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PM5 Impact: from measurement to leadership• Andrew Barnett, Director, Calouste Gulbenkian
Foundation (UK)• Richard Piper, Director, Roald Dahl’s Marvellous
Children’s Charity (previously Head of Improvement and Innovation, NCVO)
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A reflection: George Bernard Shaw
The reasonable man adapts himself to the world: the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.
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Common Assumptions
• leaders are born, not made;• leadership is a rare and uncommon talent;• leaders are necessarily charismatic;• leadership is found only at the top
organisations;• leaders are smarter and more creative than
the rest of us.
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The Paradoxes of Leadership
• compassionate yet tough and assertive;• audacious yet humble;• consulting yet and motivating;• visionary yet realistic;• intentional yet authentic;• enthusiastic yet questioning;• uniters and also disrupters;• leaders but followers too.
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When it comes to impact, maximising and measuring are two sides of the same coin
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Our world is changing
• Resources are depleted• Need is greater - homelessness up - youth unemployment up - demands of our ageing society greater• Problems are more complex and inter-related
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The challenge for our sector
• Reconfigure organisational structures• Collaborate• Innovate • Demonstrate what works• Scale and replicate
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1. Diagnosis2. Guiding principles3. Coherent action
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Our diagnosis
• We have the scope to work across agenda and build unusual coalitions
• We are small suggesting a focus on innovation and strategic philanthropy
• We are part of something much bigger and international
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Guiding Principles
Transformation over Transaction, acting:• Innovatively• Internationally• and involvingly.
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Coherent action: the lifecycle of a programme
1 •Scoping: research and consultation to identify most effective intervention in response to an issue/problem
2 •Objectives and outcomes: developing a plan of activity to maximise beneficial impact including determining what success might look like.
3 •Implementation: might include funding pilot projects.
4 •Evaluation: assessing impact and discerning learning.
5 •Dissemination: targeted communication of the learning to those who can make a difference, can change systems, scale or replicate successful initiatives.
6 •Exit: concluding the programme
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The quest to measure value
Funders and commissioners have a vital role to play in incentivising good outcomes measurement – funders need to incorporate evaluation data into subsequent rounds of grant giving in order for organisations to see a return for their efforts, and commissioners need to put money aside in contracts specifically for the evaluation of projects.
Measuring Social Value Demos 2010
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Our experience: drivers and lessons• Need to maximise impact• Need to tell a compelling story to partners and
collaborators and to the wider sectors• Need to extract learning from individual
activities• Desire to set an example and to lead: to be at
the forefront of thinking and practice
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A vital planning tool: the delivery cycle
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Our emerging ‘theory of change’
• Scoping• Coalition building• Persuading• Demonstrating• Learning and improvement
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Coalitions co-founded by Gulbenkian
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Thank you