Assessing impact- foundation for good strategic planning

Assessing impact- foundation for good strategic planning

Having undertaken a number of reviews and service impact assessments in recent months, their value in strategic planning and decision making is obvious. Impact assessments aim to gather data from a range of stakeholders so that you can better understand the personal, social and qualitative impact of your services, decisions and activities. They also give insights into what can be adapted or changed to remain aligned to stakeholders, including service users’ needs. Integrating this wider feedback into your strategic planning, elevates leadership and management thinking beyond productivity and efficiency metrics, to focus also on ‘sustainability’ and ‘humanity’ perspectives.

As a consultant, I find the direct connection with people during the research phase very rewarding. I notice, however, some recurring issues, which are worth considering, if you do commission a review or an evaluation.

Some stakeholders, particularly staff can be reluctant to open up in the ‘research’ stage, to disclose ‘warts and all’, concerned that negative issues might reflect badly on them. It is important to reaffirm:

-a review is not a staff performance review– however, it can highlight areas for improvement, such as opportunities to expand service reach or a need to focus services more on key areas. Reviews can also highlight systemic and organisational cultural issues which impede responsive delivery, creative thinking and openness to change. Communicating positively and early, particularly with staff about the purpose and the broad (systemic) nature of reviews will help.

Client organisations typically recommend happy and positive staff and stakeholders to participate in the qualitative research. As a result, it can be difficult to get a rounded understanding of issues, including, what is not working with the services. In contrast:

-a review is an opportunity to hear a wide range of voices, including alternative, unheard voices, so it is important to hear from ‘fans’ and those who don’t use the services or have uncomfortable feedback to provide. The uncomfortable feedback is an opportunity for fresh thinking. Depersonalising the process for staff by reinforcing the benefits of feedback for service improvement and for delivering on vision and goals should help.

People are often so busy ‘doing’ that it is difficult for them to think forward. But as Gandhi said:

-“the future depends on what we do in the present”. Therefore, use the review to reflect on what that future should look like and determine how well you are achieving it. Ask in your discussions, “what decisions are we making now to ensure we build a better future?” and “how can we bring additional value?”

In my experience, understanding the impact of your decisions either stirs you to make changes that are needed or helps you to build energy and commitment that can sustain you through the inevitable challenges in delivering strategy.

 

Therefore, the evidence gathered through a review process supports more responsive and people centred thinking. A review can also enhance reflective practice in your organisation and strengthens your ability to communicate strategic objectives with confidence.  The feedback from the process can be a strong source of objective affirmation and validation for staff. As a result, a review can be a positive, energising and enriching experience, enabling your wider team to reconnect with people and purpose and to take pride in their achievements.

In conducting a review, you thus strengthen the foundations of strategy. These foundations are the ‘nuts and bolts’ of the process but critically, the foundations are the people you are trying to reach and those who deliver the strategy. Taking a more ‘human’ focused approach builds sustainable foundations. This makes for good strategy.