The document summarizes the Theory of Change for the Impact and Innovation Unit (IIU) which aims to help advance outcome-based policy approaches in the Government of Canada. The IIU was established in 2017 to promote policy innovation, support public sector leadership, provide advice on outcomes-based funding, and continuously share insights. Its Theory of Change combines four major efforts: 1) Engaging leadership to grow outcomes-based approaches, 2) Showcasing co-creation design to encourage replication, 3) Using rigorous impact measurement to inform decision-making, and 4) Communicating transparently to support change. The IIU is committed to partnership, co-creation, being citizen-centered, using evidence, and being open/transparent
Within the framework of its Research Communications Capacity Building Program, GDNet produced, in collaboration with CommsConsult, a range of learning materials with the aim to develop an influence plan. These handouts cover the influence plan’s implications, challenges and structure; setting CIPPEC’s influence plan as an example, shedding light on its communication strategy as well as some of the lessons learned from its experience.
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This document discusses budget tracking strategies for civil society organizations working in the health sector. It defines budget tracking as examining how public resources flow from one level of government to the next and eventually to intended beneficiaries. The document outlines why CSOs should track budgets and expenditures, such as to strengthen oversight, identify systemic transfer problems, and uncover mismanagement. It provides a 5-step approach to budget tracking advocacy: 1) develop a strategy, 2) build strategic alliances, 3) plan activities for each budget cycle stage, 4) manage communications, and 5) evaluate efforts. Finally, it states that tracking involves monitoring and investigating to carefully examine how funds move through different levels of government.
This document discusses fostering research for policy and practitioners through cohort and longitudinal studies. It provides an overview of CIFF's mission and strategic priority areas. CIFF seeks transformational impact through a systematic approach across sectors like education, nutrition, health, and climate change. CIFF currently has a portfolio of 57 investments totaling $560 million spread across innovation, pilot programs, delivery at scale, and systems change. The document discusses challenges in achieving scale and uptake of research findings, and how CIFF is approaching these challenges through clear theories of change, cost evaluations, communication of evidence, and partnerships.
Planning and Conducting Advocacy at National and Subnational LevelsCORE Group
Fall Global Health Practitioner Conference 2017
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Policy frameworks and municipal effectivenessJohn Leonardo
Municipalities need to employ an effective policy framework to keep service delivery on track. Local government politicians like to make promises about service delivery initiatives to their communities. Municipalities, however, often fail to deliver these promised services for a range of reasons including poor budgeting and ineffective management. This is why municipalities need to not only maintain effective policy frameworks but ensure these are reviewed and updated regularly.
The document provides an overview of a briefing on impact investment from Next Generation Consultants. Some key points:
1) The briefing discusses the need for an impact investment index for Africa that takes into account the complexities of development contexts on the continent. Existing global models of impact measurement are not always applicable.
2) The proposed Impact Investment Index aims to create a shared performance measurement system for social investment and community development organizations to improve coordination, reduce costs, and better assess collective impact.
3) Impact assessments should distinguish between measuring performance, outcomes, and long-term impacts. The ultimate goal is to understand the tangible and intangible effects of investments and determine what changes can be attributed to interventions.
Public Participation - Lorena RIVERO DEL PASO, MexicoOECD Governance
This presentation was made by Lorena RIVERO DEL PASO, Ministry of Finance & Public Credit, Mexico, at the 14th CESEE SBO meeting held in Zagreb, Croatia, on 24-25 May 2018.
Eden Strategy Institute has had the privilege of collaborating with numerous governments and multilateral organizations to improve policymaking approaches and delivery methods. To commemorate the United Nations Public Service Day, we seek to contribute to the important work of policymakers with this practical toolkit of proven, innovative approaches that have the potential to transform public service around the world.
Day 2 keynote: Ed Heinemann, IFAD: “IFAD’s experience and emerging approach for engaging in national policy processes”
Workshop on Approaches and Methods for Policy Process Research, co-sponsored by the CGIAR Research Programs on Policies, Institutions and Markets (PIM) and Agriculture for Nutrition and Health (A4NH) at IFPRI-Washington DC, November 18-20, 2013.
ASIS Guideline #4 2021 - Testing new social innovation policies on local and ...armelleguillermet
This document provides guidance on testing new social innovation policies at the local and regional level. It discusses:
1. Defining the policies and interventions to be tested, including policies that are socially innovative in process and those that enhance social innovation. Interventions are the specific actions taken to address a problem.
2. Specifying a 'theory of change' that identifies the causal links between the intervention, its expected outcomes, and the broader goals being pursued.
3. Determining the outcomes to measure, related outcome indicators, and plans for collecting the necessary data.
4. Estimating a counterfactual to understand what would have happened in the absence of the intervention for comparison.
5. Analyzing
ASIS project - Guidelines #4 - TESTING NEW SOCIAL INNOVATION POLICIES ON LOCA...armelleguillermet
This document provides guidance for policymakers on testing social innovation policies at the local and regional level through impact evaluations. It discusses defining the policy or intervention to be evaluated, developing a theory of change, specifying outcomes and indicators, estimating the counterfactual, analyzing effects, disseminating findings, and applying lessons learned to future reforms. The goal is to help policymakers design strong evaluations that produce reliable evidence of what works to inform decision-making and ongoing social innovation efforts.
This document discusses stakeholder engagement in the public sector. It defines stakeholders as any group that is affected by or can influence the entity's activities. Effective stakeholder engagement provides benefits like improved service delivery and risk management. The document recommends that public sector entities identify their stakeholders, understand their needs, and develop transparent communication strategies. It also advises creating a documented stakeholder engagement plan that identifies risks, objectives, and processes for relationship building and evaluation.
TESTING NEW SOCIAL INNOVATION POLICIES ON LOCAL AND REGIONAL LEVELarmelleguillermet
This document provides guidance on testing social innovation policies at the local and regional levels. It discusses defining the policies and interventions to be tested, specifying a theory of change, defining outcomes and indicators to measure impact, estimating the counterfactual, analyzing effects, disseminating findings, and applying lessons locally and more broadly. Key steps include carefully selecting relevant policies to evaluate, considering macro vs micro evaluations, and using a theory of change to map the path from intervention to desired outcomes. The overall aim is to build an evidence base on what policies are effective in creating positive social change.
Improving the quality and impact of annual performance reporting - Glenn Purv...OECD Governance
This presentation was made by Glenn Purves, Treasury Board of Canada Secretariat, at the 14th Annual Meeting of the OECD Senior Budget Officials Performance & Results network held at the OECD Conference Centre, Paris, on 26-27 November 2018
The failure of researchers to link evidence to policy and practice produces evidence that no one uses, impedes innovation, and leads to mediocre or even detrimental development policies. To help improve the definition, design, and implementation of policy research, researchers should adopt a strategic outcome-oriented approach.
Brainpool what makes-indicators-successfulWPEurope
This document summarizes the key success factors for "Beyond GDP" indicators being used effectively in policymaking. It identifies four main categories of success factors: indicator factors, relationship factors, user factors, and policy/context factors. For each category, it outlines several specific factors based on research from the BRAINPOoL project, including the importance of indicator salience, legitimacy, credibility; engaging stakeholders; building user capacity; and supportive policy environments. The full report provides additional details on 16 indicator initiatives and is available online.
What makes indicators successful? Lessons from practitionersnefwellbeing
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Key points from parallel session discussions at the SIGMA-GIZ joint event Advancing Good Governance in Public Administration Reform in the Eastern Partnership Countries, that took place 4-5 June 2024 in Brussels.
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Here we are going to discuss how to store data in Odoo 17 Website.
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Lecture_Notes_Unit4_Chapter_8_9_10_RDBMS for the students affiliated by alaga...Murugan Solaiyappan
Title: Relational Database Management System Concepts(RDBMS)
Description:
Welcome to the comprehensive guide on Relational Database Management System (RDBMS) concepts, tailored for final year B.Sc. Computer Science students affiliated with Alagappa University. This document covers fundamental principles and advanced topics in RDBMS, offering a structured approach to understanding databases in the context of modern computing. PDF content is prepared from the text book Learn Oracle 8I by JOSE A RAMALHO.
Key Topics Covered:
Main Topic : DATA INTEGRITY, CREATING AND MAINTAINING A TABLE AND INDEX
Sub-Topic :
Data Integrity,Types of Integrity, Integrity Constraints, Primary Key, Foreign key, unique key, self referential integrity,
creating and maintain a table, Modifying a table, alter a table, Deleting a table
Create an Index, Alter Index, Drop Index, Function based index, obtaining information about index, Difference between ROWID and ROWNUM
Target Audience:
Final year B.Sc. Computer Science students at Alagappa University seeking a solid foundation in RDBMS principles for academic and practical applications.
About the Author:
Dr. S. Murugan is Associate Professor at Alagappa Government Arts College, Karaikudi. With 23 years of teaching experience in the field of Computer Science, Dr. S. Murugan has a passion for simplifying complex concepts in database management.
Disclaimer:
This document is intended for educational purposes only. The content presented here reflects the author’s understanding in the field of RDBMS as of 2024.
Feedback and Contact Information:
Your feedback is valuable! For any queries or suggestions, please contact muruganjit@agacollege.in
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As artificial intelligence continues to evolve, understanding the complexities and regulations regarding AI risk management is more crucial than ever.
Amongst others, the webinar covers:
• ISO/IEC 42001 standard, which provides guidelines for establishing, implementing, maintaining, and continually improving AI management systems within organizations
• insights into the European Union's landmark legislative proposal aimed at regulating AI
• framework and methodologies prescribed by ISO/IEC 23894 for identifying, assessing, and mitigating risks associated with AI systems
Presenters:
Miriama Podskubova - Attorney at Law
Miriama is a seasoned lawyer with over a decade of experience. She specializes in commercial law, focusing on transactions, venture capital investments, IT, digital law, and cybersecurity, areas she was drawn to through her legal practice. Alongside preparing contract and project documentation, she ensures the correct interpretation and application of European legal regulations in these fields. Beyond client projects, she frequently speaks at conferences on cybersecurity, online privacy protection, and the increasingly pertinent topic of AI regulation. As a registered advocate of Slovak bar, certified data privacy professional in the European Union (CIPP/e) and a member of the international association ELA, she helps both tech-focused startups and entrepreneurs, as well as international chains, to properly set up their business operations.
Callum Wright - Founder and Lead Consultant Founder and Lead Consultant
Callum Wright is a seasoned cybersecurity, privacy and AI governance expert. With over a decade of experience, he has dedicated his career to protecting digital assets, ensuring data privacy, and establishing ethical AI governance frameworks. His diverse background includes significant roles in security architecture, AI governance, risk consulting, and privacy management across various industries, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: June 26, 2024
Tags: ISO/IEC 42001, Artificial Intelligence, EU AI Act, ISO/IEC 23894
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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Is Email Marketing Really Effective In 2024?Rakesh Jalan
Slide 1
Is Email Marketing Really Effective in 2024?
Yes, Email Marketing is still a great method for direct marketing.
Slide 2
In this article we will cover:
- What is Email Marketing?
- Pros and cons of Email Marketing.
- Tools available for Email Marketing.
- Ways to make Email Marketing effective.
Slide 3
What Is Email Marketing?
Using email to contact customers is called Email Marketing. It's a quiet and effective communication method. Mastering it can significantly boost business. In digital marketing, two long-term assets are your website and your email list. Social media apps may change, but your website and email list remain constant.
Slide 4
Types of Email Marketing:
1. Welcome Emails
2. Information Emails
3. Transactional Emails
4. Newsletter Emails
5. Lead Nurturing Emails
6. Sponsorship Emails
7. Sales Letter Emails
8. Re-Engagement Emails
9. Brand Story Emails
10. Review Request Emails
Slide 5
Advantages Of Email Marketing
1. Cost-Effective: Cheaper than other methods.
2. Easy: Simple to learn and use.
3. Targeted Audience: Reach your exact audience.
4. Detailed Messages: Convey clear, detailed messages.
5. Non-Disturbing: Less intrusive than social media.
6. Non-Irritating: Customers are less likely to get annoyed.
7. Long Format: Use detailed text, photos, and videos.
8. Easy to Unsubscribe: Customers can easily opt out.
9. Easy Tracking: Track delivery, open rates, and clicks.
10. Professional: Seen as more professional; customers read carefully.
Slide 6
Disadvantages Of Email Marketing:
1. Irrelevant Emails: Costs can rise with irrelevant emails.
2. Poor Content: Boring emails can lead to disengagement.
3. Easy Unsubscribe: Customers can easily leave your list.
Slide 7
Email Marketing Tools
Choosing a good tool involves considering:
1. Deliverability: Email delivery rate.
2. Inbox Placement: Reaching inbox, not spam or promotions.
3. Ease of Use: Simplicity of use.
4. Cost: Affordability.
5. List Maintenance: Keeping the list clean.
6. Features: Regular features like Broadcast and Sequence.
7. Automation: Better with automation.
Slide 8
Top 5 Email Marketing Tools:
1. ConvertKit
2. Get Response
3. Mailchimp
4. Active Campaign
5. Aweber
Slide 9
Email Marketing Strategy
To get good results, consider:
1. Build your own list.
2. Never buy leads.
3. Respect your customers.
4. Always provide value.
5. Don’t email just to sell.
6. Write heartfelt emails.
7. Stick to a schedule.
8. Use photos and videos.
9. Segment your list.
10. Personalize emails.
11. Ensure mobile-friendliness.
12. Optimize timing.
13. Keep designs clean.
14. Remove cold leads.
Slide 10
Uses of Email Marketing:
1. Affiliate Marketing
2. Blogging
3. Customer Relationship Management (CRM)
4. Newsletter Circulation
5. Transaction Notifications
6. Information Dissemination
7. Gathering Feedback
8. Selling Courses
9. Selling Products/Services
Read Full Article:
https://digitalsamaaj.com/is-email-marketing-effective-in-2024/
2. Transforming the design and delivery of
government policies, programs and services
for greater and more sustainable impact on
the lives of Canadians.
Our Vision
3. • The Impact and Innovation Unit (IIU) was established in November 2017 to help advance the integration of
outcomes-based policy approaches into the design and delivery Government of Canada’s policies, programs and
services.
• It builds off the work of its predecessor organization - the PCO’s Innovation Hub – leveraging the lessons learned
from projects undertaken and meetings and conferences held to explore and test new and emerging innovations
in public policy.
• The IIU fulfills this purpose by:
- Promoting policy innovation and experimentation
- Supporting public sector leadership
- Providing advice and support in the design and implementation of new outcomes-based funding approaches
- Continuously and rigorously examining and sharing its progress and insights.
• The IIU is committed to measuring its impact so that management and staff have the information needed to
support evidence-based decision making in order to achieve better policy outcomes for Canadians and positive,
social, environmental and economic return on federal investments.
3
Background
4. • Addressing persistent, complex and pressing policy issues in new ways
• Conventional approaches to addressing challenging public policy issues have not always achieved the results expected.
• Growing sentiment in Canada and worldwide that governments can and should produce better and more lasting
outcomes for citizens.
• Contending with fiscal pressures that demand an improved return on public sector investments
• Government of Canada spends over $32 billion annually in grant and contribution funding to advance key priorities
with more demands and needs than resources available.
• Governments have an imperfect understanding of the full impact of its spending on achieving results.
• Changing citizen expectations of government with a desire to be more engaged and effective
• There is a growing call by stakeholders from across all sectors for government to evolve from its traditional role of
funder to that of an engaged partner and collaborator.
• Integrating new tools and technologies for public benefit
• There are new tools and technologies emerging that can improve problem analyses, more effectively support
collaboration, assess investment opportunities and spending decisions, and improve the productivity of the public
service hence improving the quality of service to Canadians. These tools have been underutilized to date.
4
The Context: Challenges
5. • Global advances in public policy innovation and outcomes-based policy approaches
• A number of countries have put in place mechanisms (e.g. funds and intermediary support organizations) to support
experimentation, to collaborate with partners and to improve impact on a larger scale.
• Growing interest across all levels of government in outcomes-oriented approaches and strengthening
evidence-based decision making
• At federal level, the IIU is one of a number of players that is advancing and supporting experimentation, more rigorous
approaches to evaluation, and examining barriers to the implementation of innovation and outcomes-based policy approaches.
• In November 2017, Clerks and Cabinet Secretaries from F/P/T governments signed the Declaration of Public Sector Innovation
committing to work together to find new and inventive ways to solve the challenges that Canadians face.
• Opportunities identified in budget announcements, mandate letters, and other stated priorities in support
of innovation and experimentation
• Departments and agencies must devote a fixed percentage of program funds to experimenting with new.
• The Minister of Indigenous Services is mandated to work with the IIU and across government to co-create new and meaningful
partnership models with Indigenous communities and civil society partners.
• Infrastructure Canada, Natural Resources Canada and other departments with interest and capacity will work through the IIU’s
Impact Canada Initiative as per commitments set out in Budget 2017.
5
The Context: Opportunities
6. 6
• Conceptual representation of what we know and
think needs to happen to achieve a desired impact in
a particular context
• Critical first step in measuring impact as it articulates
the desired change in a particular context
• “Testing” the Theory of Change through monitoring
and systematic and ongoing analysis are critical
activities in advancing public sector innovation
• An evergreen document/theory that over time
includes insights from a range of key stakeholders
Image credit: Sidney Harris
7. 7
Logic Model
Theory of Change
Summarises work at the strategic level; presents “big picture” Details work at the program/implementation level
Focus is on the complex social, economic, political and
institutional processes and change theories that underlie
desired results
Flexible in presentation; no standard format
Living document that is updated as evidence emerges and
context changes
Typically starts with goal/desired impact and works backward
Focused on critical thinking and conceptualization
Recommended in innovation-related initiatives
Presents intervention/program in a logical sequential way
Linear and limited flexibility given its program delivery
orientation; structured
If-then statements guide the logic
Typically starts with activities and works towards goals
Focused on presentation and comprehensiveness
Recommended for established and “proven” programs
A Theory of Change and a Logic Model are closely connected but are not the same.
We chose to develop a Theory of Change because of the innovative and complex nature of the IIU’s work.
Source: http://www.tools4dev.org/resources/theory-of-change-vs-logical-framework-whats-the-difference-in-practice/
*
9. The IIU's Theory of Change combines four major efforts to help the federal public service develop, use and learn
from outcomes-based policy approaches:
• Engaging public service leadership and supporting the development of competent, knowledgeable and motivated
public servants will help grow the design and delivery of outcomes-based policy approaches and other relevant
innovations.
• Showcasing excellence in co-creation design approaches and collaborative implementation will help grow and
direct interest in outcomes-based policy approaches as well as encourage replication and scaling of successful
initiatives.
• Using a range of evaluative approaches, setting high standards for rigorous impact measurement, and utilizing
new analytical technologies will lead to an increase the availability and use of evidence to inform decision making
related to policy, program and service development, design and delivery.
• Communicating, engaging and building relationships in an open and transparent manner within and external to
the public service is a foundational component of supporting the type of public service change desired.
Successes and shortcomings must be part of the policy narrative with a focus on continuous improvement
through experimentation and adaptive leadership.
9
Our Approach to Realizing Change
10. Partnership – We believe that to solve today’s societal challenges, federal departments and agencies cannot do it alone. We are,
therefore, dedicated to working in partnership with those who are ready, willing, and open to better understand the systemic challenges
and the promising opportunities before us. The IIU’s contribution will be one of many.
Co-Creation - In support of meaningful partnerships, comes our commitment to the co-creation of solutions beginning with collectively
analyzing the issues, challenges and opportunities. Our co-creation process starts from the experience of each partner and strives to
discover new modes of interaction and governance that will improve the experience for all partners.
Citizen-Centred - Canadians are the ultimate beneficiaries of the innovations and experimentation in policy development and delivery
processes. We are, therefore, committed to putting their interests, experiences and perspectives at the centre of the co-creation process.
In this regard, we commit to culturally, contextually and historically sensitive approaches in our efforts.
Evidence-Based and Methodologically Driven - We use well-accepted, rigorous methodological approaches to inform policy design in all
stages of the policy development process from ascertaining whether a particular issue is well suited for innovation or experimentation to
monitoring the change process to measuring its impact and potential to be scaled up or out.
Openness and Transparency - Timely sharing of lessons learned and results - whether the project achieved its expected results or not -
informs other initiatives and will help to drive the diffusion and scaling of innovation initiatives system-wide. In this regard, we are
committed to be open and transparent in all that we do so that others can benefit from our successes and leverage the lessons that we
are learning along the way.
10
Our Guiding Principles
11. Theory of Change
9
There is stable political interest and
strong central agency support in
advancing the use of outcomes-
based policy approaches
The IIU can reach the most
influential and motivated individuals,
groups and organizations within and
external to the public service
There is sufficient motivation and
capacity in departments to participate in
ICI initiatives (e.g., interests in
co-creation, new governance structures
and new partnership models)
Collaborating departments and
agencies have access to appropriate
evaluation capacity to support or
manage impact measurement and
contribute to developmental
evaluation efforts
IIU staff has relevant expertise to
support systematic, ongoing learning
and evidence-based contributions in key
policy areas and in the application of
outcomes-based policy approaches
Assumptions
Fiscal
realities
12. Focus and Scope
12
Federal government policies,
programs and services in high
priority areas (i.e., drawn from
priorities identified in the Speech
from the Throne, the Budget,
ministerial mandate letters, and by
the Prime Minister)
Priorities
Primarily grants and contributions
policies and programs and other
government initiatives that may
benefit from IIU interventions
Focus
Initiatives involving departments
and agencies interested in
co-creation efforts with other
departments and external
organizations such as other levels
of government, the private sector,
social enterprises, non-profit
organizations, and Canadian
citizens
Scope
14. 14
Overview: • Reach public servants who have the power and influence to affect change at organizational and
institutional levels
• Targeted at individuals within the public service (executives, management and staff) and external to it
(experts, researchers, academics, private sector and non-profit/charitable sector)
Strategic Approach Key Interventions & Activities
• Engaging executive leadership
• Enhancing public services competencies, skills
and abilities
• Leveraging existing and developing new internal
capacity
• Recruiting external experts & establishing new
partnerships
• Design and delivery of FPT Clerks and Cabinet
Secretariat events, DM Taskforce & ADM
Committee on Experimentation meetings
• Test Innovative Staffing Initiative with associated
training
• Establish key partnerships: external (Nesta, OECD,
MaRS) and internal (NRC, Heads of Evaluation and
Performance Measurement)
• Provide technical assistance, Community of
Practice, peer learning, etc.
Engaging Leadership
15. Testing Outcomes-based Policy Approaches
15
Overview • Testing outcomes-based approaches in a range of policy domains to demonstrate “proof of concept”
• Pursue policy priorities reflective of the Government’s current focus: Clean Tech, Smart Communities,
Indigenous issues and opioids
Strategic Approach Key Interventions & Activities
• Innovative Policy Design, Implementation, and
Evaluation
• Testing Outcomes-based Funding Models:
Impact Canada Initiative
• Co-design through horizontal program structures
and cross-sector collaboration
• Technical support and expert advice related to
designing and adopting outcomes-based funding
approaches
• Oversee and support rigorous impact
measurement
• Support scaling or replication
• Undertake behavioural insights initiatives
16. Strengthening the Evidence-base
16
Overview • Improving the availability and use of evidence to inform innovative policy design, implementation and
experimentation
• Advocating and supporting rigorous impact measurement and evaluation
Strategic Approach Key Interventions & Activities
• Leverage and contribute to existing evidence
base
• Focus on root causes of policy changes and
systems change*
• Build impact measurement capacity
• Explore new technologies and approaches
• Assess readiness and capacity
• Provide technical assistance and guidance
• Support developmental evaluation practice
• Develop IIU repository of evidence (i.e., a “what
works” solution)
• Conduct research on new methods and emerging
technologies
* Area of collaboration with Results and Delivery Unit (deep dives)
17. Engagement and Communication
17
Overview • Increase awareness of outcomes-based policy approaches and promote exchange of ideas in areas
of common interest among interested stakeholders
• Promote openness and transparency in all IIU efforts through partner engagement, decision-making
and communications
Strategic Approach Key Interventions & Activities
• Maintain principles of openness & transparency
• Use interactive digital media to support
collaboration
• Proactive outreach to key leaders internal and
external to the public service
• Relationship building
• IIU websites
• Impact Canada Digital Platform
• IIU social media accounts
• Conferences, publications, lessons learned
19. 19
Key Elements
• Data collected and analyzed by IIU staff with partner involvement as required
• Ongoing monitoring of IIU’s progress in meeting expected key outputs targets and institutional outcomes
• Focus is on institutional changes in the public service, generally, and adoption of outcomes-based
policy approaches in ICI collaborating departments, specifically
• Monitoring progress through meeting output targets is quarterly
• Monitoring context and key assumptions is ongoing
• Assessing progress in meeting institutional outcomes annually (November) updated as required (March)
• Various data collection tools to be developed in 2017-2018 (Q4), baseline and targets established in April 2018
• and applied in 2018-2019 onward with adjustments as required
• Auto-generated and semi-auto generated analyses where possible
• Combined with developmental evaluation efforts, information generated through ongoing monitoring will support
evidence-based decision making, organizational learning, and adaptation in support of achieving outcomes
• Data collected and reports generated will support comprehensive assessment of Impact Canada Initiative in 2021-2022
Who
What
When
How
Why
20. Impact and Innovation Unit
Privy Council Office
For more information or to send us your comments:
Ottawa, Canada
Iiu-uii@pco-bcp.gc.ca