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Influence through Data

“Yeah, Says Who?” – Influence Through Data

You know you’ve achieved results – the data tells you so – but how do you influence sceptics to believe it?

It can be a rude awakening to take the findings of a study outside your own team or organisation, where trust and mutual support are more or less a given. In front of a wider audience of funding providers or other stakeholders, you will inevitably in my experience find yourself being challenged hard.

This is as it should be – scrutiny is a key part of a healthy system – but, at the same time, it’s always a shame to see an impactful project or programme struggle purely because its operators fail to sell it effectively.

Fortunately, while there are no black-and-white rules, there are some things you can do to improve your chances.

Confidence = Influence

When I present findings I do so with a confidence that comes with experience and from really understanding the underlying mechanics. But if you’re not a specialist and don’t have that experience there are things you can do to make yourself feel more confident and thus inspire greater confidence in your audience.

First, make sure you have thought through and recorded a data management policy. Are you clear how often data should be entered? If information is missing, what will you do to fill the gaps? What are your processes for cleaning and regularising data? Is there information you don’t need to record? A professional, formalised approach to keeping timely and accurate data sends all the right signals about your competence and the underlying foundations of your work.

Secondly, use the data as often as possible, and share the analysis with those who enter your data so that they can understand its purpose, and own it. Demonstrating that your data is valued and has dedicated, accountable managers hugely increases its (and your) credibility.

Thirdly, take the initiative in checking the reliability and validity of your own tools. If you use well-being questionnaires, for example, take the time to check whether they are really measuring what you want to measure in most instances. In other words, try to find fault with your own approach before your stakeholders so that when they find a weak point you have an answer ready that not only reassures them but also underlines the objectivity with which you approach your work.

Own Your Data’s Imperfections

Finally, and this might feel counterintuitive, you should identify the weaknesses in your own data and analysis and be honest about them. All data and analysis has limitations and being clear about those, and the compromises made to work around them demonstrates objectivity which, again, reinforces credibility.

In conclusion, the better you understand your own data and analysis, flaws and all, the more comfortable and confident you will feel when it, in turn, comes under scrutiny.

Hallmarks of a Good Evaluation Plan Part 2 – Change & Competence

Hallmarks of a Good Evaluation Plan Part 2 – Change & Competence

People don’t want to fund projects, or organisations, or even people – they want to fund change. And they want to work with professionals who know the territory.

Last week  I introduced the three hallmarks of a good evaluation plan and covered the first of those, “relevance”, in some detail. This week, I’m unpacking the others.

The second hallmark is evidence that evaluation, as planned, will promote learning and change within an organisation.  In our experience at Get the Data, we know that not all organisations are ready for change, so reassuring funding bodies of that willingness at the outset is a good tactical move. You can support this by engaging with changemakers within your organisation – those individuals who, if the evaluation demands change, have the desire and ability to make it happen.

For our part, Get the Data’s cutting edge predictive analyses are helping practitioners to identify what will work best for their clients. Managers are using that information to improve interventions, predict future impact and, in the case of social impact bonds, forecast future income. All of which, of course, goes to demonstrate a focus on improving results through intelligent change.

Knowing Your Stuff

The third and final hallmark of a good evaluation plan is evidence of technical competence which will reassure funding assessors that they are dealing with people who are truly immersed in the field in which they are working.

In practice, that means employing the agreed professional nomenclature of inputs, outputs, outcomes and impacts; and also demonstrating an awareness of the appropriate methods for impact and process evaluation. Though this is partly about sending certain signals (like wearing appropriate clothing to a job interview) it is by no means superficial: it also enables assessors to compare your bid fairly against others, like for like, which is especially important in today’s competitive environment. In effect, it makes their job easier.

Organisations that commission Get the Data are working with some of the most vulnerable people in society. We value their work and are committed to using quantitative methods of evaluation to determine their impact. We are proud that our impact evaluations are not only delivering definitive reports on the impact of their work but also play a decisive role in ensuring vital interventions continue. A rigorous evaluation is a business case, a funding argument and publicity material all in one.

I hope you have found this short introduction to the hallmarks of a good evaluation plan useful.  If you want to learn more about how our social impact analytics can support your application for grant funding then contact me or sign up for a free one-hour Strategic Impact Assessment via our website.

 

Hallmarks of a Good Evaluation Plan

Hallmarks of a Good Evaluation Plan Part 1 – Introduction & Relevance

When a potential funder glances at your application for a grant will they see reassuring signs of quality or something that immediately makes them wary?

When an antique collector finds what they suspect is a piece of fine English silverware they flip it over and look for a set of hallmarks – simple indicators that certify the metal, identify the maker, the place of production, and the year of manufacture. It can help them distinguish quickly between, say, an item of 17th-century sterling silver produced in London by a famous craftsman, and a mass-produced reproduction with only a thin plating of the real thing.

Similarly, it strikes me that there are three hallmarks of a good evaluation plan. First, it should be relevant. Secondly, it ought to promote adaptive change. And, finally, it must be technically competent. Get this right and you will certainly have a funder’s attention.

What has got me thinking about all this lately is a presentation I’ll be giving at the National Grant Conference which takes place in Atlanta, Georgia, between 25 and 27 July 2017, sponsored by the American Grant Writers’ Association.

My presentation complements the work Get the Data does in the UK where our social impact analytics practice provides organisations, including non-profits with the expertise they need to measure, improve and prove their impact. Our social impact analytics are often used to convince careful funding bodies to fund or invest in programs which ultimately assist the most vulnerable in society.

Demonstrating Relevance

So, going back to the first of those hallmarks mentioned above – what sells an evaluation plan as relevant? You have to know, first, what your organisation needs and what type of evaluation you are looking to conduct. Practitioners, board members and those responsible for awarding funding all think constantly about what impact they are seeking to achieve, how to measure it, and how they can achieve it with the resources at their disposal. You need to convey to them that you understand their priorities and mission and tie your work into theirs.

Of course, that’s easier said than done: stakeholders very often value different impact information so there is rarely a one-size-fits-all solution. This is an area where Get the Data can help. Our impact management services can assist in defining the needs of an organisation, and through smart reporting and analysis systems will ensure individual stakeholders can find the information that matters to them.

In the next post in this series, I will consider how we can help deliver an evaluation plan that promotes adaptive change and is technically competent.

In the meantime, I look forward to hearing from you if you would like to learn more about how our social impact analytics can support your application for grant funding email me to get the conversation started.

Please also visit our website where you can sign up for a free one-hour Strategic Impact Assessment in which we’ll take the time to evaluate your current impact management success and will identify key areas to develop in order to help your organisation maximise your social impact.

 

Image of data being analysed

There’s no Magic Way of Measuring Impact

Wouldn’t it be great if there was a way of measuring your social impact across multiple projects using a single dependable statistic? Well, I’ve got some bad news, and some good.

I was recently talking to a charity who wanted to know how if they could go about measuring and reporting the overall impact of the organisation on children and families. With multiple strands each aiming to achieve different things, they asked if a single outcome measure – one accurate, reliable number – to sum up the impact of the whole organisation was either possible or desirable.

First, here’s the bad news: it’s very unlikely – I might even be so bold as to say impossible – that any such thing exists. You might think you’ve found one that works but when you put in front of a critic (or a nitpicking critical friend, like me) it will probably get ripped apart in seconds.

Of course, if there is a measure that works across multiple projects, even if not all of them, you should use it, but don’t be tempted to shoehorn other projects into that same framework.

It’s true that measuring impact requires compromise but an arbitrary measure, or one that doesn’t stand up to scrutiny, is the wrong compromise to make.

The Good News

There is, however, a compromise that can work, and that is having the confidence to aggregate upwards knowing your project level data are sound. You might say, for example, that together your projects improved outcomes for 10,000 families, and then give a single example from an individual project that improved service access or well-being to support the claim. In most situations that will be more meaningful than any contrived, supposedly universal measure of impact.

Confidence is the key, though: for this to work you need to find a reliable way of measuring and expressing the success of each individual project, and have ready in reserve information robust enough to hold up to scrutiny.

Measuring Means Data

In conclusion, the underlying solution to the challenge of measuring impact, and communicating it, is a foundation of good project level data. That will also make it easier to improve performance and give you more room to manoeuvre. Placing your faith in a single measure, even if you can decide upon one, could leave you vulnerable in a shifting landscape.

 

Images showing analysis, in a light bulb to illustrate project evalution

You Might Be Winning but Not Know It

Have you ever eagerly awaited the results of a project impact study or external evaluation only to be disappointed to be told you had no impact? ‘How can this be?’ you might ask. ‘The users liked it, the staff saw the difference being made, and the funding provider was ecstatic!’ The fact is, if you’re trying to gauge the final success of a project without having analysed your data throughout its life, proving you made a difference is bound to be difficult.

Of course we would all like to know before we invest in a project whether it’s going to work. As that’s practically impossible (sorry) the next best thing is to know as soon as we can whether it is on a path to success or, after the fact, whether it has been successful. But even that, in my view, isn’t always quite the right question: more often we should be asking instead what it has achieved, and for whom.

In most cases – rugby matches and elections aside – success isn’t binary, it’s complex, but good data analysed intelligently can reduce the noise and help to make sense of what is really going on.

A service might in practice work brilliantly for one cohort but have negligible impact on another, skewing anecdotal results. Changes might, for example, boost achievement among girls but do next to nothing for boys, leading to the erroneous conclusion that it has failed outright. Or perhaps across the entire group, attainment is stubbornly unmoving but attendance is improving – a significant success, just not the one anyone expected. Dispassionate, unprejudiced data can reveal that your project is achieving more than you’d hoped for.

Equally, if the goalposts are set in concrete, consistently mining that data can give you the insight you need to learn, improve and change tack to achieve the impact you want while the project is underway. Or, at least, to check that you’re collecting and reviewing the right data – if the answer to any of your questions is a baffled shrug or an anecdote (and it too often is, in my experience) then you have a problem.

I’ll be circling back for a detailed look at some of the case studies hinted at above, as well as several others covering various fields, in later posts in this series.

In the meantime, consider the project that keeps you awake at night – where are its dark corners, and what good news might be lurking there?

Impact Management Programme Logo

GtD Approved Provider for Impact Management Programme

Get the Data are pleased to announce that we are an approved provider to the Access Foundation’s Impact Management Programme.

The Impact Management Programme aims to build the capacity of charities and social enterprises to manage their impact. This will help them to increase their social impact and diversify income.

Get the Data will support organisations to build impact measurement tools, develop impact plans, report performance, manage data, analyse data and design a theory of change. Please contact jack.cattell@getthedata.co.uk to learn how to take advantage of the fund.

Training is being held at locations across the UK for organisations who wish to participate in the programme:

  • London 9th February
  • Liverpool 23rd February
  • Birmingham 1st March
  • Bristol 23rd March

Visit http://accessimpact.org/events/ for further information or to book onto a training session.