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Where BER Started

Where BER Started. Evaluation of Oxfam GB’s Global Climate Change Campaign Solution to evaluation challenge of considering value for money of a complex, multi-unit, international campaign. Evaluation challenges. Simplifying complex multi-unit programs

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Where BER Started

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  1. Where BER Started • Evaluation of Oxfam GB’s Global Climate Change Campaign • Solution to evaluation challenge of considering value for money of a complex, multi-unit, international campaign

  2. Evaluation challenges • Simplifying complex multi-unit programs • Many evaluations are about ROI, but ROI is difficult to assess in social contexts • Nothing is good or bad, except in comparison to something else

  3. The BER Solution • Provide a simple framework for evaluating complex multi-component programs, campaigns, or activities • Build on the basic concepts of SROI to evaluate unit's impact compared to their resources • Offers a relative perspective on performance where units of analysis are judged in comparison to their peer units, operating under similar conditions

  4. Theoretical Foundations: Matrix analysis frameworks • Boston Consulting Group • General Electric Grid • Customer satisfaction quadrant analysis by Andreasen • Bloc modeling techniques used by social network analysts • Multi dimensional scaling • SROI

  5. BER Variables • input constitutes a program’s resources which may be measured by its budget, number of staff, pool of talent, social capital, or any measure of capacity, concrete or abstract. Output measures a program’s impact, and will vary according to a program's purpose – may include behaviour change; public awareness; policy change; reduced inequality; improved environmental health… or any other measure depending on a program's goals

  6. Conducting a BER Analysis The example in following section is fictional and for illustrative purposes.

  7. 1. Selecting units of analysis For example: Coalition/partnership building; intra organisational coordination; lobbying and advocacy; media relations; online engagment; public mobilization; research...

  8. 2. Data types • Quantitative input data may include budgets, number of staff, or combined multi-dimensional resource measure • Quantitative output data may include process evaluation measures such as the number of people engaged by a campaign or media hits • Qualitative measures can include perceived program investments and perceived output achieved

  9. 3. Measurement tools Organisation X has influenced policies or legislation because of the following activities:

  10. 4. Visualization approaches High Low High Low

  11. 4. Visualization approaches

  12. 4. Visualization approaches

  13. Case Study: Oxfam GB’s Global Climate Change Campaign High Perceived impact Low Low High Perceived resourcing

  14. 5. Interpretation • Use BER is as a starting point for deeper discussions into the performance of intervention units, their challenges, opportunities, and operating environment • Understand the units of analysis and the informants who shared their perceptions • Not all units within a program operate under the same conditions • Some units contribute indirect effects, by empowering other units

  15. Limitations and Risks • It is easy to draw conclusions from the simple visualizations that would never stand in the face of a deeper understanding of the reality behind charts • Kotler et al. (2005) noted, reliance on matrix approaches prompted a number of companies to sell off strategic assets and plunge into businesses that they lacked the experience to manage

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