Impact Framework

IMPACT FRAMEWORK

OUR APPROACH TO IMPACT

March 2021

CONTENTS

INTRODUCTION
DEFINING IMPACT
PLANNING FOR IMPACT
EXECUTING FOR IMPACT
EVALUATING FOR IMPACT
REFLECTING & LEARNING FROM OUR IMPACT
COMMUNICATING IMPACT
KEY CONTACTS
APPENDIX

INTRODUCTION TO OUR IMPACT FRAMEWORK

IMPACT FRAMEWORK PURPOSE & SCOPE

Everything we do at Minderoo Foundation is in pursuit of our mission to arrest unfairness and create opportunities to better the world. How we approach impact is critical to how we deliver on our mission. It provides structure for how we organise, deliver and measure outcomes through our initiatives and associated programs, projects and collaboration agreements.

Why We Need An Impact Framework

UNDERSTANDING THE LANDSCAPE

Taking the time upfront to understand the landscape and define the impacts we want to have through a structured and collaborative process, increases the likelihood that the projects we pursue will be successful.

COMMITMENT & FOCUS ON OUR MISSION

Maintaining a focus on impact throughout execution creates greater collective commitment and focus on our mission, driving us towards a common goal. Robust impact practices also ensure greater strategic alignment with external stakeholders, improving how they understand and engage with us.

ADAPTING TO OPTIMISE INVESTMENT

Evaluating impact helps us understand how our actions make a difference. If we understand what works, in what context and why, we can allocate more funding to scale or replicate it. If we understand what doesn’t work, we can identify ways to improve or re-direct investment towards more impactful work.

AMPLIFYING OUR AMBITIONS

If we can communicate the results of our efforts well, we can encourage others to partner with us or to replicate our approach, thereby amplifying our impact.

Impact Framework Scope

The remit of our impact framework goes beyond measurement. It is embedded in everything we do, including how we define, plan, execute, evaluate and communicate our work, as well as how we reflect and learn. It defines how we strategise, organise and execute to deliver on our mission.

Our impact framework is currently concerned with our initiatives and associated programs, projects and collaboration agreements. In the future, it is intended that this Framework also be expanded to examine Foundation level impact including:

• Evaluating the collective initiative impact that we create in the pursuit of our mountain tops (e.g. Foundation social return on investment)
• Assessing the impact of our operational support activities (e.g. how our procurement policies impact on the environment).

PRINCIPLES UNDERPINNING OUR IMPACT FRAMEWORK

We have defined a core set of principles aligned to our Values that guide the development and implementation of our impact framework. Through these principles, we seek to strike a balance between providing enough structure to drive consistency and efficiency in how we manage impact, while maintaining flexibility to capture the individuality of each initiative, program or project.

Impact Framework Principles

1. More than just impact measurement Impact is not just something we think about retrospectively. Our impact framework applies to all aspects of how we deliver our work.
2. Theory-based but empirical Our approach to impact is theory based but also empirical. We develop an initial theory of how and why our work will result in our intended outcomes based on the best available evidence. This is iteratively refined as new evidence emerges, deepening our understanding of what works, what doesn’t and why.
3. Adaptive & value creating We create value and optimise our results by frequently stopping to reflect and adjust our plans, enabling flexibility to learn and adapt from our experiences, respond to changing contexts and take advantage of winning ideas.
4. Integrates with our existing planning & delivery methodologies Our impact framework encompasses our existing planning and delivery methodologies, such as the OKR framework and our mountain tops, and aims to enhance the effectiveness of these methods.
5. A tool for collaboration Our impact framework is a tool to foster collaboration. We work with our internal and external networks to design, plan and evaluate for impact to optimise results.
6. Transparent & honest about our contributions We are accountable to ourselves, the communities we serve, our partners and donors. We have a responsibility to be transparent and honest about our results (achievementsand failures) and how our work has contributed to the change.
7. Aligns to impact evaluation standards We are ethical and impartial. Where available, we adhere to industry best practice standards when we measure and report our impact.
8. Frugal in our evaluation We are selective in what and how we measure to ensure value for money from evaluation. We are careful not to over burden ourselves and our partners with unnecessary evaluation and reporting obligations.

OUR MODEL FOR CHANGE AT MINDEROO FOUNDATION

At Minderoo Foundation, we define impact as the “sustained change that we create for people and our planet.” The key word in that definition is sustained. We believe that through driving for influence, learning and leverage outcomes, we can create long lasting shifts in the wellbeing of people and the planet, arresting unfairness and bettering the world we live in.

Minderoo Foundation Model For Change

OUR IMPACT FRAMEWORK: IMPACT PATHWAY

Our impact framework consists of two core components: an impact pathway (depicted below); and an impact lifecycle (depicted on the following page). Together, they illustrate the journey we take to achieve and continuously optimise results in alignment to our mission and mountain tops.

Our impact pathway demonstrates how our work progresses towards impact along a causal chain, beginning with a deep understanding of the need of our beneficiaries, through to the success of our mission to arrest unfairness and create opportunities to better the world. Our impact pathway also classifies the different types of results that we tend to encounter in our impact practice along this causal chain. This provides a useful frame that is broad enough to apply to all initiatives, while also creating a consistent understanding, approach and language for how we achieve impact across the organisation.

Minderoo Foundation Impact Pathway

OUR IMPACT FRAMEWORK: IMPACT LIFECYCLE

The impact lifecycle is embedded into our day-to-day work. It depicts the process we continuously move through to create and optimise our impact, ensuring that we are always learning and adapting to changing contexts and knowledge gained. To be successful, it requires ongoing practice, discipline, dialogue and selfreflection from a diverse range of people from across Minderoo Foundation.

Minderoo Foundation Impact Lifecycle

ENABLING TEMPLATES, TOOLS & GUIDELINES

We have developed several enabling templates, tools and guidelines that will support you as you navigate the impact lifecycle. The highlighted items are key artefacts that are embedded in our underlying business processes, critical to ensuring that this framework is working effectively.

Impact Framework Supporting Templates, Tools & Guidelines

DEFINING IMPACT

DEFINING IMPACT

We often don’t value understanding the problem as much as we value producing the solution, so this first stage of the lifecycle is often overlooked or incomplete. Taking the time upfront to understand the landscape of the problem and define the impact we want to create through a structured and collaborative process will significantly increase the likelihood that the solutions we pursue will succeed. Taking the time to formally define impact at the outset of any new initiative, program, project or collaboration has several benefits, including:

• Providingthe opportunity to think, discuss, collaborate and align our understanding;
• Encouraging observation of systems and actors;
• Helping us identify key assumptions and leaps of logic; and
• Supporting more considered decision making. At each stage of defining the impact we want to create, there are invaluable opportunities to collaborate with employees, partners, stakeholders, beneficiaries and people with lived experience to enhance our understanding.

Key Steps to Defining Impact

1. Needs assessment

Understanding the current state, with a focus on determining the scale of the problem or opportunity, understanding root causes and why the problem persists.

2. Stakeholder assessment

Identifying who else has an interest or influence (positive or negative) in the problem and planning for how best to involve and engage them.

3. Theory of change

The process of articulating how and why the solution will result in the intended outcomes

4. Solution identification

Scoping potential solutions including piloting a new approach, replicating or scaling an existing approach. Collect evidence of outcomes to the theory of change and opportunity assessment.

ESTABLISHING THAT THERE IS A NEED TO ACT

Careful and thorough assessment of need reveals the nature and extent of the existing challenges and opportunities that exist for a place, or a population and help us prioritise where to investigate further. The better we understand the existing situation the more likely we are to implement solutions that are effective.

Needs Assessment Stages

Plan

Planning your needs assessment begins with an understanding of the reasons why you’re conducting the assessment. The purpose will inform the scope of the assessment ensure that all information collected is comprehensive and valuable. Once you understand the purpose, decide what information you need to collect and how you’re going to collect it. Finally, it is also helpful to think about how you will prioritise needs/opportunities at the outset, to avoid bias later.

Collect and analyse

The data collection and analysis stages are iterative and focus shifts from the general to the specific as you progress. For example, you may start with desktop analysis of existing data, before progressing to collecting your own data through observation and consultation (site visits, surveys, interviews and focus groups).

Prioritise

Once you have a clear picture of the needs/opportunities, prioritise them for further exploration. The criteria for prioritisation will vary but should at a minimum include:

• Alignment (how does addressing this support achievement of our Mountain Top?)
• Foundation capability (why are we best placed to act?)
• Gap (who else is acting on this need?)

ASSESSING THE STAKEHOLDER LANDSCAPE

We are just one player. We operate in complex systems with many other actors. Including stakeholders in our work from the outset, is imperative to the future success of our work.

What is stakeholder assessment?

We define stakeholders as people, organisations, entities or environments that have an interest in the underlying need or opportunity. This includes those who have an interest in the status quo and those have an interest in the change. It is likely that information about some of the stakeholders will have surfaced through the needs assessment, however it is important to assess the stakeholder landscape to ensure a comprehensive understanding of the context. Stakeholder assessment is the process of:

• identifying stakeholders,
• understanding and grouping them based on their needs, expectations, level of interest and influence,
• understanding the relationships between them, and
• thinking about how best to involve and engage them in your work.

Key considerations for stakeholder assessment

• Be targeted - Focus on those who are most likely to be affected.
• Be systematic - Undertake and document your stakeholder assessment systematically.
• Recognise diversity - Stakeholdergroups are rarely homogenous. Aim to capture the diversity by developing sub-groups or cohorts within stakeholder groups.
• Consult - Desktop research is a poor substitute for direct engagement. Consult with stakeholders directly to draw out their interests.
• Start a dialogue - Ensure that both sides can exchange views and information, listen and have their views addressed.
• Be inclusive - Ensure a diversity of views are heard and given serious consideration. Invite difficult voices such as those who might oppose change. Be equitable and non-discriminatory, find appropriate ways to include the voices of those who might otherwise be silenced or excluded.
• Maintain confidentiality - Ensure the confidentiality of stakeholders and their information.
• Follow up - Have a system for feeding back and following up.

Stakeholder Assessment Templates

There are several templates ( accessible here) to guide you in stakeholder assessment.

DEVELOPING YOUR THEORY OF CHANGE

Every program of work we undertake is underpinned by a theory about how and why our work will result in the intended outcomes. The process of articulating this theory is known as a theory of change. A theory of change describes the sequence of causes and effects by which inputs are mobilised to bring about outcomes.

Theory of Change Principles

There is no set way to go about developing a theory of change and teams are encouraged to find models and practices that work for them. We have developed a set of principles to guide best practice theory of change development and recommended one approach.

01. ALIGNMENT

Ensure there is a clear link in your theory between the need, the activity and the intended outcomes. Ensure there is a logical connection to theories of change at the higher levels of the strategic hierarchy.

02. COMPLEXITY

There are many pathways to impact, change processes are not linear and there are potentially unintended consequences. This complexity should be reflected in your theory of change work.

03. EVIDENCE

Draw on a range of evidence to inform the theory of change. Consider how the context might impact results. Explicitly articulate the assumptions underpinningthe theory.

04. CONSISTENCY

Be logically consistent, within and between theories of change. Theories of change across the Foundation, should not contradict each other.

Theory of Change Approach

The process we suggest that teams use to develop their theory of change is as follows: 1) Use outcomes mapping to develop understanding of how and why your activities will create outcomes 2) Prepare a theory of change which summarises the planned work at the strategic level. 3) Develop a logic model to further refine throughout the planning stage.

Theory of Change Toolkit

We have several templates to guide you through the work require to develop an outcomes map, summarise your theory of change and start your logic model.

A theory of change is key artefact and a set of living documents. As we learn, we refine our theory of change to incorporate new knowledge and understanding.

There is no right way to present a theory of change. It can take a narrative or visual form depending on your needs and your audiences.

IDENTIFYING POTENTIAL SOLUTIONS

Solutions come from many sources, existing literature, stakeholder consultation and from our past experiences. The two-most common mistakes in solution identification are failing to consider the full range of solutions and assuming complex needs can be solved with a single solution.

In taking a structured approach to solution identification, we seek to identify and analyse a comprehensive range of solutions and understand how well they might address the need or opportunity. The goal is to identify a robust but flexible solution that addresses the need or opportunity well. One way to brainstorm solutions is to consider each of the required changes identified in your theory of change and ask the question “How might we bring about this change?” Another option is to reflect on your needs assessment and ask, “How might we address this need?” Review the literature and consult internally and externally to identify potential solutions.

Once you have list of possible solutions, for each solution identified describe:

1. The activities that you would undertake (focus on the “what” not the “how”)
2. What is in scope and out of scope
3. How the solution relates to other work that is planned or already underway
4. The key stakeholders including potential partners
5. The assumptions that underpin the solution and the risks
6. Why Minderoo is best placed to act

Once you’ve scoped up several solutions, rate each solution on the extent to which the activities in that solution address the key changes identified in your theory of change. Use these ratings to filter and refine your solutions. The solutions that you take forward for further investigation are those that address one or more of the changes well. A solution does not have to address every change, but you do need to understand the scope of your solution, including its limitations and where you will be relying on the work of others to deliver change to bring about the ultimate outcome.

PLANNING FOR IMPACT

PLANNING FOR IMPACT

Planning for impact is a critical point in our business planning processes where we decide the opportunities that we will pursue, the ambitious outcomes we aim to achieve, how we plan to achieve them and mechanisms to evidence our outcome and impact results. Robust planning practices ensures that:

• The opportunities we pursue have great impact potential and are strategically aligned to the impacts we want to create;
• We take the time to make considered decisions, weighing up the trade-offs between different opportunities;
• We stretch the thinking and are ambitious in the outcomes we want to achieve;
• We are structured and efficient in how we organise to execute; and
• We embed mechanisms to measure intended and unintended outcomes and impacts on the outset, improving the ease and reliability of our evaluations down the track.

Key Steps to Planning for Impact

Opportunity Assessment

Assessing opportunities through our business case template to ensure that they have defined outcomes that are strategically aligned, have high impact potential outweighing the estimated cost, have available funding and are within our risk appetite, prior to approval for execution.

Goal Setting

Setting ambitious and measurable goals for initiatives and programs that drive collective focus to a common set of outcomes.

Activity Planning

Breaking down opportunities into actionable plans that activity and output execution can be monitored against.

Monitoring and Evaluation Planning

Establishing a monitoring and evaluation plan that enables us to collect, analyse and use evidence to assess and improve the performance of our work.

ASSESSING OPPORTUNITIES & POTENTIAL SOLUTIONS

Opportunities can come from anywhere or anyone across the organisation. Regardless of where they come from, it is important that we can consistently assess the value (impact) and feasibility of these opportunities and make informed decisions on which to or not to pursue, optimising our investment. Opportunities are usually assessed at the project level in order to gain approval for delivery.

Opportunity Assessment Focus Questions

Leveraging analysis done as a part of the “Define” stage of the impact lifecycle, an opportunity assessment typically involves answering the following questions:

1. What is the need or opportunity?
2. Why do we need to act?
3. How does the opportunity align to our mountain top and program outcomes?
4. What is the impact potential?
5. How will we know if we have succeeded?
6. What is the cost estimate and how will we fund it?
7. Will we deliverthe opportunity in-house or partner/ out-source delivery?
8. If we plan to partner, who are the potential partners?
9. What activities do we plan to deliver?
10. What could go wrong?

Business Case Template

Our business case template is a key business planning artefact that concisely incorporates the opportunity assessment focus questions into a useable format. It enables us to assess our opportunities consistently across our diverse portfolio of initiatives, improving our ability to make informed prioritisation and funding decisions. Regardless of the type or timing of the opportunity, in order to gain funding approval for a project and begin execution, all potential projects must have a completed business case template.

SETTING GOALS

As a not-for-profit organisation aiming to solve complex global challenges that span generations, articulating the value achieved out of our work and how to measure success is a constant challenge. Aligned to our ‘stretch targets’ and ‘integrity’ Values, however, it is imperative that Minderoo Foundation takes an honest, structured and pragmatic approach to goal setting.

Minderoo Foundation has a well-defined goal setting framework that enables measurement against long-term slow-moving goals, as well as indicators of progress against short-term outcomes through the Objectives and Key Results (OKRs) framework.

Minderoo Foundation Goal Setting Framework

SETTING GOALS: OBJECTIVES & KEY RESULTS (OKRS)

The objectives and key results (OKR) framework enables us to set goals and monitor program outcomes in the short term, providing a key indicator of whether the intended outcomes are being achieved or if a change in approach is required. By defining OKRs in frequent cycles, we are able to intervene to improve our outcomes faster and more flexibly.

What are OKRs? OKRs are a framework for defining and tracking objectives and their outcomes. They seek to ensure we are focused on delivering to a common goal, with the ability to clearly communicate progress in shortterm intervals.

Objectives: Where do I want to go?

Objectives are always qualitative and aspirational. They are something that you and your team are aiming to achieve (and should not contain numbers).

Key results: How will I pace myself to see if I am getting there?

Key results are always quantitative, and outcome rather than activity based. They should be enduring (not likely to change) and will tell you if you have achieved your objective. They should be measurable to avoid any doubt.

What makes a good OKR?

Aligned to strategy

Clearly links back to the initiative mountain top and program outcomes set in the annual strategy planning process.

Stretch goals

Encourages us to reach for the moon. OKRs will not always be met, rather 70% of completion should be the goal.

Clear & concise

Clearly represent priority and can be easily communicated.

Outcomes (not outputs)

Measures outcomes (results you want to see) and not outputs (doing activities).

Measurable

Key results are quantitative and can actually be measured at the end of the cycle.

Values driven

Reaffirms our values.

OKRs put simply: I will objective as measured by key result.

SETTING GOALS: WHAT MAKES A GOOD OKR?

Where possible, key results are quantitative and outcome rather than output or activity orientated. If the program of work is in its early stages, however, sometimes key results must be output or activity oriented to demonstrate progress.

ACTIVITY PLANNER

Our theory-based approach must be balanced with execution rigour in order to maximise impact, and this begins in activity planning. At Minderoo Foundation, we do not have a prescribed project delivery methodology. Our approach to planning is flexible for the variety of activities we undertake. Instead, we are focused on developing robust strategies and plans that are reviewed frequently, enabling us to respond quickly to changing priorities and remain focused on what needs to be achieved.

Activity Planning Focus Questions

Leveraging analysis done as a part of the “Define” stage of the impact lifecycle, as well as scoping completed through the opportunity assessment, activity planning typically involves answering the following questions:

1. What activities need to be delivered and when?
2. How will these activities be resourced?
3. How will we monitor progress and review our plans throughout execution? Including:
   • What tools will we use to develop and track our plans?
   • What team rhythms and routines do we need to monitor and review our plans on a frequent basis?
4. If we decide to collaborate on the project:
   • Who are our collaborators?
   • How do we ensure that are the right collaborator for us?
   • What are the terms of our agreement?
   • How will we monitor our collaborator’s progress?

Activity Planning Toolkit

We have several online tools accessible to us to develop, monitor and collaborate on our plans. These include:

• Airtabk (for temporary use while our Initiative Hub is in development)
• Asan; (fortemporary use while our Initiative Hub is in development)
• Microsoft Teams.

In addition, we have several offline templates that can be used for:

• Activity prioritisation
• Roadmap development

UNDERSTANDING MONITORING & EVALUATION

Monitoring and evaluation are the practices by which we collect, analyse and use evidence to assess and improve the performance of our work. The table below clarifies how we distinguish between monitoring, outcomes evaluation and impact evaluation.

Generally, we evaluate outcomes more frequently than impact. Impact should be measured at a minimum on completion of a program or initiative, and at other intervals as required. Instances where it may be appropriate to measure Impact more frequently include:

• Where relevant impact benchmarks are not available in the literature to support robust impact assessment;
• Where the impact of an intervention is disputed; and
• Where we’re planning to scale

MONITORING & EVALUATION PLANNING

Without evidence there is a real risk of having no impact, or worse doing irreparable harm. Creating impact is hard. We don’t always get it right. Never assume something works because it seems logical, appealing, or convenient.

Monitoring and evaluation are the practices by which we collect, analyse and use evidence to assess and improve the performance of our work. These practices can be complex and resource intensive and so require careful planning at the outset.

It is imperative that ethical and strategic issues are well considered not just in the planning stages but ongoing throughout any evaluation work. All evaluation undertaken or supported by Minderoo that involves primary data collection from people or animals, or the analysis of sensitive secondary data must comply with the Minderoo Foundation Ethics Policy.

The expectation is that all work is monitored and evaluated, but the extent of evaluation will vary. The availability of existing evidence is critical factor in determining the extent of evaluation required. Where there is strong existing historic evidence and manuals, systems and procedures to ensure consistent replication of a program, the requirement for further evaluation will be less.

In line with our , monitoring and evaluation plans should be developed at each level of the strategic hierarchy. The following outlines the high-level steps for developing a Monitoring and Evaluation Plan.

1. Define the purpose and the audience - it’s helpful to think about the types of decisions you expect to make over the life of the project.
2. Develop a esults frameworl - ensure indicators are clear and specific, with very little room for creative interpretation.
3. Decide how you will collect the information - consider the quality of evidenc required, the appropriateness of available methodologies, research ethics, capacity (resourcing and skills) and the timing of reporting obligations or decision points.
4. Design and test collection tools, processes and data storage solutions
5. Measure baselines and develop counterfactual

Requirements for outcome and impact evaluation may change over time. Priorities for evaluation will be reviewed on an annual basis, through the annual planning process, and informed by the needs of the work. Even if an impact evaluation isn’t specifically planned for a body of work, it is expected that a minimum data set is collected, through monitoring and outcomes evaluation, that could be used to support impact evaluation in the future.

EXECUTING FOR IMPACT

EXECUTING FOR IMPACT

Throughout execution, progress is inspected through routine team touchpoints as well as monitored in real-time through digital project management tooling such as Asana, Microsoft Teams or the Initiative Hub.

Mechanisms for Managing Execution

RECOMMENDED ROUTINE TOUCHPOINTS

DAILY CHECK-INS	For each team member to provide an update on how they are progressing (e.g. what was delivered yesterday and what will be delivered today) and highlight anything getting in the way of progress.
WEEKLY/FORTNIGHTLY CHECK-INS	For the team to review progress as a collective, celebrating achievements and discussing learnings of the past week / fortnight as well as develop plans and review priorities for the upcoming week/fortnight.
MONTHLY CONFIDENCE CHECKS	To inspect progress to quarterly goals (OKRs) and consider what additional effort is required in order to achieve quarterly goals.

RECOMMENDED VISUAL MANAGEMENT TOOLS

INITIATIVE HUB	To manage Minderoo Foundation’s strategic hierarchy, including initiative, program and project management. Rather than using static templates such as the PowerPoint and Excel templates provided, teams can use the Initiative Hub to actively plan and monitor execution collaboratively, in a transparent way.
MICROSOFT TEAMS	To collaborate with your team including communication, sharing and editing documents, visualising and managing taskboards.

EVALUATING FOR IMPACT

GUIDE TO OUTCOMES & IMPACT EVALUATION

Evaluation is critical to understanding the outcomes and impacts of our work, to ensure we are creating positive sustained change.

The Minderoo Impact Evaluation Guide is currently in development. The guide will describe the minimum requirements for all impact evaluations undertaken by staff and engaged external support. Its use across the Foundation will help ensure the development of a robust evidence base to inform our decision making. In the interim, the following two pages, describe the characteristics of high-quality evaluation and provide guidance on some common challenges in impact evaluation.

What Does Good Look Like?

All evaluation, regardless of the whether it’s undertaken internally or externally, should be undertaken to a high quality. A high-quality evaluation will assess the effectiveness of the project or program and through its design, help to distinguish between the effects of the project and the effects of other forces or actors. High-quality evaluations will exhibit the following characteristics:

a) Rigorous - Methods are clearly described, and limitations acknowledged
b) Reliable - High quality data is used collected by high quality data collection processes
c) Credible - Findings are substantiated by the evidence
d) Honest - Likely to suggest that your program has both strengths and weakness
e) Actionable - Produce clear and useful recommendations

Overcoming Resistance

Resistance to evaluation is common. Remember evaluation is about learning and growth.

Reasons given to not evaluate	Response
What we do is too complicated	What we do is rarely straight forward. Evaluation is an opportunity to explore and articulate clear outcomes.
We don’t have any data	Evaluation is an opportunity to identify metrics and set up new data collection and reporting practices.
We don’t have the money or time	Reassess your program budget and talk to the Strategy and Impact team about what capacity is available to support you.
It won’t make any difference	This is the one legitimate reason not to undertake an evaluation. If it won’t make a difference to decision making, don’t do it.

ATTRIBUTING OUTCOMES

Overclaiming positive outcomes and impacts is a genuine problem in the for purpose and philanthropic sectors. It is human nature to be optimistic, however this tendency towards overclaiming can undermine an organisation's credibility and impact evaluation as a practice.

If we observe an outcome and want to be able claim some credit for it, we need to isolate the effects of our work on the outcome. This involves removing the effects of other forces on the outcome. In very complex and dynamic contexts this is particularly challenging. However, if no attempt is made to assess and remove the effects of other forces (deadweight and attribution) and unintended consequences (displacement), there is a risk that the result you are reporting will be too high. It is better to make the attempt, supported by an explanation of your approach, than to ignore it.

Attributing Outcomes

Where it is not possible to remove the effects ofother forces and allow for unintended consequences, we do not claim credit for an outcome. The table below provides a quick guide on how to communicate based on the evidence available.

What you can evidence	Message
A positive outcome	Talk about the outcome
A positive outcome which can be attributed to a project	Talk about the project, our partners and our contribution
A positive outcome which can be attributed to Minderoo Foundation	Talk about our work and how it brought about the outcome

REFLECTING & LEARNING FROM OUR IMPACT

REFLECT & LEARN

Reflection and dialogue regarding impact will support the development of skills, knowledge, and perspectives across all stakeholders involved, creating greater capacity for impact in the future.

A retrospective is a structured way of reflecting on our work for the purpose of continuous improvement. Evidence collected via monitoring and evaluation is interpreted by those involved in the work through a regular enquiry cycle.

This practice is recommended on a quarterly basis, as well as on the completion of major milestones, and on completion of any initiative, program or project, or the end of any collaboration. Once a retrospective is complete, consider the implications for existing and future work and how best to translate the findings. We have several templates (accessible here) to guide you through a retrospective.

Example retrospective approach

COMMUNICATING IMPACT

COMMUNICATING IMPACT

Acknowledging our setbacks and celebrating our collective achievements helps us grow as a Foundation and advance our knowledge of what works, what doesn’t and why? If we can communicate the results of our efforts well, we can also encourage others to partner with us or to replicate our approach, thereby amplifying our impact.

The table below highlights our routine reporting structure. When communicating outcomes, impacts and learnings from your work, consider the following:

• What change can be attribute to us? Only claim the change we are responsible for creating.

• What are the intended and unintended impacts? Be accountable for the changes we create both positive and negative.

• Who helped us along the way? Recognise the contributions all of stakeholders towards change.

• What is the perception of our stakeholders? Include evidence and perspectives from those who help us deliver our work and those who are impacted by our work.

  Through these cycles, also consider the range of opportunities outside of routine reporting to share the outcomes of your work. If other employees or external stakeholders gave their time and expertise to support your work, either formally or informally, specifically following up to let them know the outcomes of the work is good practice.

Minderoo Foundation routine reporting structure REPORT TYPE LEVEL RESULTS FREQUENCY

REPORT TYPE	LEVEL	RESULTS	FREQUENCY
COLLABORATION REPORTING	Collaboration agreement	Inputs, activities outputs and outcomes	Bi-annually
PROJECT REPORTING	Project	Inputs, activities outputsand outcomes	Quarterly status updates. Mid quarter status check-ins
BOARD REPORTING	Program	Outcomes and impacts	Quarterly
ANNUAL REPORT	Initiative	Outcomes and impacts	Annually

WE’RE HERE IF YOU NEED TO KNOW MORE

Felicity Gooding

Deputy CEO Minderoo Foundation

Kaitlyn Scannell

Impact Specialist

Megan Tremaine

Business & Strategic Planning