Theory of Change
A framework to design and evaluate community initiatives, proven to be key to ensure strategic impact orientation
MEAL Frameworks
A summary of performance metrics and outcomes, specifying targets, timelines, methods as well as planned data collection processes
NGO Management
NGO and partner strategies to ensure successful alignment of different programs to contribute to organisational goals
CONTEXT AND CHALLENGES
CONTEXT AND CHALLENGES
In India, Monitoring and Evaluation is still at a very nascent stage with several organisations focussing on documenting scale and reach of activities with limited attention paid to results or outcomes that take place because of activities.
While impact evaluations have been mandated for organisations engaged in CSR efforts, many times it is treated as a tick-box to be done for investments. Evaluation studies are becoming an ‘after-thought’ commissioning studies once programs reach their completion stage, which reduces the extent of making course corrective actions during project phase or ensuring funds and investments are being utilised to create positive social impacts. Organisations work with multiple NGO partners, implementing multiple programs with limited alignment between partner strategies and organisational goals.
Unfortunately, not all programs are as effective as funders and implementing partners intend. To achieve real positive impact, we have to deal with complex and fast-changing realities, and we need to take many variables and stakeholders into account to successfully execute a project.
There is a lack of understanding that there is a difference in short-, medium- and long-term change created within communities which needs to be well outlined and captured through M&E work of organisations. Most programs are designed with very short-term goals or very broad intangible goals which are difficult to measure or inform us about what is working and what is not working.
SOLUTIONS
SOLUTIONS
Impact driven solutions, programs and activities should be guided by local level data and stakeholder insights. Needs of communities are constantly evolving owing to various technological advancements, geopolitical factors, change in social, cultural norms, etc. Widespread development problems like quality education, healthcare access, unemployment and livelihoods are shaped and influenced by a host of environmental factors. Diverse local contexts (as well) define the differences and nuances of community needs within these development domains.
Through needs assessment studies (which should be conducted before programs are designed), organisations would be able to record existing status on socio-economic indicators, very specifically and tangibly, identifying the most vulnerable groups who require interventions. These studies guide program design and help to set expected results by identifying which specific areas within these broad development domains we should focus on and assess the feasibility of plans and actions within communities.
Needs assessment studies help to initiate focused dialogues on collaboration and support with local government bodies, NGOs and other partners, to design and implement CSR interventions which are relevant, feasible and have the potential to create wide scale impact for communities.
Building a Theory of Change has the potential to avoid wasteful spending on ineffective or weakly effective programs and projects and to redirect those funds to more effective programs. A well-articulated Theory of Change is critical for strategic program design and allows for results-based planning and management.
It is a visual representation or model of how your intervention(s) contributes to a set of outcomes through a series of intermediate results. It includes explanations of how the program’s activities contribute to the results, not simply a list of activities followed by the results, with no explanation of how those are linked. Ideally, it should be developed when the program is being designed or is under review, because working out the theory of change is beneficial for thinking through how the program should work to generate the desired outcomes. For programs that cover a long period, or adjust to a changing environment, it is very common and even recommended that theories of change be revised from time to time.
Theories of Change allow organisations to focus on short-, medium- and long-term results and tangible impacts, recognising complexities and roles of multiple stakeholders. They help organisations to ensure the achievement of social impact goals and build an evaluative culture.
Monitoring, Evaluation and Learning (MEAL) frameworks are very useful to plan, coordinate and structure your data collection along the Theory of Change results. A MEAL plan should be the single point of truth when it comes to planning and structuring your monitoring and evaluation activities and impact management across your organisation. A MEAL plan is a summary of all indicators matched to outcomes, specifying targets, timelines, thresholds, tools and methods as well as planned data collection processes. It also specifies the organisational and technical aspects of measuring your outcomes and indicators.
A MEAL framework forces you to think about monitoring, evaluation and impact management in a structured way. WHAT do we want to measure WHEN, HOW and by WHOM? By doing so, you avoid your monitoring and evaluation processes from being inefficient or overwhelming.
Data collected through the MEAL framework informs project implementation decisions and internal and external reporting. It should be updated regularly and adjusted if necessary.
Building a good MEAL plan for your program will help you to build meaningful indicators to assess the impacts and outcomes of operations, to inform your journey, and further evidence-based dialogue among stakeholders.
It is essential to enable NGOs and partner organisations to operate more effectively and efficiently. NGOs many times focus on activities and face difficulties in the articulation of clear goals, outcomes and results which can be expected over a period of time.
There is a need to review implementation plans to test for relevance and feasibility, and ensure sufficient resource allocation of time, people, money and materials.
Further NGOs require the skills and capacity for designing monitoring systems, tech-based data collection, data processing and aggregation, data analysis, visualisation, and correct interpretation of findings to take corrective actions.
Building systems and capacities within NGOs to adopt results-based monitoring systems and gain efficiency and scale in M&E with the use of technology will ensure lasting positive social impact among communities.
IMPORTANCE
IMPORTANCE
Invest in relevant, impactful and sustainable change programs:
Needs Assessment studies will help identify specific areas of needs across vulnerable groups, and set the tone for results-based programming.
Build a foundation for impact measurement and management:
MEAL frameworks help identify the key results that need to be validated with impact data. It helps define goals and thresholds and serves as a tool for progress tracking.
Ensure alignment within partners and teams about project strategy, execution and goals:
ToCs and MEAL frameworks can serve as a guide for your team on the actions and processes to put in place in order to successfully deliver the proposed solution.
Design a complex initiative and have a rigorous plan for success:
The Theory of Change will guide you in defining the precise links and assumptions between your activities and the short, mid and long-term impacts you seek to create within a system.
Communicate with external stakeholders like funders, Government and partners:
Building a narrative around your Theory of Change can be a powerful communication tool to talk about your goals and strategy with third parties that are important to the success of your solution.
