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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 â
how to measure?
2. Unpredictable
dynamics â need
rapid response
3. Need to inform and
influence others
4. Many actors and
drivers â 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?
ď Figure out what works (and doesnât) to get stronger
and sharper - helping you to learn what strategies or
activities are working well, and where midcourse
corrections many be needed
ď Build stronger teams & alliances
ď Have more impact
ď Communicate successes & lessons learned
5. Page 5
6 step approach to Influencing MEL
Build
Learning
Loops
Set the
Strategy
7. Page 7
MEL Plan â 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 â driving decisions
⢠External stakeholders â 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, âswingersâ etc. and how can they be influenced?
4. Based on this, determine effective strategies to achieve the
change and any âintermediate outcomesâ along the way.
5. Pull together a âtheory of changeâ 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 hotelsâ 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
âWhat will we achieve?â
Indicators
âHow will we know it?â
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 âsuccessâ 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
ď Where possible, should be a mix of qualitative and quantitative
ď Collect the minimum amount of information needed
ď Document information on activities and outcomes
ď 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.
ď Are you already collecting this data? For example, does your advocacy
lead keep records of correspondence with policy contacts?
ď Which different perspectives are important to include?
ď 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 â live
discussions, webinar, pamphlet, YouTube, etc.
21. Page 24
5. External Evaluations
⢠Mid-course and final evaluations = objective view of
effectiveness, outcomes and Oxfamâs 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 âfindingsâ to
shape team planning &
drive decisions
⢠Share with allies and
other teams â replicate
successes & learn from
âlossesâ
⢠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 âTheory of Changeâ or logic model is like your influencing ROAD MAP.
The best maps clearly show the most important elements, how theyâre connected.
They give everyone a clear understanding of the game plan.
Everyone can âreadâ 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 â noting the specific nature of the outcomes, and the âevidenceâ 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 âmultipliersâ? How many âactionsâ are people taking?
Access
Are Oxfam & allies âat the table,â 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. âat least five champs taking significant support actionsâ, âpositive coverage in major daily newspaperâ, etc.)
These become the guideposts for the MEL plan, and the reference for strategy reviews, when making sense of evidence of whatâs 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 havenât