IMPACT & LEARNING

 

GOING BEYOND IMPACT MEASUREMENT

Our original Theory of Change and learning framework was focused on ‘impact measurement’. As we delve deeper into the co-production of the Giving Lab’s funding model, we have recognised the need to go beyond that. We’ve spent four years refining our feedback model to create a structured system for capturing our learning, and we’re here to help others do the same. 

 
 

  • #1 We bring together local people from different social circles for them to engage with each other in a meaningful way and trusting environment.

    #2 We successfully engage a diverse cohort including groups/individuals who could not usually interact.

    #3 We successfully engage local decision-makers for them to know more about TGL model.

    #4 Local people, groups and decision-makers have a good understanding of each other's needs to better health outcomes.

    #5 Local people of all abilities build their capacity through TGL's accessible training and coaching.

    #6 Decision-making is supported by facilitators skilled in promoting positive and productive outcomes through deliberation.

    #7 There are effective incentives to promote engagement in TGL activities.

    #8 Relevant evidence and lived experience are used to inform changes to services and systems.

    #9 Participants are supported to develop and agree viable interventions.

    #10 People are better able to manage their own health when they feel motivated and in control.

    #11 We effectively support local people to understand the impact of health research in their communities, and local people embed health research into project proposals.

    #12 We engage local people in learning and evaluation in an equitable, inclusive and accessible way.

    #13 We effectively share the findings with funders, decision-makers, local groups and the wider audience.Description text goes here

OUR FOUR KEY AREAS OF WORK

Our guiding approach involves four key areas of work:
1. Community engagement – this includes engaging underserved communities, understanding our role in connecting communities that do not typically interact with one another and ensuring diverse representation.
2. Public engagement with health research – this includes exploring how we can best widen public access and engagement in health and health research.
3. Piloting funding process – this includes facilitating ideation events, coaching and capacity building foo residents, administering the fund and supporting learning for grant-funded activities.
4. Evaluation and learning – We have used a mix of self- and independent evaluation to answer key questions about how community-led funding can be made to work best, and to test our theory of change.

CAPTURING IMPACT & LEARNING

As The Giving Lab pilot is a learning process, we have taken a formative approach, applying learning as we go to continually improve, build, and test our Theory of Change. A developmental evaluation has supported us to refine our ways of working, contributing practical recommendations built from ongoing trial and error, reflection, stakeholder feedback and dedicated research. Our in-house evaluation expertise combined with our independent learning partnership with TSIC has enabled us to delve deeper into the co-production of the funding model to capture impact measurement and insights. Our Impact & Learning Cycle sets out a robust framework for capturing:

  • WHAT changes we set out to achieve (Impact measurement)

  • HOW we created changes (Process measurement)

  • SO WHAT did we learn (Learning outcomes)

  • NOW WHAT will we do

Are you curious to learn more? Would you like to know how an Impact & Learning Cycle can be applied to your organisation? Get in touch and see how we can support you.

Our journey in addressing power dynamics

We have sought to understand how we address power dynamics and create space for communities to shape decision-making in relation to their health. We have captured significant learning in this field, and have grouped them by the types of power dynamics:

  • Macro power dynamics between funders & community, TSIP & community.

  • Micro power dynamics between community members.

The journey map above tracks our journey identifying and addressing power dynamics from the co-design phase in 2018 right through the delivery phase from 2020 to the current time. We’ve addressed these power dynamics by being more open in the way that we listen, adapting our lens to genuinely understand communities’ perspectives which informs and shapes the way we respond.

Amplifying community voices

In 2023, we partnered with On Our Radar to upskill the community to develop skills to create, share and amplify their own stories, on their own terms. As a result, community members were trained to be community reporters, and The Giving Lab’s community storytelling network was born.

 

Our journey to reach community advocates

We believe that funding is most effective when people’s lived expertise is embedded in the shaping of projects. To reach local connectors and build widespread trust, we went on a journey with our community members, from spreading awareness of The Giving Lab to working with the people who would champion The Giving Lab and become its advocates.

  • To increase representation and reach, The Giving Lab needs to:

    • Take a multi-media and multi-channel approach to publicising its events.

    • Better understand how to connect with the communities it currently doesn’t reach, and build trust with them.

    • Make greater use of visual aids and communication formats. Increase the number of languages used, and avoid jargon.

    • Community members now recognise The Giving Lab as an opportunity to work towards collective change.

    • Participants are motivated to join The Giving Lab to meet more people, help others and give back to their neighbourhood.

    • Many expressed an interest in learning new skills and getting new opportunities.

    • More clarity and context is required on TGL’s 3 areas of focus: secure housing, meaningful work, and financial health.

  • To encourage participation with The Giving Lab, there needs to be more:

    • Clarity on what is involved in community roles.

    • Awareness of pain-points and preempted pain relievers such as invoice templates, meeting coordination, and funding eligibility criteria.

    • Expertise readily available. This can come in the form of training, mentorship and learning buddies.

  • To establish loyalty amongst participants, The Giving Lab should continue to:

    • Make its vision and values clear.

    • Offer ongoing support and financial remuneration.

    • Provide opportunities to gain new skills and give back to the community.

    • Foster relationships through networking and community building events.

  • People advocate for The Giving Lab because it:

    • Is a community-led initiative, by and for the community.

    • Takes an inclusive and democratic approach to tackling community issues.

    • Builds their confidence.

    • Makes them feel valued and heard.

    • Is a supportive network.

    • Brings together like-minded people.

    • Has helped build their personal profiles within the community.

    • Enables them to fulfil a passion.

    • Makes it easy to spread word of mouth through events, platforms, and groups it has created.