1.CONFIDENTIAL 101 Training Week 1 Social Sector Overview, Conjunct Consulting and Frameworks

2. CONFIDENTIAL 2 Great applicants solve problems, align with values and communicate well 2 Project Value Problem-solving Focus on impact Structure issues Generate solutions Team performance Alignment Collaborate well Integrate values Leverage strengths Client Partnership Communication Serve with passion Speak with clarity Display confidence Source: Conjunct Consulting Materials 3. CONFIDENTIAL 3 2A 2B 1A 1B Problem-solving is a non-linear and iterative process based on fundamental skills 3 Issue A Tactics Impact 1 2 3 4 5 6 7 X vs. Y Recommend 101. Social Sector Overview, Conjunct Consulting & Frameworks 102. Problem Definition, Issue Identification & Hypothesis Testing Methodology 103. Research Planning, Data Gathering & Collation 107. Communications106. Recommendations Development & Client Enablement 105. Solution Formulation & Mapping104. Analysis & Modeling Strategy Client SecondaryPrimary External Client literature Client surveys Client interviews Benchmarking External sources Surveys Interviews Strategy 1B 2A 2B 3A 3B 3A 3B Benefits Feasibility Benefits Feasibility Sub issue 1 Sub issue 2 Issue B Framework 3 Research Plan 1 Research Plan 2 Research Plan 4 Research Plan 3 Hypo 1 Hypo 2 Hypo 4 Hypo 3 Model A Model B Hypo 4 Hypo 1 Hypo 2 Hypo 3 Sub 1 Sub 2 Sub 3 M H L M H L M H M Source: Conjunct Consulting Methodology Current situationVision 1A 4. CONFIDENTIAL 4 These are todays key learning objectives 4 Learn Social sector in Singapore Elements of Theory of Change Projects vs. cases differences Frameworks for effective issue analysis Integrate Understanding of the social sector Organisations Theory of Change 5. CONFIDENTIAL Agenda What is the social sector Projects vs. Cases High level overview of frameworks Conclusion Appendix 5 6. CONFIDENTIAL 6 The social sector ecosystem has many players, inputs and outputs Source: Conjunct Consulting Partner 7. CONFIDENTIAL 7 There is significant growth in Singapores social sector Source: Commissioner of Charities Releases 2007-2011 Annual Report, Social Enterprise Enterprise Directory, TODAY: New ministry to provide better support for social enterprises, 11th August 2012 Key insights Number of charities and social enterprises have been growing for the past 6 years Number of social enterprises have been growing quickly, rising from 80 in 2011 to 170 in 2012 Increased volunteerism and donations by the public population 0 500 1000 1500 2000 2500 2007 2008 2009 2010 2011 2012 Number of Registered Charities and Social Enterprises Registered charities by charitable purposes Social enterprises 8. CONFIDENTIAL Nonprofits and Social Enterprises may take various legal forms 8 Nonprofits must be incorporated as a CLG, society or Trust Social Enterprises are not limited to these structures due to lack of legal definition in Singapore Company Limited by Guarantee Society Trust Charity Institute of Public Character 9. CONFIDENTIAL 9 Inputs Outputs Nonprofits and Social Enterprises differ from business enterprises in inputs and outputs 9 Resources Social enterprises Social change + Profits Resources Businesses Profits Contributions NPOs Social Change Source: Starting a Social Enterprise in Singapore: The Essential Toolkit 10. CONFIDENTIAL 10 Activity: Understanding the social sector Watch video: The Girl Effect 10 11. CONFIDENTIAL 1111 12. CONFIDENTIAL The theory of change maps organisational purpose, activities and alignment Ecosystem Problem /Need Intended Impact Activities/Program Outputs Outcomes (mid-term) Impact (long-term) Populations Strategies Outcomes L e v e r s Ecosystem 12 Source: Government of Ontario Canada. Evaluation Toolkit, http://www. reddi.gov.on.ca/track_readlogicmodel.htm 13. CONFIDENTIAL Theory of Change defines all the building blocks required to bring about success Theory of Change Requires clarity of long term goals Identifies measurable indicators of success Formulates actions to achieve goals Key characteristics to consider Plausible Stakeholders believe the logic of the model is correct: if we do these things, we will get the results we want and expect Doable Resources are seen as sufficient for implementation Testable Stakeholders believe there are credible ways to ascertain the results Meaningful Stakeholders see the outcomes as important and the magnitude of change in these outcomes being pursued as worth the effort Source: Theory of Change Community, http://www.theoryofchange.org/about/what-is-theory-of-change/ 13 14. CONFIDENTIAL 14 The problem refers to the social need the organisation addresses or is addressing Source: Theory of Change Tool : Manual (Full Version) Not necessarily what people need Can include current circumstances which have room for improvement States the situation or circumstances that can and should be improved upon Problem/ Need 15. CONFIDENTIAL 15 Objectives encompass the various goals of the organisation and aid strategic planning 15 Who are the people your organisation is targeting with its actions? What will the impact on them be? Intended impact Source: Theory of Change Tool : Manual (Full Version) 16. CONFIDENTIAL 16 Ecosystem refers to our partners as well as the environment in which we operate Related organisations: Key differentiation and potential partners Related issues: What else needs to be done or addressed for your client population to succeed? Macro-environment in which we are situated Ecosystem Source: Theory of Change Tool : Manual (Full Version) 17. CONFIDENTIAL 17 Our strategies translate into activities and programs used to create social change What you use to get the impact you are after The way in which the organisation intervenes to address the problem or need Common mistake: Skipping from problem straight to activities, so there is significant room for review or improvement Activities/ Programmes Source: Theory of Change Tool : Manual (Full Version) 18. CONFIDENTIAL 18 Outputs, outcomes and impact are the results of your organisation's activities Source: Theory of Change Tool : Manual (Full Version) The way a program is delivered. The degree to which it is delivered. The person(s) or thing(s) to which it is delivered. Outputs To what degree does the intervention have the intended effect on its intended participants? Outcomes To what degree do the intended outcome changes result in intended changes in the overall problem? System Condition Situation Impact 19. CONFIDENTIAL 19 Activity: Understanding the social sector Fill up TOC: Why does the Org do what it does? & Presentation Send to huijie.lim.2011@economics.smu.edu.sg By 2100hrs 19 20. CONFIDENTIAL 20 The problem refers to the social need the organisation addresses or is addressing Source: Theory of Change Tool : Manual (Full Version) Not necessarily what people need Can include current circumstances which have room for improvement States the situation or circumstances that can and should be improved upon Problem/ Need Female victims of domestic abuse need long- term, livable wage employment opportunities Sample 21. CONFIDENTIAL 21 Objectives encompass the various goals of the organisation and aid strategic planning 21 Who are the people your organisation is targeting with its actions? What will the impact on them be? Intended impact Long-term employment at livable wage for domestic violence survivors Source: Theory of Change Tool : Manual (Full Version) Sample 22. CONFIDENTIAL 22 Ecosystem refers to our partners as well as the environment in which we operate Related organisations: Key differentiation and potential partners Related issues: What else needs to be done or addressed for your client population to succeed? Macro-environment in which we are situated Ecosystem Related organisations: Government agencies and affiliates Related issues: Collaboration between social service provider, nonprofit employment-training center and a non-profit shelter for female domestic violence victims Source: Theory of Change Tool : Manual (Full Version) Sample 23. CONFIDENTIAL 23 Our strategies translate into activities and programs used to create social change What you use to get the impact you are after The way in which the organisation intervenes to address the problem or need Common mistake: Skipping from problem straight to activities, so there is significant room for review or improvement Activities/ Programmes 1. Outreach campaign 2. Screening 3. Set up counseling sessions 4. Help provided for short- term crises 5. Conduct classes 6. Identify potential employers 7.Match women to internships and/or permanent jobs Source: Theory of Change Tool : Manual (Full Version) Sample 24. CONFIDENTIAL 24 Outputs, outcomes and impact are the results of your organisation's activities 1. Number of women counselled and trained 2. Number of women employed after the programme 3. Average wage earned and employment duration 1. More financially independent former survivors of domestic abuse 2. Greater normalcy/social readaptation 1. Long-term employment at a livable wage for domestic violence survivors 2. Survivors have marketable skills in non- traditional jobs Source: Theory of Change Tool : Manual (Full Version) Sample The way a program is delivered. The degree to which it is delivered. The person(s) or thing(s) to which it is delivered. Outputs To what degree does the intervention have the intended effect on its intended participants? Outcomes To what degree do the intended outcome changes result in intended changes in the overall problem? System Condition Situation Impact 25. CONFIDENTIAL 25 Sample: Theory of Change for Project Superwoman Problem /Need Intended Impact Activities/Program Outputs Outcomes (mid-term) Impact (long-term) Female victims of domestic abuse need long-term, livable wage employment opportunities Long-Term Employment at Livable Wage for Domestic Violence Survivors Government agencies and affiliates Collaboration between social service provider, nonprofit employment- training center and a non-profit shelter for female domestic violence victims 1. Outreach campaign 2. Screening 3. Set up counseling sessions 4. Help provided for short-term crises 5. Conduct classes 6. Identify potential employers 7. Match women to internships and/or permanent jobs Number of women counselled and trained Number of women employed after the programme Average wage earned and employment duration Greater normalcy/social readaptation More financially independent former survivors of domestic abuse Long-term employment at a livable wage for domestic violence survivors Survivors have marketable skills in non- traditional jobs Populations Strategies Outcomes L e v e r s Ecosystem Source: Guided example: Project Superwoman 26. CONFIDENTIAL Agenda What is the social sector Projects vs. Cases High level overview of frameworks Conclusion Appendix 26 27. CONFIDENTIAL 27 Projects are complex situations involving dynamic information, clients and teams 27 Source: Wicked problems in project definition, http://www.leanconstruction.org/pdf/WickedProblemsinProjectDefinitionIGLC10.p df Dynamic information and environment Clients Teams 28. CONFIDENTIAL 28 Cases are static write-ups based on challenges faced in real projects 28Source: Interactive Case, http://www.bcg.com/join_bcg/interactive_case/default.aspx Cases Projects Information Involves summary of background information, several key issues, competitive landscapes, problem statements Involves extensive information on Partners background information and statistics of organisation Time duration Range between hours to days Range between weeks to months Process Allows less extensive planning and research as snapshot of pre- gathered data is provided Allows more comprehensive planning and dynamic data must be continuously gathered 29. CONFIDENTIAL Agenda What is the social sector Projects vs. Cases High level overview of frameworks Conclusion Appendix 29 30. CONFIDENTIAL Frameworks are pre-defined issue identification shortcuts for issue analysis 30 Determines competitiveness and attractiveness of marketPorters 5 forces Evaluates internal and external considerations of organisationsSWOT analysis Assesses the macro environmental factorsPESTEL analysis Analyses business units and product lines BCG Growth Share Matrix Evaluates organisational effectivenessMcKinseys 7Ss Determines a products unique selling point Value proposition and Marketing Mix Source: Consulting Interview Case Frameworks, http://globthink.com/2009/12/13/consulting-interview-case-frameworks/ 31. CONFIDENTIAL 31 Porters 5 forces determines competitiveness and attractiveness of market 31 Porters 5 forces Bargaining power of suppliers Bargaining power of consumers Threat of new entrants Threat of substitute products Competitive rivalry within industry Source: Porters Five Forces, http://www.mindtools.com/pages/article/newTMC_08.htm 32. CONFIDENTIAL 32 SWOT analysis evaluates internal and external considerations of organisations 32 Source: SWOT Analysis: A Basic Business Consulting Framework, http://www.mylesvivesblog.com/consulting-framework.html Strengths Weaknesses Opportunities Threats SWOT 33. CONFIDENTIAL 33 PESTEL analysis assesses the macro environmental factors 33Source: PESTEL Analysis, http://pestel-analysis.com/ Political Tax policy; Employment laws; Environmental regulations; Trade restrictions and tariff; Political stability; Bureaucracy and corruption Economic Economic growth; Cost of labor; Exchange rate; Inflation rate; Levels of disposable income Social Population growth rate and age profile; Attitudes on health, education, social mobility; Opinions about employment, volunteering; Press attitudes, cultural preferences; Lifestyle choices and preferences Technological R&D activity; Impact of internet, social media; Growth of emerging technologies; Rate of technological change Environmental Environmental protection laws; Waste disposal laws; Energy consumption regulation; Popular attitude towards the environment Legal Employment regulations; Competitive regulations; Health and safety regulations; Product regulations 34. CONFIDENTIAL 34 BCG Growth Share Matrix analyses business units and product lines 34Source: BCG Matrix, http://www.netmba.com/strategy/matrix/bcg/ 35. CONFIDENTIAL 35 McKinseys 7Ss evaluates organisational effectiveness Core beliefs and attitudes that drive employee behaviorShared Values Long-term strategic direction of companyStrategy Company HierarchyStructure Formal/informal procedures & processesSystem Motivated/talented/ engagedStaff Key personnel management styleStyle Core competencies and capabilitiesSkills 35 Source: The McKinsey 7S Framework, http://www.mindtools.com/pages/article/newSTR_91.htm 36. CONFIDENTIAL 36 McKinseys 7Ss evaluates organisational effectiveness 36 Source: The McKinsey 7S Framework, http://www.mindtools.com/pages/article/newSTR_91.htm Skills Shared Values Style Staff Systems Structure Strategy Strategy Structure Systems Staff Style Shared Values Skills 37. CONFIDENTIAL 37 4Ps 4Cs Value proposition and Marketing Mix determines a products unique selling point 37 Source: Investopedia, http://www.investopedia.com/terms/v/valueproposition.asp#ixzz206A7yc3y Price Cost Promotion Communication Place Convenience Product Consumer Value proposition A business or marketing statement that summarizes why a consumer should buy a product or use a service. This statement should convince a potential consumer that one particular product or service will add more value or better solve a problem than other similar offerings. Test if viable 38. CONFIDENTIAL Agenda What is the social sector Projects vs. Cases High level overview of frameworks Conclusion Appendix 38 39. CONFIDENTIAL 39 These points conclude todays lesson During this lesson, we have Learned about The Social sector in Singapore Elements of Theory of Change Projects vs. cases differences Frameworks for effective issue analysis Integrated Understanding of the social sector Organisations Theory of Change 39 40. CONFIDENTIAL 40 Feel free to ask any questions you have regarding todays lesson Q & A 40 41. CONFIDENTIAL Agenda What is the social sector Projects vs. Cases High level overview of frameworks Conclusion Appendix 41 42. CONFIDENTIAL 42 Differs from logic models Requires stakeholders to articulate underlying assumptions which can be tested/measured Shows a causal pathway by specifying what is needed for goals to be achieved Appendix for TOC