- 1.CONFIDENTIAL 101 Training Week 1 Social Sector Overview,
Conjunct Consulting and Frameworks
2. CONFIDENTIAL 2 Great applicants solve problems, align with
values and communicate well 2 Project Value Problem-solving Focus
on impact Structure issues Generate solutions Team performance
Alignment Collaborate well Integrate values Leverage strengths
Client Partnership Communication Serve with passion Speak with
clarity Display confidence Source: Conjunct Consulting Materials 3.
CONFIDENTIAL 3 2A 2B 1A 1B Problem-solving is a non-linear and
iterative process based on fundamental skills 3 Issue A Tactics
Impact 1 2 3 4 5 6 7 X vs. Y Recommend 101. Social Sector Overview,
Conjunct Consulting & Frameworks 102. Problem Definition, Issue
Identification & Hypothesis Testing Methodology 103. Research
Planning, Data Gathering & Collation 107. Communications106.
Recommendations Development & Client Enablement 105. Solution
Formulation & Mapping104. Analysis & Modeling Strategy
Client SecondaryPrimary External Client literature Client surveys
Client interviews Benchmarking External sources Surveys Interviews
Strategy 1B 2A 2B 3A 3B 3A 3B Benefits Feasibility Benefits
Feasibility Sub issue 1 Sub issue 2 Issue B Framework 3 Research
Plan 1 Research Plan 2 Research Plan 4 Research Plan 3 Hypo 1 Hypo
2 Hypo 4 Hypo 3 Model A Model B Hypo 4 Hypo 1 Hypo 2 Hypo 3 Sub 1
Sub 2 Sub 3 M H L M H L M H M Source: Conjunct Consulting
Methodology Current situationVision 1A 4. CONFIDENTIAL 4 These are
todays key learning objectives 4 Learn Social sector in Singapore
Elements of Theory of Change Projects vs. cases differences
Frameworks for effective issue analysis Integrate Understanding of
the social sector Organisations Theory of Change 5. CONFIDENTIAL
Agenda What is the social sector Projects vs. Cases High level
overview of frameworks Conclusion Appendix 5 6. CONFIDENTIAL 6 The
social sector ecosystem has many players, inputs and outputs
Source: Conjunct Consulting Partner 7. CONFIDENTIAL 7 There is
significant growth in Singapores social sector Source: Commissioner
of Charities Releases 2007-2011 Annual Report, Social Enterprise
Enterprise Directory, TODAY: New ministry to provide better support
for social enterprises, 11th August 2012 Key insights Number of
charities and social enterprises have been growing for the past 6
years Number of social enterprises have been growing quickly,
rising from 80 in 2011 to 170 in 2012 Increased volunteerism and
donations by the public population 0 500 1000 1500 2000 2500 2007
2008 2009 2010 2011 2012 Number of Registered Charities and Social
Enterprises Registered charities by charitable purposes Social
enterprises 8. CONFIDENTIAL Nonprofits and Social Enterprises may
take various legal forms 8 Nonprofits must be incorporated as a
CLG, society or Trust Social Enterprises are not limited to these
structures due to lack of legal definition in Singapore Company
Limited by Guarantee Society Trust Charity Institute of Public
Character 9. CONFIDENTIAL 9 Inputs Outputs Nonprofits and Social
Enterprises differ from business enterprises in inputs and outputs
9 Resources Social enterprises Social change + Profits Resources
Businesses Profits Contributions NPOs Social Change Source:
Starting a Social Enterprise in Singapore: The Essential Toolkit
10. CONFIDENTIAL 10 Activity: Understanding the social sector Watch
video: The Girl Effect 10 11. CONFIDENTIAL 1111 12. CONFIDENTIAL
The theory of change maps organisational purpose, activities and
alignment Ecosystem Problem /Need Intended Impact
Activities/Program Outputs Outcomes (mid-term) Impact (long-term)
Populations Strategies Outcomes L e v e r s Ecosystem 12 Source:
Government of Ontario Canada. Evaluation Toolkit, http://www.
reddi.gov.on.ca/track_readlogicmodel.htm 13. CONFIDENTIAL Theory of
Change defines all the building blocks required to bring about
success Theory of Change Requires clarity of long term goals
Identifies measurable indicators of success Formulates actions to
achieve goals Key characteristics to consider Plausible
Stakeholders believe the logic of the model is correct: if we do
these things, we will get the results we want and expect Doable
Resources are seen as sufficient for implementation Testable
Stakeholders believe there are credible ways to ascertain the
results Meaningful Stakeholders see the outcomes as important and
the magnitude of change in these outcomes being pursued as worth
the effort Source: Theory of Change Community,
http://www.theoryofchange.org/about/what-is-theory-of-change/ 13
14. CONFIDENTIAL 14 The problem refers to the social need the
organisation addresses or is addressing Source: Theory of Change
Tool : Manual (Full Version) Not necessarily what people need Can
include current circumstances which have room for improvement
States the situation or circumstances that can and should be
improved upon Problem/ Need 15. CONFIDENTIAL 15 Objectives
encompass the various goals of the organisation and aid strategic
planning 15 Who are the people your organisation is targeting with
its actions? What will the impact on them be? Intended impact
Source: Theory of Change Tool : Manual (Full Version) 16.
CONFIDENTIAL 16 Ecosystem refers to our partners as well as the
environment in which we operate Related organisations: Key
differentiation and potential partners Related issues: What else
needs to be done or addressed for your client population to
succeed? Macro-environment in which we are situated Ecosystem
Source: Theory of Change Tool : Manual (Full Version) 17.
CONFIDENTIAL 17 Our strategies translate into activities and
programs used to create social change What you use to get the
impact you are after The way in which the organisation intervenes
to address the problem or need Common mistake: Skipping from
problem straight to activities, so there is significant room for
review or improvement Activities/ Programmes Source: Theory of
Change Tool : Manual (Full Version) 18. CONFIDENTIAL 18 Outputs,
outcomes and impact are the results of your organisation's
activities Source: Theory of Change Tool : Manual (Full Version)
The way a program is delivered. The degree to which it is
delivered. The person(s) or thing(s) to which it is delivered.
Outputs To what degree does the intervention have the intended
effect on its intended participants? Outcomes To what degree do the
intended outcome changes result in intended changes in the overall
problem? System Condition Situation Impact 19. CONFIDENTIAL 19
Activity: Understanding the social sector Fill up TOC: Why does the
Org do what it does? & Presentation Send to
[email protected] By 2100hrs 19 20. CONFIDENTIAL
20 The problem refers to the social need the organisation addresses
or is addressing Source: Theory of Change Tool : Manual (Full
Version) Not necessarily what people need Can include current
circumstances which have room for improvement States the situation
or circumstances that can and should be improved upon Problem/ Need
Female victims of domestic abuse need long- term, livable wage
employment opportunities Sample 21. CONFIDENTIAL 21 Objectives
encompass the various goals of the organisation and aid strategic
planning 21 Who are the people your organisation is targeting with
its actions? What will the impact on them be? Intended impact
Long-term employment at livable wage for domestic violence
survivors Source: Theory of Change Tool : Manual (Full Version)
Sample 22. CONFIDENTIAL 22 Ecosystem refers to our partners as well
as the environment in which we operate Related organisations: Key
differentiation and potential partners Related issues: What else
needs to be done or addressed for your client population to
succeed? Macro-environment in which we are situated Ecosystem
Related organisations: Government agencies and affiliates Related
issues: Collaboration between social service provider, nonprofit
employment-training center and a non-profit shelter for female
domestic violence victims Source: Theory of Change Tool : Manual
(Full Version) Sample 23. CONFIDENTIAL 23 Our strategies translate
into activities and programs used to create social change What you
use to get the impact you are after The way in which the
organisation intervenes to address the problem or need Common
mistake: Skipping from problem straight to activities, so there is
significant room for review or improvement Activities/ Programmes
1. Outreach campaign 2. Screening 3. Set up counseling sessions 4.
Help provided for short- term crises 5. Conduct classes 6. Identify
potential employers 7.Match women to internships and/or permanent
jobs Source: Theory of Change Tool : Manual (Full Version) Sample
24. CONFIDENTIAL 24 Outputs, outcomes and impact are the results of
your organisation's activities 1. Number of women counselled and
trained 2. Number of women employed after the programme 3. Average
wage earned and employment duration 1. More financially independent
former survivors of domestic abuse 2. Greater normalcy/social
readaptation 1. Long-term employment at a livable wage for domestic
violence survivors 2. Survivors have marketable skills in non-
traditional jobs Source: Theory of Change Tool : Manual (Full
Version) Sample The way a program is delivered. The degree to which
it is delivered. The person(s) or thing(s) to which it is
delivered. Outputs To what degree does the intervention have the
intended effect on its intended participants? Outcomes To what
degree do the intended outcome changes result in intended changes
in the overall problem? System Condition Situation Impact 25.
CONFIDENTIAL 25 Sample: Theory of Change for Project Superwoman
Problem /Need Intended Impact Activities/Program Outputs Outcomes
(mid-term) Impact (long-term) Female victims of domestic abuse need
long-term, livable wage employment opportunities Long-Term
Employment at Livable Wage for Domestic Violence Survivors
Government agencies and affiliates Collaboration between social
service provider, nonprofit employment- training center and a
non-profit shelter for female domestic violence victims 1. Outreach
campaign 2. Screening 3. Set up counseling sessions 4. Help
provided for short-term crises 5. Conduct classes 6. Identify
potential employers 7. Match women to internships and/or permanent
jobs Number of women counselled and trained Number of women
employed after the programme Average wage earned and employment
duration Greater normalcy/social readaptation More financially
independent former survivors of domestic abuse Long-term employment
at a livable wage for domestic violence survivors Survivors have
marketable skills in non- traditional jobs Populations Strategies
Outcomes L e v e r s Ecosystem Source: Guided example: Project
Superwoman 26. CONFIDENTIAL Agenda What is the social sector
Projects vs. Cases High level overview of frameworks Conclusion
Appendix 26 27. CONFIDENTIAL 27 Projects are complex situations
involving dynamic information, clients and teams 27 Source: Wicked
problems in project definition,
http://www.leanconstruction.org/pdf/WickedProblemsinProjectDefinitionIGLC10.p
df Dynamic information and environment Clients Teams 28.
CONFIDENTIAL 28 Cases are static write-ups based on challenges
faced in real projects 28Source: Interactive Case,
http://www.bcg.com/join_bcg/interactive_case/default.aspx Cases
Projects Information Involves summary of background information,
several key issues, competitive landscapes, problem statements
Involves extensive information on Partners background information
and statistics of organisation Time duration Range between hours to
days Range between weeks to months Process Allows less extensive
planning and research as snapshot of pre- gathered data is provided
Allows more comprehensive planning and dynamic data must be
continuously gathered 29. CONFIDENTIAL Agenda What is the social
sector Projects vs. Cases High level overview of frameworks
Conclusion Appendix 29 30. CONFIDENTIAL Frameworks are pre-defined
issue identification shortcuts for issue analysis 30 Determines
competitiveness and attractiveness of marketPorters 5 forces
Evaluates internal and external considerations of organisationsSWOT
analysis Assesses the macro environmental factorsPESTEL analysis
Analyses business units and product lines BCG Growth Share Matrix
Evaluates organisational effectivenessMcKinseys 7Ss Determines a
products unique selling point Value proposition and Marketing Mix
Source: Consulting Interview Case Frameworks,
http://globthink.com/2009/12/13/consulting-interview-case-frameworks/
31. CONFIDENTIAL 31 Porters 5 forces determines competitiveness and
attractiveness of market 31 Porters 5 forces Bargaining power of
suppliers Bargaining power of consumers Threat of new entrants
Threat of substitute products Competitive rivalry within industry
Source: Porters Five Forces,
http://www.mindtools.com/pages/article/newTMC_08.htm 32.
CONFIDENTIAL 32 SWOT analysis evaluates internal and external
considerations of organisations 32 Source: SWOT Analysis: A Basic
Business Consulting Framework,
http://www.mylesvivesblog.com/consulting-framework.html Strengths
Weaknesses Opportunities Threats SWOT 33. CONFIDENTIAL 33 PESTEL
analysis assesses the macro environmental factors 33Source: PESTEL
Analysis, http://pestel-analysis.com/ Political Tax policy;
Employment laws; Environmental regulations; Trade restrictions and
tariff; Political stability; Bureaucracy and corruption Economic
Economic growth; Cost of labor; Exchange rate; Inflation rate;
Levels of disposable income Social Population growth rate and age
profile; Attitudes on health, education, social mobility; Opinions
about employment, volunteering; Press attitudes, cultural
preferences; Lifestyle choices and preferences Technological
R&D activity; Impact of internet, social media; Growth of
emerging technologies; Rate of technological change Environmental
Environmental protection laws; Waste disposal laws; Energy
consumption regulation; Popular attitude towards the environment
Legal Employment regulations; Competitive regulations; Health and
safety regulations; Product regulations 34. CONFIDENTIAL 34 BCG
Growth Share Matrix analyses business units and product lines
34Source: BCG Matrix, http://www.netmba.com/strategy/matrix/bcg/
35. CONFIDENTIAL 35 McKinseys 7Ss evaluates organisational
effectiveness Core beliefs and attitudes that drive employee
behaviorShared Values Long-term strategic direction of
companyStrategy Company HierarchyStructure Formal/informal
procedures & processesSystem Motivated/talented/ engagedStaff
Key personnel management styleStyle Core competencies and
capabilitiesSkills 35 Source: The McKinsey 7S Framework,
http://www.mindtools.com/pages/article/newSTR_91.htm 36.
CONFIDENTIAL 36 McKinseys 7Ss evaluates organisational
effectiveness 36 Source: The McKinsey 7S Framework,
http://www.mindtools.com/pages/article/newSTR_91.htm Skills Shared
Values Style Staff Systems Structure Strategy Strategy Structure
Systems Staff Style Shared Values Skills 37. CONFIDENTIAL 37 4Ps
4Cs Value proposition and Marketing Mix determines a products
unique selling point 37 Source: Investopedia,
http://www.investopedia.com/terms/v/valueproposition.asp#ixzz206A7yc3y
Price Cost Promotion Communication Place Convenience Product
Consumer Value proposition A business or marketing statement that
summarizes why a consumer should buy a product or use a service.
This statement should convince a potential consumer that one
particular product or service will add more value or better solve a
problem than other similar offerings. Test if viable 38.
CONFIDENTIAL Agenda What is the social sector Projects vs. Cases
High level overview of frameworks Conclusion Appendix 38 39.
CONFIDENTIAL 39 These points conclude todays lesson During this
lesson, we have Learned about The Social sector in Singapore
Elements of Theory of Change Projects vs. cases differences
Frameworks for effective issue analysis Integrated Understanding of
the social sector Organisations Theory of Change 39 40.
CONFIDENTIAL 40 Feel free to ask any questions you have regarding
todays lesson Q & A 40 41. CONFIDENTIAL Agenda What is the
social sector Projects vs. Cases High level overview of frameworks
Conclusion Appendix 41 42. CONFIDENTIAL 42 Differs from logic
models Requires stakeholders to articulate underlying assumptions
which can be tested/measured Shows a causal pathway by specifying
what is needed for goals to be achieved Appendix for TOC