Tito Damião Albernaz

Impact Learning strategy Not “How” but “Why” impact works, is the right question A possible path to learn more from Impact Learning and generate more impact “To reach a port we must set sail – Sail, not tie at anchor Sail, not drift.” Franklin D. Roosevelt Kanefield, T (2019) Franklin D. Roosevelt: The Making of America, Abrams Impact Learning strategy WICKED PROBLEMS’ CHALLENGE “We cannot solve the problems we have created with the same thinking we used in creating them.” Albert Einstein CAUSE 1 CAUSE 2 CAUSE N...? ? SOLUTION N...? SOLUTION 1? SOLUTION 2? SOLUTION 3? SOLUTION 4? INPUTS/RESOURCES → ACTIONS → OUTPUTS → OUTCOMES → IMPACTS LOGFRAME IS ESSENTIAL AND A POWERFUL TOOL, BUT TO “LINEARIZE” WICKED PROBLEMS IS NOT GOOD ENOUGH, BOTH FOR SOCIAL INNOVATION AND FOR MEL/IMPACT EVALUATION Impact Learning strategy WICKED PROBLEMS ARE NEVER SOLVED BY LINEAR SOLUTIONS, THEY ARE TRANSFORMED BY ALL STAKEHOLDERS INTO A BETTER SYSTEM, BY CHANGING ITS FORCES, MOTION AND DIRECTION. REGENERATIVE SYSTEMS ARE THE SOLUTION CAUSE 1 CAUSE 2 CAUSE 3 CAUSE 4 CAUSE 5 CAUSE N... MEL / IMPACT EVALUATION’S ROLE IN SYSTEM/WICKED PROBLEM APPROACHES IS BEING A BRIDGE BETWEEN LINEAR AND NONLINEAR THE ECOSYSTEM VIEW EXAMPLE SOURCE: https://usaidlearninglab.org/lab-notes/demystifyingsocial-network-analysis-development-five-key-design-considerations Impact Learning strategy THE LOGFRAME PROJECT / PROGRAM’S VIEW SOURCE: Rosenberg, Leon, The Logical Framework: A Managers Guide to a Scientific Approach to Design and Evaluation, Practical Concepts Incorporated, 1979 (https://pdf.usaid.gov/pdf_docs/PNABN963.pdf) "If you don't know where you are going, any road will take you there." → INPUTS/RESOURCES → ACTIONS → OUTPUTS → OUTCOMES → IMPACTS THE CHALLENGE OF GROWTH IN SOCIAL ENTREPRENEURSHIP SUSTAINABILITY PROJECTS/PROCESSES IMPACT ORGANIZATION MODEL MEL & IMPACT EVALUATION WORLD-CHANGING PRODUCTS AND SERVICES THAT ACTUALLY MEET PEOPLES’ UNSOLVED NEEDS AND PROBLEMS A PURPOSEFUL, IMPACT ORGANIZATION MODEL, WITH A CLEAR COLLECTIVE IDENTITY, ESSENTIAL TO SCALE-UP AS A LIVING, POSITIVE NETWORK OF PEOPLE A MEL & IMPACT EVALUATION SYSTEM THAT ALLOWS FOR BOTH SHORT-TERM AND STRATEGIC DECISION MAKING LEARNING ORGANIZATION Impact Learning strategy MEASURE IMPACT AS A JOURNEY, NOT AS A DESTINATION Impact Learning strategy TO CREATE DEEP LEARNING WE NEED A MEL SYSTEM, NOT THE SUM OF ”SINGLE SHOT” REPORTING: • • • • • A MULTIDIMENSIONAL, INTEGRATED, REPLICABLE, INTUITIVE “BAROMETER” INCLUSIVE, INCISIVE, CONTINUOUS MEASUREMENTS OF PROJECTS AND STAKEHOLDERS, TO CAPTURE SHORT, MEDIUM AND LONG-TERM PATTERNS OF CAUSALITY AND PERFORMANCE SENSITIVITY TO STAKEHOLDER CONTEXT SEARCH FOR SYSTEMIC CHANGES AND NEW CHALLENGES AVOID “SINGLE SHOT” RESEARCH DESIGN FOR PROJECTS Impact Learning strategy TIME FRAME ORGANIZATIONAL IMPACT MEL / IMPACT EVALUATION NEEDS TO BE PATIENT AND IDEALLY UPDATED IN CYCLES SHORT & MEDIUM TERM OUTCOMES “JOB TO BE DONE” SOLUTIONS’ THEORIES OF CHANGE / LONG TERM OUTCOMES AND SYSTEMIC CHANGES THE CHALLENGE OF THE COUNTERFACTUAL/ATTRIBUTION CAUSALITY • COMBINING POST/PRE+PREPOST FOR COUNTERFACTUAL • QUALITATIVE METHODS AS INCLUSIVE, INSIGHTFUL EVALUATION (CODE MAPS + INTERACTIVE MATRIX) • OUTPUT & OUTCOME KPI’S (COMPARISON WITH GOALS & BENCHMARKS) • ECONOMETRICS (EX POST CVM – CONTINGENT VALUATION METHOD FOR PROJECTS’ SOCIETAL VALUATION) • STAKEHOLDER ECOSYSTEM (PREPOST SNA - SOCIAL NETWORK ANALYSIS) ORGANIZATIONAL IMPACT PERFORMANCE (KPI’S) Impact Learning strategy IMPACTS SOCIETAL VALUE “JOB TO BE DONE” OUTCOMES TIME PAST TIME – CAUSATION PRESENT TIME PROJECTS & ACTIONS FUTURE TIME - THEORY OF CHANGE Impact Learning strategy REPORTING ORGANIZATIONAL IMPACT “JOB TO BE DONE” A COMMON DASHBOARD TO ESTABLISH A LONG TERM DIALOGUE BETWEEN STAKEHOLDERS, CONNECTED TO THE IMP’S* IMPACT MANAGEMENT AND INVESTMENT GLOBAL COMMUNITY, AS WELL AS WITH THE ACADEMIC COMMUNITY • 17SDG2030 ORGANIZED BY ITS FIVE P’S (2030 AGENDA) PEOPLE | SDGs 1,2,3,4,5 PLANET | SDGs 6,12,13,14,15 PROSPERITY | SDGs 7,8,9,10,11 PEACE | SDG 16 PARTNERSHIPS | SDG 17 • *IMP - impactmanagementproject.org FIVE IMPACT QUESTIONS 1 WHAT 2 WHO 3 HOW MUCH 4 CONTRIBUTION 5 RISKS DATA VISUALISATION AND DECISION MAKING VISUALISATION AND DECISIONS ORGANIZATIONAL IMPACT “JOB TO BE DONE” Impact Learning strategy DATABASE AND DASHBOARD FOR ALL MEMBERS OF THE ECOSYSTEM, EASY TO USE: • FOR DATA INSIGHTS, STORYTELLING WITH DATA NARRATIVES AND A FRUITFUL DIALOGUE AROUND INTUITIVE KPIs • FOR INFORMED, COLLABORATIVE SHORT-TERM, BUSINESS INTELLIGENCE AND STRATEGIC DECISIONS • TO HELP IN DESIGN PROCESSES TOOLS: - STATISTICS: MATLAB, MAXQDA, GEPHI, SPSS - SPECIAL DATA COLLECTION: PYTHON FOR SNA AND TRANSCRIPTION APP FOR INTERVIEWS AND FOCUS GROUPS - SHORT INTEGRATED SURVEYS FOR ONGOING EVIDENCE PRODUCTION, INSTEAD OF SINGLE SHOTS (EX-ANTE AND/OR EX-POST) - POWER BI OR SIMILAR TOOL WITH QUERYING AND VISUALIZATION - DATABASE TECH IN USE OR RECOMMENDED BY OUR IT EXPERTS FOR POWER BI/SIMILAR TOOL COMMUNICATION FOR IMPACT THE POWER OF SHOWING IMPACT WHERE IT HAPPENS, IN PEOPLE’S LIVES EXAMPLE: THE GIRL EFFECT Impact Learning strategy EXAMPLE: CENTER ON THE DEVELOPING CHILD Harvard University ORGANIZATIONAL IMPACT “JOB TO BE DONE” https://www.youtube.com /watch?v=1e8xgF0JtVg https://www.youtube.com /watch?v=urU-a_FsS5Y Thank you “No one cares how much you know, until they know how much you care” Tito Damião Albernaz Theodore Roosevelt Contacts --