Oi cmel approach calp feb 2014

Oi cmel approach calp feb 2014

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  MEL in Campaigns& Policy Advocacy Gabrielle Watson & Claire Hutchings February 20th 2014
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  Climate Change Campaign RobinHood Tax Campaign Grow Campaign We Can Campaign - Bangladesh Control Arms Campaign Page 2
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  HOW IS POLICYADVOCACY DIFFERENT? 1. Aim is to shift power – how to measure? 1. Focus on reach, access & influence 2. Unpredictable dynamics – need rapid response 2. Real-time learning tools 3. Many actors and drivers – Oxfam just one player 3. Context & contribution analysis (not attribution) Page 3
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  WHY IS MELIMPORTANT?  Figure out what works (and doesn’t) to get stronger and sharper  Build stronger teams & alliances  Have more impact  Communicate successes & lessons learned Page 4
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  6 STEP APPROACHTO CMEL Set the Strategy Build learning loops 1. Theory of Change & power analysis 4. Review Progress 2. SMART measures of success 5. External evaluations 3. Data collection plan – who, when, how 6. Using and communicating learnings Page 5
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  1. THEORY OFCHANGE Developing a campaign theory of change 1.Define campaign desired impact 2.Outline the outcomes that the campaign will need to achieve to bring about the impact 3. Conduct a Power Analysis on the key issues addressed by the campaign e.g. who are the allies, blockers, ‘swingers’ etc. and how can they be influenced? 4. Based on this, determine effective strategies to achieve outcomes and any ‘intermediate outcomes’ along the way. 5. Pull together a ‘theory of change’ or logic model diagram illustrating the campaign’s impact, outcomes, and strategies. ALL MODELS ARE WRONG BUT SOME ARE USEFUL - George Box Page 6
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  1. THEORY OFCHANGE Page 7
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  1. Theory ofChange Page 8
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  1. THEORY OFCHANGE Policy change x by British government. No10 think see there is strong public support. Positive coverage among target outlets. Media outreach. Large numbers of MPs publicly support policy. Public expressions of support by citizens. Social media strategy. Public lobbying in 100 constituencies. Public engagement strategy. High quality research and analysis fed into policymakers. Government relations. Page 9
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  2. MEASURES OFSUCCESS 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? Page 10
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  3. DATA COLLECTION Measuresof Success Indicators “What will we achieve?” “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 Shaping terms of debate (issue reframing) • • # Media hits Citations of Oxfam/allies spokespeople & reports by media, policymakers & influentials Policy maker support • • Public statements & actions Private statements & actions Policy & practice change • Policy proposed, enacted, funded, defended or implemented Bad policy blocked Access Influence • Page 11
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  3. DATA COLLECTION Where possible, should be a mix of qualitative and quantitative  Collect the minimum amount of information needed  Document information on the campaign’s activities and campaign 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! Page 12
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  3. DATA COLLECTION Page13
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  3. DATA COLLECTION Policymaker champions - defining traits and measurement, December 20, 2010 Traits: The traits are intended to be illustrative, not comprehensive. If a policymaker has taken an action that is not listed, please list it with the trait that is most similar Scoring: Score = 1: Demonstrates Interest Score = 2: Promotes Awareness and Understanding Score = 3: Advocates Improved Policy and Practices - Promoted support Score = 4: Very supportive Score = 5: Extremely supportive Categories Traits Scores Information sources 1. Demonstrates Interest Personal Historical Legislative or Policy Record Information seeking Events Travel Caucus or board membership; donations given; volunteer activities Has voted for legislation or supported policies similar to CARE's policy position in the past Has received a briefing from CARE and/or ally organizations on a policy issue Has requested information from CARE on a policy issue Has attended events related to a policy issue CARE-sponsored event Has visited development projects Has visited development projects related to a policy issue 1 caucus websites, Congress Plus, donation-tracking websites, personal knowledge (captured in Congress Plus) 3 M&E purpose CARE Learning monito LIFT UP Tours ring evaluation evaluation Thomas, CongressPlus, personal knowledge (captured in CongressPlus), media monitoring – C-SPAN, press from Agencies’ websites 2 3 3 2 3 personal knowledge (captured in CongressPlus) personal knowledge (captured in CongressPlus) legistorm.com, supplemented by personal knowledge (captured in CongressPlus) Page 14
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  3. DATA COLLECTION Page15
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  4. ANALYSIS &REVIEW Page 16
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  4. ANALYSIS &REVIEW Page 17
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  5. EXTERNAL EVALUATIONS •Mid-course and final evaluations provide useful objective view of effectiveness, outcomes and Oxfam’s added value • Support internal learning & external accountability • Required by OI Evaluation Policy for all major campaigns, and any over $250,000 • Executive summary and management response posted to Oxfam website • Requires budget & staff time Page 18
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  5. EXTERNAL EVALUATIONS Evaluationsare opportunities for learning • how useful an evaluation will be for the campaign team is a key factor to its quality. • Decisions you make before and during an evaluation can affect its (real and perceived) utility • use after the fact is also important • Make sure findings and recommendations (if not the whole report!) are made available in an accessible, user-friendly format Page 19
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  6. USING &COMMUNICATING LEARNING • Use MEL “findings” to inform team planning • Share with allies and other teams – replicate successes & learn from “losses” • Share with donors and supporters to celebrate wins, build confidence & boost engagement Page 20
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  OI CMEL APPROACH Page21
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  W HAT’S FEELS FAMILIARAND W HAT’S NEW ? W HAT’S MOST EXCITING & USEFUL? W HAT’S NEEDED, TO USE THIS IN YOUR W ORK?