This document outlines an approach to monitoring, evaluation, and learning (MEL) for influencing campaigns and advocacy work. It discusses how influencing work is different from traditional campaigns in terms of its aim to shift power dynamics and need for rapid response. A six-step approach to influencing MEL is presented, including setting strategy, developing a theory of change, measuring success, collecting and analyzing data, conducting external evaluations, and communicating learning. Examples of a theory of change diagram and measures of success are provided. The goal of the MEL process is to understand what strategies are effective, build stronger teams and partnerships, and maximize impact.
A theory of change is a purposeful model of how an initiative—such as a policy, a strategy, a program, or a project—contributes through a chain of early and intermediate outcomes to the intended result. Theories of change help navigate the complexity of social change.
Working with complexity: Six steps to enhance researchODI_Webmaster
John Young's presentation at the GDN workshop on 'Maximizing the Impact of Agricultural Research in Africa' held in Addis Ababa, Ethiopia in October 2008. In his talk, he outlines how organisations can work within complex policy processes to achieve impact and expands on several tools that can be used as part of this process.
Planning for impact: Basic communication strategiesODI_Webmaster
This presentation from Jeff Knezovich of the Overseas Development Institute was given at a workshop held on research packaging at ESRF in Tanzania in August 2008. It was prepared for the Micro-level Perspectives of Growth project currently being undertaken by the University of Dar es Salaam Department of Economics. More information on the project can be found at http://www.esrftz.org/mlpg
Creating Social Vision and drawing CSR Map CSO Partners
This covers the following
- Responsible business and CSR
- Creating a shared vision
- The theory of change
- Intervention approach
- Issue prioritization and targeting
- Mainstreaming CSR in corporate governance
A theory of change is a purposeful model of how an initiative—such as a policy, a strategy, a program, or a project—contributes through a chain of early and intermediate outcomes to the intended result. Theories of change help navigate the complexity of social change.
Working with complexity: Six steps to enhance researchODI_Webmaster
John Young's presentation at the GDN workshop on 'Maximizing the Impact of Agricultural Research in Africa' held in Addis Ababa, Ethiopia in October 2008. In his talk, he outlines how organisations can work within complex policy processes to achieve impact and expands on several tools that can be used as part of this process.
Planning for impact: Basic communication strategiesODI_Webmaster
This presentation from Jeff Knezovich of the Overseas Development Institute was given at a workshop held on research packaging at ESRF in Tanzania in August 2008. It was prepared for the Micro-level Perspectives of Growth project currently being undertaken by the University of Dar es Salaam Department of Economics. More information on the project can be found at http://www.esrftz.org/mlpg
Creating Social Vision and drawing CSR Map CSO Partners
This covers the following
- Responsible business and CSR
- Creating a shared vision
- The theory of change
- Intervention approach
- Issue prioritization and targeting
- Mainstreaming CSR in corporate governance
Stakeholder Engagement in the Context of Conflict Analysis and InterventionSharon McCarthy
Royal Roads University
Program: Graduate Diploma in Conflict Analysis and Management
Lecture: Stakeholder Engagement, (a how-to guide for undertaking this aspect of project planning)
I facilitated a stakeholder relationships workshop for a client recently. This presentation was the "background framework" used to shape the work done by this management team.
TOC is a methodology for planning, participation and evaluation in the context of public intervention to promote social change. It is strictly connected with the idea of program theory.
This presentation was given at the Sustainable Brands Africa Conference in May 2016. It provides case studies and lessons learnt of conducting numerous impact assessments. It also provides advice of how to conduct impact assessments, what indicators to consider and how to determine return on investment
What if we had a method we could use with clients to better understand their stakeholder landscape and that would help us do more effective UX work? What if it was more like a consulting method instead of a design deliverable? Could that help us choose research, design and evaluation methods more effectively so we could have more impact on our projects?
Presented during Tshikululu's first Serious Social Investing workshop, which took place on 25 and 26 February 2010. Sarah Morrison (client relationship manager, Tshikululu Social Investments) discusses strategy in corporate social investment.
Stakeholder Engagement in the Context of Conflict Analysis and InterventionSharon McCarthy
Royal Roads University
Program: Graduate Diploma in Conflict Analysis and Management
Lecture: Stakeholder Engagement, (a how-to guide for undertaking this aspect of project planning)
I facilitated a stakeholder relationships workshop for a client recently. This presentation was the "background framework" used to shape the work done by this management team.
TOC is a methodology for planning, participation and evaluation in the context of public intervention to promote social change. It is strictly connected with the idea of program theory.
This presentation was given at the Sustainable Brands Africa Conference in May 2016. It provides case studies and lessons learnt of conducting numerous impact assessments. It also provides advice of how to conduct impact assessments, what indicators to consider and how to determine return on investment
What if we had a method we could use with clients to better understand their stakeholder landscape and that would help us do more effective UX work? What if it was more like a consulting method instead of a design deliverable? Could that help us choose research, design and evaluation methods more effectively so we could have more impact on our projects?
Presented during Tshikululu's first Serious Social Investing workshop, which took place on 25 and 26 February 2010. Sarah Morrison (client relationship manager, Tshikululu Social Investments) discusses strategy in corporate social investment.
Evaluating Communication Programmes, Products and Campaigns: Training workshopGlenn O'Neil
A one day workshop on evaluating communication programmes, products and campaigns. The main steps and methods are covered with real life examples given. This workshop was originally conducted by Glenn O'Neil of Owl RE for Gellis Communications in Brussels in October
The responsibility of the board of directors of a nonprofit is not simply to fund raise or review financials, but rather to ensure that the money raised is used well. To create impact.
Evaluation of SME and entreprenuership programme - Jonathan Potter & Stuart T...OECD CFE
Presentation by Jonathan Potter, OECD LEED Senior Policy Analyst, and Stuart Thompson, OECD LEED Policy Analys, tat the seminar organised by the OECD LEED Trento Centre for the Officers of the Autonomous Province of Trento on 13 November 2015.
https://www.trento.oecd.org
Finding the Fulcrum, Tipping Boulders: Strategic Approaches to Effecting ChangeJeff Willinger
This was presented at ILTA14. Strategic technology has great potential to tip business units (practice areas) toward opportunities to be efficient and profitable. Find the tipping points as we focus on approaches to developing and identifying opportunities for strategic change and ensuring the successful completion of these initiatives.
Strategic Plan Part 3
By: Christopher Gilbert
BUS/475
Instructor: Dr. Steve Verrone
June 20, 2016
STRATEGIC PLAN PART 3
STRATEGIC PLAN PART 3
1
STRATEGIC OBJECTIVES SUMMARY (BALANCED SCORECARD).
STRATEGY
GOAL- What we want to accomplish
OBJECTIVES- How we are going to accomplish the goal
MEASURE
TARGET
SHAREHOLDER VALUE OR FINANCIAL PERSPECTIVE
Ensure financial benefits are maximized through smart and transparent financial systems.
Allocate budget to support business goals and objectives.
Provide investors with value- relevant information.
Increase market share which will improve our competitive position which will lead to sustainable profitability.
Stay relevant through innovation, respond to customers fast enough and use their ideas, buy off competitors and increase flexibility in operations.
Percentage of total market in the business printing sector
70%
Demonstrate cost savings in the organization as a result of business processes being streamlined.
Use process value analysis on all change initiatives in the organization.
Percentage of change initiatives that produced cost savings in the organization.
75%
PROCESS OR INTERNAL OPERATIONS PERSPECTIVE
Implement strategies to maximize resources and infrastructure present in Neon Software, Inc.’s facilities.
Make use of creativity and innovation in order to improve internal processes and keeps the business progressing.
Ensure high utilization of company facilities.
Improve process delivery
Create business project management process
The process is implemented in full.
PASS/ FAIL
Ensure effective implementation of initiatives
Initiative delivered project goals
Percentage of goals met
90%
Initiative delivered on time
Percentage of initiatives delivered on time
90%
Initiative delivered on budget
Percentage of initiatives delivered on budget
90%
CUSTOMER VALUE PERSPECTIVE
Maximize customer collaboration in order to identify and understand customer needs and expectations.
Deliver timely, accurate, and high-quality services and products to increase value and achieve customer satisfaction.
Products offered by Neon Software, Inc. to be affordable with the firm acting as a market leader.
Identify customer needs and inefficiencies and implement relevant solutions.
Map existing business processes
Number of business processes mapped
4
Facilitate the management of change in the company.
Change management plan implemented
PASS/ FAIL
Build effective customer relationships
Increase customer contacts
Number of new customer contacts per week
4
Learn and apply communication techniques
Number of feedback sessions
2 per person
LEARNING AND GROWTH (EMPLOYEE) PERSPECTIVE
Promote a culture and working environment that embraces growth and development.
Meet the needs of each of our employees which will more often than not result in employee engagement and employee satisfaction in general.
Ensure that employees are compensated sufficiently which will help with retention.
Common factors for managing successful change
Presented by Elisabeth Goodman
Tuesday 6th September 2016
North West branch and Enabling Change SIG event
University of Central Lancashire, Westlakes campus
Driving Key Account Growth: Planning and Execution to Access the White SpaceRichardson
Decreasing customer loyalty, higher expectations, and constant competitive threats are making forecasted business from your best customers anything but a certainty. The presentation will cover the following:
1. The guiding principles for excellence in strategic account planning
2. Quantitative and qualitative factors to consider in choosing accounts for strategic account planning
3. How to align to the customer’s strategy
Account plan execution
Impact practice in the third sector for public health practitionersCatherine A. Greaves
Sharing Impact Practice (outcomes measurement) from third sector (community & voluntary sector) wellbeing projects for public health mental health & alcohol interventions
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
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
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
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
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
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
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.
US Climate Change campaign
Arms Trade Treaty campaign
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.
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?
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.
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
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
Source: Template created by SAMRO MEL Lead, Louise Clark, for Doe Run campaign effort, 2012
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
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
