Integrated Planning, Measurement & Evaluation:
My belief is that operating strategically means teams must learn to lead with critical inquiry, supported by infrastructure and systems that can translate curiosity.
Much of my work has aimed to translate frameworks into simple reflective practices that teams can learn to apply in real-time. I believe this is the cornerstone of agility, and I specialize in designing and facilitating content on four key skills:
Roadmapping & Strategic Planning
Integrated Project Tracking and Design
Conducting Analysis and Sense-making (as a non-analyst)
Insight Integration: Retros and Reporting
Roadmapping & Strategic Planning
Impact-centred planning: direct the team from a roadmap
Using an opportunity mapping framework, the team translates strategy into clear direction for the year ahead. Walk away with a prioritized Roadmap reflecting a tangible vision of what supporter activation looks like and clarity about how projects will be in service to your Theory of Change.
This powerful directed session leads a team collaboratively through engaging activities to stress-test potential projects against 5 key dimensions of value creation. You’ll use learnings to run effort forecasts, and scope priority work against outcomes to align your focus towards the audiences you want to reach most.
Integrated Project Tracking and Design
Activated Project Design: create the portrait of engagement for Key Initiatives
Build the measurable vision of the most promising pathways to enabling engagement, as well as learning areas to understand accessibility, relevance and reach. The group aligns on specific signals to monitor and interpret the scale of response. It directs a group through the process of:
defining the groups you wish to invite response from most
designing key pathways to activate audiences aligned with their preferences, with resolutions to overcome barriers to engage
describing how to recognize the traction to correlate to higher order impact.
how to build out the detailed requirements to deliver the initiatives in a shared task backlog board.
Analysis for non-analysts
Interpret Signals: reflect and assess data to make sense of traction and feedback as a group
Assess results with contrast to do meaning-making: the team collects a holistic range of feedback to make correlations. The assessment surfaces signals of impact to tell the story of changes: contrasting against the original vision, looking for standout trends, noting discoveries and extracting insights about audience experience to find which strategies or directions worked as expected.
By summarizing the portrait of response data and incorporating relevant feedback, the team is empowered to form a perspective about the results by:
interpreting how traction signals relate to strategies used
assessing the degree to which outcomes were fulfilled against intent
doing outcome and insight harvesting to synthesize discoveries for wider knowledge sharing
examine quality of engagement/response and trends emerging about enabling factors and barriers
Insight Integration
Retros and Reporting: integrate learnings into approach to deepen what’s working
A facilitated discussion about the experience of delivering the initiative will help draw out learnings about how they work, the discoveries made about end users or value created, and expose the pathways to pursue next. These operational insights are then contrasted against project discoveries and outcomes. The team explores:
what are the brilliant moments?
how well does the work flow?
what is the team tolerating?
did the team's level of excitement change in the week?
where does it feel slow?
working with Amanda