2F in 2012 Included in CAMSA Some tools available on CAMSA site
  2. Who, Where, When, Why, What (and How) Agreed up-front In team TOR & strategy In team member roles (media, digital, research, policy, alliances, etc.) Put on calendars & set aside time to prep & report out
  3. A “Theory of Change” or logic model is like your influencing ROAD MAP. The best maps clearly show the most important elements, how they’re connected. They give everyone a clear understanding of the game plan. Everyone can “read” it, everyone can recognize their role & contribution to the master plan.
  4. US Climate Change campaign
  5. Arms Trade Treaty campaign
  6. This is an example of a logic model describing a theory of change from an Oxfam GB programme in the Caribbean that involves linking small-scale producers to hotel chains. Describe the model, starting from the impact statements – noting the specific nature of the outcomes, and the ‘evidence’ from the first two outcomes that feeds into the third.
  7. This is a simple framework to think about EVIDENCE of progress for each piece of your change roadmap / Theory of Change Use to help think about YOUR success measures for YOUR key influencing strategies & outcomes Reach How many people do we reach through media, social media, events, allies & influential “multipliers”? How many “actions” are people taking? Access Are Oxfam & allies “at the table,” shaping policy debates? Influence Are we shaping draft policies and helping get them passed and implemented?
  8. Interactive with CALP participants Modeling how to do with their teams Ask for other examples of objectives (aka outcomes) Ask for what kinds of evidence they would expect to see Develop COMPOSIT picture of success. Prompt for both quant and qual indicators, if possible. Qualified (eg. “at least five champs taking significant support actions”, “positive coverage in major daily newspaper”, etc.) These become the guideposts for the MEL plan, and the reference for strategy reviews, when making sense of evidence of what’s happened.
  9. Data collection plan: the indicator(s) or outcome area(s) they will track, the data that needs to be collected, how it will be collected and how frequently (e.g. quarterly, weekly, at key moments), who will be responsible for collecting it and how it will be used
  10. This is one example of an in-depth analysis of target decision-makers. There are lots of ways to do this, which can be incorporated into team power analysis exercises Including visualizing level of support and influencing power of targets on a matrix
  11. Source: Template created by SAMRO MEL Lead, Louise Clark, for Doe Run campaign effort, 2012
  12. As a leader & change-driver, think of evaluations as strategic learning platform to super-charge our influencing effectiveness For team For senior leadership For wider confederation
  13. ASK: What are key audiences & decision-points? Can you time reviews to align with reporting requirements? Include strategic insights on change process & lessons on strategies that worked and haven’t