RESEARCH AND EVALUATION NETWORK
16.01.2016 at London Funders
Participants
AndyLancasterBBC Children in Need
EmilySouthallBBC Children in Need
CraigTomlinsonBBC Children in Need
SallyDickinsonBerkeley Foundation
DawnPlimmerBig Lottery Fund
AntoniaOrrCoalition For Efficiency
DonnaBuxtonHealth Foundation
WilliamJacksHenry Smith Charity
EmmaHaleImperial College Healthcare Charity
LeilaBakerInstitute for Voluntary Action Research
JeremyYungLocal Trust
ConorKellyLocalgiving
DavidWarnerLondon Funders
LauraBlazeyLondon Youth
KatieBoswellNew Philanthropy Capital
PennyYewersPaul Hamlyn Foundation
GeorgieParry-CrookeProject Oracle
TimWilsonThe City Bridge Trust
SiteskeVan Der PloegThe Mayor's Fund For London
DanielElserThe Royal British Legion
GenevieveLaurierThe Social Innovation Partnership
KatharineRobinsonYouth Music
NickWilsdonYouth Music
In attendance
Geraldine ToveyLondon Funders
Notes of the previous meeting on 8th September 2016 were accepted as an accurate record.
- Introduction
Craig Tomlinson (Chair) welcomed attendees. He informed the group that this would be his last Research and Evaluation Network as Chair. Nick Wilsdon, Learning & Evaluation Manager for Youth Music will be taking over his position.
- Leila Baker- Institute of Voluntary Action Research
Learning partnerships – what are they good for and what makes them work?
The learning partnerships work by IVAR has been influenced by previous work of Marilyn Taylor and Leila Baker. This is based on the experiences of research and working with clients, and noting what could be improved. This work currently has a practical focus, but may become more theoretically informed.
For more information about the learning partnerships, please click on the presentation available on our website.
- Katie Boswell- New Philanthropy Capital and David Warner- London Funders
London Funders Theory of Change
David Warner began the presentation by stating that London Funders is considering a learning partnership with IVAR on its ‘living’ Theory of Change. London Funders mission and work has come quite a distance over the last couple of years, and there is still further work to be done on its Theory of Change.
London Funders is keen that its Theory of Change has a learning framework which holds itself to account. London Funders will share future developments as and when they happen.
Background
London Funders wanted to improve its understanding of how its work contributes to its goal: ‘the needs of Londoners are met’ London Funders’ unique contribution to that goal focuses on creating ‘an effective ecosystem for funders working in London’. It assumes that if funders operate within an effective ecosystem, then a positive social impact on Londoners will follow.
London Funders approached NPC to help develop a theory of change for its work. It is based on a shared understanding of what an effective ecosystem for funders looks like and a recognition that London Funders sits quite far from its overall goals.
The Theory of Change has been used, shared and is a live document. It acknowledges that it is difficult to demonstrate tangible change and that London Funders’ role is to nurture relationships and create safe spaces for discussion. Furthermore developing the Theory of Change started with the presumption of a changing external environment.
Interviews took place with similar organisations which operate internationally, as well as funders from abroad. Brainstorming with London Funders’ board took place as well as others to create a ‘London Context’.
Key Lessons
Ecosystem approach emphasises the importance of nurturing relationships and spaces for change
We should switch from being architects and engineers to being ‘ecosystem gardeners’(Duncan Green, How change happens).
The language on the Theory of Change can be quite dense and dividing but the initial diagram by NPC (which can be found on the London Funders site) helped to inform how the system operates as a whole and how inter-connected things are. The system is complex and not linear.
There was also a need to understand points of leverage in the system and how to influence change. The influence of London Funders changes depending on area (e.g. it has more influence at a local government level than with the private sector). This is an ongoing task as the ecosystem and the needs of Londoners are constantly evolving
Notwithstanding, no funder is an islandand culture and values matter. London Funders members are embedded in the wider funder ecosystem and impact cannot be understood in isolation. Funders have a collective responsibility to own and shape the ecosystem. It is important to remember that this is ‘contribution not attribution’ and to think in nuanced terms.
London Funders also has a responsibility to identify when the ecosystem is not working. The organisation and its board must have a strong leadership role. Organisationally it has a unique view of London and its wider network ‘owns’ the Theory of Change’.
What next?
London Funders has tried to make the Theory of Change more accessible and less complex by publishing a simplified version online. The Theory of Change shows hard evidence of the impact that London Funders has made to the ecosystem, as well as helping funders more generally with their work. The ambition is for the website for members to ‘plot’ where they sit.
With the external environment being so dynamic, it is the role of London Funders to absorb soft intelligence and knowledge. Events and meetings held by London Funders provide a chance for this to be shared with the wider membership. London is a unique environment for civil society with complex layers of policy.
Q&A
City Bridge Trust’s five year review will also play into discussions about the ecosystem. It will be important to map its recommendations on the funding ecology. It is facing the same challenges of being in an evolving environment and how to maintain interest. Assumptions and enabling factors are important. Outcomes and activities can change to reflect this.
The Way Ahead is also looking in-depth at the needs of Londoners. There is a ‘big ask’ for the GLA and its datastore to be more pro-active in mapping needs analysis data.
There is also a critical role for London Funders to curate the space for funders to have conversations about leadership. London Funders board has recognised the dramatic change in external environment. Funders need to act together to create a shared culture and values. There will be a spectrum of involvement, with different levels of collaboration. All of the London Funders board members and many members overall are thinking about the impact that they are making in further depth than before.
360Giving and GrantNav also has a role to play in the funding ecology. It is important that Local Government and public sector funders are involved in this.
Some of the nuances of the NPC report are lost on the website as there are no arrows showing connections between outcomes. The website is still a work in progress and input from members is appreciated. London Funders is still reflecting on the site. Hopefully an annual meeting will review whether it is still fit for purpose and what needs to be changed. It would also be beneficial to include a diagnostic tool for funders to ‘place themselves’.
What does success look like? This would entail influencing individual members and nudging them to change and meet the needs of Londoners, as well as mapping the eco-system. It is vital that funders ‘live their values’ and identify commonality.
David is happy to discuss the Theory of Change further and to schedule another meeting.
- Conclusion
It was noted that the ACF Monitoring and Evaluation Network has been working through NPC’s Inspiring Impact framework. Tim Wilson is looking for a new chair of the group, if anyone would like to do this they should get in contact with Esther from ACF.
Nick Wilsdon introduced himself to attendees. He mentioned that he has found the group useful in the past and is open to conversations about how the group should move forward. It is important to remember that these groups are not just a place to discuss, but also a place to act.
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