{"text_format":"2","workbook":"xlsx","n_sheets":10,"sheets":["Title","1) Situation","2) Stakeholder plan","3) Intro to Theory of Change","4) ToC- Org","5) ToC- ProgProj","6) Types of Data (intro)","7) Data  measurement plan","8) Learning Log","9) Communicating impact"],"not_rendered":{"charts":0,"images":4,"macros":0,"external_links":0,"defined_names":0,"comments":0,"pivot_tables":0},"unopened":[],"bounds":{"document_bytes":16777216,"sheet_cells":100000,"run_cost":"one","rows_first":2000,"rows_last":500,"rows_between":2000,"halvings":0,"cell_chars":16384,"cell_head_chars":4096},"cells_cut":0,"cells_raw":0,"read":"whole","date_system":"1900"}

{"sheet":"Title","index":0,"n_rows":19,"n_cols":4,"rows_kept":19,"cut":false,"hidden":false,"merged":[]}
[null,"http://www.cfefficiency.org.uk \ninfo@cfefficiency.org.uk"]
[]
["This framework template was developed by Coalition for Efficiency, a small charity which oversees the Measuring the Good programme. \nIt is designed to be adapted and adopted by small charity teams to develop a bespoke impact framework. \nOur expert team of volunteers can helps small organisations develop their impact practice. \nIf you would benefit from tailored support, please get in touch - info@cfefficiency.org.uk. "]
["USING THIS DOCUMENT:\nEither make a copy for your GDrive or if you prefer Excel, select File > Download > Microsoft Excel.\nPlease delete any rows, columns or tabs which you do not feel useful to you. \nKeep this link to access the original template which we will occasionally update as we find improvements"]
["Last updated: 1 Mar 2021"]
[]
[]
[]
[]
["It's helpful to keep track of when the framework was last updated and by whom:"]
[]
["Document was last reviewed on:",null,null,"[Date]"]
["By:",null,null,"[Names and job titles]"]
["Any outstanding actions:",null,null,"[Action1, deadline and person responsible]"]
[null,null,null,"[Action2, deadline and person responsible]"]
[null,null,null,"[Action3, deadline and person responsible]"]
[]
["Next to be reviewed on:",null,null,"[Date]"]
["By:",null,null,"[Names and job titles]"]

{"sheet":"1) Situation","index":1,"n_rows":19,"n_cols":2,"rows_kept":19,"cut":false,"hidden":false,"merged":[]}
[null,"http://www.cfefficiency.org.uk \ninfo@cfefficiency.org.uk"]
["SITUATION"]
[]
["1) Vision, Mission and strategic objectives"]
["[check your mission statement for vision, clarity and relevance. \nYou might wish to update your mission statement and objectives as you develop a deeper understanding of your organisation's impact and role. \nN.B. A mission statement might be similar to the impact goal of an organisational theory of change.] "]
[]
[]
["2) Context and scope"]
["[identify the problem(s) you are seeking to address, research the context, investigate broader trends, review external evidence and data ]"]
["When completing this section bear in mind the following questions:\nDo we understand where the problem lies within the broader system?\nWhich causes are within our control?\nWhich causes are outside our control?"]
[]
["3) Target groups"]
["[Identify who your target groups and beneficiaries are, ensure you understand their needs, and define the change you are trying to make]"]
["Who are you trying to reach? Who is experiencing the change?"]
[]
[]
[]
["4) Stakeholders "]
["[Identify the stakeholders involved in or affected by yours projects/programmes/organisation. Group similar stakeholders together, e.g. 'funders', 'delivery partners', 'volunteers', etc. \nSee \"Stakeholder Engagement Plan\" to plan how you engage and communicate with stakeholderds]"]

{"sheet":"2) Stakeholder plan","index":2,"n_rows":7,"n_cols":5,"rows_kept":7,"cut":false,"hidden":false,"merged":[]}
[null,"http://www.cfefficiency.org.uk \ninfo@cfefficiency.org.uk"]
["STAKEHOLDER ENGAGEMENT PLAN"]
["\nStakeholder engagement is the process of identifying and communicating effectively with those people or groups \nwho have an interest in or influence on your organisation's or a project's outcomes. \n\nThese will vary from organisation to organisation and project to project, but typically include your staff, trustees, \nvolunteers, beneficiaries, funders, delivery partners and interest groups as a starting point. \n\nIdeally your stakeholders are involved in the design, development and implementation of your impact framework. \n\nExamine how you are able to do this and use this tab to record your engagement plan. \n"]
[]
[]
["Who?","Stakeholder profile (Why? What?)","How?","When?","Results"]
["Identify the stakeholders involved in or affected by the project/organisation. Group similar stakeholders together, e.g. 'funders'","Gain an understanding of the influences, interests and attitudes of the stakeholders towards, your projects etc as well as the importance and power of each stakeholder","Information the stakeholder needs from you; information the stakeholder needs to provide to you; method, format and frequency of communication; and sender/recipient of the communication","Define the methods and timings of the communications","Check the effectiveness of your engagement plan for your stakeholders and whether they need to be changed"]

{"sheet":"3) Intro to Theory of Change","index":3,"n_rows":24,"n_cols":6,"rows_kept":24,"cut":false,"hidden":false,"merged":[]}
[null,"http://www.cfefficiency.org.uk \ninfo@cfefficiency.org.uk","If you would like further guidance to develop your Theory of Change, please contact the Measuring the Good team. "]
[]
["What is a Theory of Change?"]
["A process for thinking about, developing and describing programmes, projects or organisations. There are different types of models that fall under this term, e.g. planning triangle, outcome framework, logic model."]
["It is about how an organisation attempts to bring about positive change in the world and tackle a particular (set of) issue(s). It outlines an organisation's or project's or programme's story of change. "]
["It has a number of different purposes - a principal one being to help you build your measurement framework. "]
["At its most basic theories of change list activities, outcomes and impact."]
["You might also want to consider what assumptions (core beliefs) are underpinning your theory of change in terms of how you deliver your interventions to achieve you outcomes, \nhow the outcomes relates to one another, what external factors need to be in place. "]
[]
["Before you start..."]
["Think about the scope of your theory of change. Do you want to start with a specific project or programme or with an organisational theory of change? \nWho do you need to involve in the process? \nIf you require external faciliation or general guidance to develop a theory of change, please get in touch: info@cfefficiency.org.uk."]
[]
["Format"]
["Theories of change can be depicted in a variety of ways depending on the purpose of the theory of change. \nWhen using a theory of change to develop your impact measurement and management plan, we suggest you use tools and software which allows you to review and update your theory of change easily. \nYou can access TOC templates via this link. "]
[]
["Guidance"]
["NPC: Ten Steps to develop a theory of change. See also graphic below sketched by Mandy Johnson. \nhttps://www.thinknpc.org/resource-hub/ten-steps/"]
["The Centre for Youth Impact: http://www.youthimpact.uk/theories-of-change",{"$nulls":4}," "]
["Development Impact & You: https://diytoolkit.org/tools/theory-of-change/"]
["Better Evaluation: https://www.betterevaluation.org/en/rainbow_framework/define/develop_programme_theory"]
[]
["Examples"]
["https://knowhow.ncvo.org.uk/organisation/impact/plan-your-impact-and-evaluation/identify-the-difference-you-want-to-make-1/example-theories-of-change"]
["https://knowhow.ncvo.org.uk/organisation/impact/plan-your-impact-and-evaluation/identify-the-difference-you-want-to-make-1/examples-of-planning-triangles"]

{"sheet":"4) ToC- Org","index":4,"n_rows":10,"n_cols":6,"rows_kept":10,"cut":false,"hidden":false,"merged":[]}
[null,"http://www.cfefficiency.org.uk \ninfo@cfefficiency.org.uk","If you would like further guidance to develop your Theory of Change, please contact info@cfefficiency.org.uk"]
[]
["Theory of Change for the organisation as a whole"]
["You can access TOC slide templates via this link. "]
["When you have developed your Theory of Change you can paste it into this tab or use the table below."]
["Below is a table in which you can capture the key elements from your theory of change. These provide the basis for your measurement framework. "]
[]
[]
["Inputs","Activities","Outputs","Short-Term Outcomes","Medium/Long-Term Outcomes","Overarching Impact Goal(s) for the organisation"]
["[e.g. staff/volunteers, premises]","[What are the main things the organisation will provide? E.g. training, advice]","[What sort of quantifiable, immediate results will be achieved? E.g. number of people trained]","[What changes occur as a direct result of the activities & immediate results? Changes in knowledge, attitude, skills, behaviour, opportunities. E.g. increased understanding of x; more employment opportunities. \nCheck to see if your outcomes are listed on this matrix: https://www.goodfinance.org.uk/impact-matrix","[What will occur as a direct result of the activities in the medium to longer term?]","\"[What overall goal does your organisation contribute to?]\nN.B. The Impact goal is what your organisation contributes to in the longer-term and it is not usually feasible to measure it. \""]

{"sheet":"5) ToC- ProgProj","index":5,"n_rows":22,"n_cols":6,"rows_kept":22,"cut":false,"hidden":false,"merged":[]}
[null,"http://www.cfefficiency.org.uk \ninfo@cfefficiency.org.uk","If you would like further guidance to develop your Theory of Change, please contact us. "]
[]
[]
["Theory of Change for a programme"]
["You can access TOC templates via this link. "]
["When you have developed your Theory of Change you could paste into this tab. "]
[]
["Below are tables in which you can capture the key elements from your project or programme theories of change. These provide the basis for your measurement framework. "]
[]
["TOC 1"]
["Name of programme:","[name]"]
["Inputs","Activities","Outputs","Short-Term Outcomes","Medium/Long-Term Outcomes","Overarching Impact Goal(s) for the Programme"]
["[e.g. staff/volunteers, premises]","[What are the main things the organisation will provide? E.g. training, advice]","[What sort of quantifiable, immediate results will be achieved? E.g. number of people trained]","[What changes occur as a direct result of the activities & immediate results? Changes in knowledge, attitude, skills, behaviour, opportunities. E.g. increased understanding of x; more employment opportunities. \nCheck to see if your outcomes are listed on this matrix: https://www.goodfinance.org.uk/impact-matrix","[What will occur as a direct result of the activities in the medium to longer term?]","\"[What overall goal does the programme contribute to?]\nN.B. The Impact goal is what your programme contributes to in the longer-term and it is not usually feasible to measure it. \""]
[]
[]
[]
[]
[]
["TOC 2"]
["Name of programme:","[name]"]
["Inputs","Activities","Outputs","Short-Term Outcomes","Medium/Long-Term Outcomes","Overarching Impact Goal(s) for the Programme"]
["[e.g. staff/volunteers, premises]","[What are the main things the organisation will provide? E.g. training, advice]","[What sort of quantifiable, immediate results will be achieved? E.g. number of people trained]","[What changes occur as a direct result of the activities & immediate results? Changes in knowledge, attitude, skills, behaviour, opportunities. E.g. increased understanding of x; more employment opportunities. \nCheck to see if your outcomes are listed on this matrix: https://www.goodfinance.org.uk/impact-matrix","[What will occur as a direct result of the activities in the medium to longer term?]","\"[What overall goal does the programme contribute to?]\nN.B. The Impact goal is what your programme contributes to in the longer-term and it is not usually feasible to measure it. \""]

{"sheet":"6) Types of Data (intro)","index":6,"n_rows":56,"n_cols":4,"rows_kept":56,"cut":false,"hidden":false,"merged":[]}
[null,"http://www.cfefficiency.org.uk \ninfo@cfefficiency.org.uk"]
[null,"Types of data:",null,"https://www.inspiringimpact.org/learn-to-measure/plan/decide-what-data-to-collect/"]
[]
[null,"When completing the M&E framework for your organisation as a whole or specific projects/programmes within it,\nbear in mind different types of data that will give you a full understanding of what is happening on the ground as a result of your projects/programmes. Here is a summary \nof five types of data. "]
[]
[]
[]
["ROUTINE DATA COLLECTION","Level 1: USER DATA"]
[null,"Information on the characteristics of the people you are reaching. This needs to be clear in your theories of change."]
[null,"Why? To check whether your service is reaching the intended target group, and tell you about the population you are currently serving."]
[null,"How often? Routinely. User data is best collected from all your service users during the sign-up stage or shortly afterwards. "]
[null,"How to collect? By asking your service users (e.g. registration forms), or by getting it from your referral partners (e.g. referral forms)"]
[null,"Example: Number of service users from a specific age group, ethnicity, region, disability."]
[]
[null,"Level 2: ENGAGEMENT DATA"]
[null,"Information on how service users are using your service, and the extent to which they use it."]
[null,"Why? To understand whether or not you effectively deliver the service to your intended users. Key questions include how often people come? For how long? How engaged are they? What kinds of activities do they engage in?"]
[null,"How often? Routinely. Like user data, you should be trying to collect this data on an ongoing basis—as and when people use the service."]
[null,"How to collect? The main method will be to rely on staff or volunteers to collect the data. To help them with this process you will need to make data entry as easy as possible, "]
[null,"encourage them to enter it routinely (rather than storing it up to enter in bulk) and ensure they are consistent in how they enter it."]
[null,"Example: Number of training sessions attended, number of phone calls to advice line."]
[]
[null,"Level 3: FEEDBACK / SERVICE DATA"]
[null,"Information on what people think about the service."]
[null,"Why? To establish whether your service gets the reaction you want and whether it is beginning to work in the way intended. Specific questions might include:\n"]
[null,"Do people enjoy the service? Rate it? Find it useful?"]
[null,"Would they recommend it to someone else?"]
[null,"What aspects do people rate the best/least?"]
[null,"What is the quality of relationship you establish with them?"]
[null,"How could the service be improved?"]
[null,"How often? Routinely - service users should always feel encouraged to share their views and have ways to do so."]
[null,"How to collect? Feedback can be approached informally, by finding ways to get feedback whenever people use the project. In the past this meant ‘suggestion boxes’, but these days "]
[null,"there are all sorts of ways to get feedback online and through social media. And, of course you simply talk to people!"]
[null,"You can also approach feedback formally by using surveys/questionnaires or qualitative research. You can take a more occasional approach to formal feedback - "]
[null,"no-one wants to be answering questionnaires all the time."]
[null,"Example: Do service users feel their learning objectives are being met? Do they feel they are receiving the information they are looking for?"]
[]
["OUTCOMES ","Level 4: OUTCOMES DATA"]
[null,"Information on the short term changes, benefits or assets people have got from the service."]
[null,"Why? To understand how have people been influenced or helped by your service in the short-term. Key questions include:\n\n\n\n\n"]
[null,"What is different now?"]
[null,"Do people make positive changes in their knowledge, attitudes and behaviours?"]
[null,"How, if it all, do they think your service has helped?"]
[null,"Which aspects of the service have helped which types of service users in which circumstances? "]
[null,"And which have not?"]
[null,"How often? Occasionally. Outcome data is best collected by staff or volunteers because they develop the strongest relationships with people. But they should not spend all their time collecting this data, "]
[null,"and you may not need to collect it from everyone—you could just collect it from a sample of your users."]
[null,"How to collect? Surveys, interviews, focus groups and observation are all potential methods, and in many sectors there are common outcomes tools available to use."]
[null,"Examples: Better understanding of a specific subject, increased confidence in a particular skill."]
[]
["IMPACT","Level 5: IMPACT DATA"]
[null,"Information on the long-term difference that have resulted from the service."]
[null,"Why? To understand the long term difference you make for the people you work with."]
[null,"How often? Exceptional circumstances. This is the hardest data to collect - many services do not need to collect this data and should focus instead on the other types of data outlined."]
[null,"How to collect? Using high-quality evaluation methods when enough time has passed and ideally using a comparison group."]
[null,"Example: Improved health, improved quality of life, access to better education/training/employment."]

{"sheet":"7) Data  measurement plan","index":7,"n_rows":37,"n_cols":9,"rows_kept":37,"cut":false,"hidden":false,"merged":[[2,4,2,6]]}
[null,"http://www.cfefficiency.org.uk \ninfo@cfefficiency.org.uk"]
[]
[{"$nulls":4},"Timeline\n[When will the indicator be measured?]"]
["Org / Project / Programme","Output / Outcome / Feedback","Indicators ","Data sources","Baseline - Yes/No?","Target","Follow-up - when?","Responsibility","Purpose/Reporting"]
["You can group your outputs and outcomes by project or programme - or if relevant have organisational outcomes and outputs (that are achieved across your different programmes)","[Outputs are the direct results of your activities. Check to see if your outcomes are listed on this matrix: https://www.goodfinance.org.uk/impact-matrix?] ","[What are you measuring to assess whether this change has occurred? \nYou can have more than one indicator per output or outcome. \nFor outputs you may have both user and engagement indicators.  \nAre your indicators listed on this matrix: https://www.goodfinance.org.uk/impact-matrix?] ","[How will the indicator be measured and recorded? e.g. registration form, online survey, interview]","[Are you measuring the indicator at the starting point of the project?]","[What is the target you are trying to achieve and when will you be able to measure this?]","[When are you measuring the indicator, in what intervals?]","[Who will collect the information? Where will it be stored?]","[How will the information be used and by whom?]"]
["[Org-wide]","[Output 1]","[Indicator i, ii, iii]"]
["[Org-wide]","[Output 2]"]
["[Org-wide]","[Output 3]"]
[]
["[Org-wide]","[Outcome 1]"]
["[Org-wide]","[Outcome 2]"]
["[Org-wide]","[Outcome 3]"]
[]
["[Org-wide]","[Feedback 1]","e.g. net promoter score, satisfaction rates"]
[]
["[Project A]","[Output 1]"]
["[Project A]","[Output 2]"]
["[Project A]","[Output 3]"]
[]
["[Project A]","[Outcome 1]"]
["[Project A]","[Outcome 2]"]
["[Project A]","[Outcome 3]"]
[]
["[Project A]","[Feedback 1]","e.g. What worked well? "]
[]
["[Project B]","[Output 1]"]
["[Project B]","[Output 2]"]
["[Project B]","[Output 3]"]
[]
["[Project B]","[Feedback 1]"]
[]
["[Project B]","[Outcome 1]"]
["[Project B]","[Outcome 2]"]
["[Project B]","[Outcome 3]"]
[]
[]
[null," "]

{"sheet":"8) Learning Log","index":8,"n_rows":7,"n_cols":11,"rows_kept":7,"cut":false,"hidden":false,"merged":[]}
[null,"http://www.cfefficiency.org.uk \ninfo@cfefficiency.org.uk"]
["We suggest you arrange regular (e.g. quarterly) team meetings to assess and review your data and impact approach. "]
[]
["Last reviewed on:",null,"By: "]
["ID","Date","Entered by","Which activity/person/partnership does the learning relate to?","What did we learn about what worked well?","What did we learn about what didn't work?","What do we need to continue or change about the way we do things?","Priority level\n(how urgent/important is this, e.g. on a scale from 1-5?)","Changes by [date]","Who else needs to know?\n(see stakeholder plan)","Disseminated on [date] by"]
["[1]"]
["[2]"]

{"sheet":"9) Communicating impact","index":9,"n_rows":20,"n_cols":1,"rows_kept":20,"cut":false,"hidden":false,"merged":[]}
["RESOURCES FOR IMPACT REPORTING "]
["–Learning Lab: Communicating impact to generate income (Leah Selinger)"]
["–Learning Lab: Creating a Data Dashboard (Phil Murray, Coalition for Efficiency volunteer)"]
["–Inspiring Impact: Share your findings / Report your Impact / Visualise your data"]
["–Canva Charity Infographic Templates + Canva Non-Profit package"]
["–Charity Digital: Charity guide to better impact reporting"]
["- Superhighways: 10 online tools for small charity reporting"]
[]
["ONE-PAGE IMPACT REPORT"]
["Template"]
["•Name, logos + timeframe"]
["•Problem/need"]
["•Mission, programmes, target groups"]
["•Outputs"]
["•Outcomes and Impact"]
["•Feedback and testimonials"]
["•Lessons learned"]
["•Pledge"]
["•Other highlights"]
["•Contact info"]