In parallel, to our reflections on our work through the Breath In sessions, we have been working out how we can do Breath Ins in a way that is worthwhile for all involved, that respects our associated ‘responsibilities’ and manages for some of the inherent conflicts present in the group. Participating in the Breath In sessions are a CEO, three consultants, a government employee working in a central backbone and a backbone leader based out of a NGO. We come together well because we are all pr...
At a recent BreathIn session,… (Wait a what? - A Breath In is like of community of practice, its where we get to stop and reflect collectively across the work we and others are doing to test, stretch and create ideas and practice) … Jess Dart, Ellise Barkley, Mila Waise, Anna Powell, Liz Bloom and I gathered to reflect on what we have learnt recently about working on place-based initiatives, the generic theory of change model we have all had a hand developing our learnings around evaluation ...
At Clear Horizon, we have been grappling with how to effectively – and efficiently – improve the monitoring, evaluation and learning of programmes.  Over the many years of experience, and across the range of programmes and partners we work with, one thing remains abundantly clear: the quality of the monitoring is the cornerstone for effective evaluation, learning and programme effectiveness.  In the international development sector, which has some quite large investments that operate in extr...
The New Year has once again reared its head, leaving the dusty resolutions of 2018 on the cupboard shelf next to the re-gifted ‘bad santa’ present from last December’s Christmas party (unless you got home made sweets or condiments that is!!). Whether our Clear Horizonites had relaxing tropical holidays or productive working staycations here in Melbourne, all team members are ready and eager for and exciting 2019. Last year saw Clear Horizon’s first steps (of many) into digital evaluation tec...
Last month saw a significant change at Clear Horizon, with the introduction of a new leadership model to support our growth and areas of focus in line with our 2020 strategic plan. Clear Horizon, founded in 2003, has evolved to become a world-leading evaluation consultancy. We currently have many new opportunities on the horizon and we have been growing at a very fast rate. While this is really exciting, it also comes with a lot of challenges which requires strong leadership from across the ...
This blog was prompted by a coffee catch up with Anna Powell, from Collective Ed. in Tasmania and Meg Beilken from Children and Youth Area Partnerships in Victoria. We were sharing our experiences working on place-based initiatives and felt that having a ‘map’ to navigate through the different options for place based work would be so useful! There is no approved definition for place-based approaches.  However, the soon to be published “Evaluation Framework for Place-Based Approaches” which w...
The term ‘impact’ is increasingly seen on products, from toilet paper to water bottles. But what does impact mean? Impact is used widely in Monitoring and Evaluation (M&E), with a range of definitions depending on how the term is applied. There’s impact evaluation, impact as a criteria, and the term impact itself. Clear Horizon’s Angelos Blackwood and Damien Sweeney recently developed and delivered a one day ‘Introduction to Impact Evaluation’ that aimed to bring clarity to the world of impa...
The Development Assistance Committee spent around USD146.6 billion in net official development assistance in 2017. Was this money well spent? Are there more cost-effective ways of achieving the sustainable development goals? With shrinking foreign aid budgets, finding the best use of limited resources is ever more critical. Decision makers and evaluators are frequently asked to demonstrate to clients and donors the return on their investment. In the complex world of international development...
Clear Horizon recently (2018) led a co-design process for developing an evaluation framework and toolkit for place-based initiatives in Australia and piloted the framework by using it to review Logan Together (Queensland) as proof of concept, in collaboration with all levels of government, philanthropic groups and over 150 practitioners. We worked closely with Department of Social Services and the Queensland Government on this project (who commissioned the work), and developed a toolkit and ...
Organisation-wide strategic and corporate plans generally outline goals and/or outcomes, and set of measures to accompany them, but they are often developed without regard to the theory(s) of change underpinning the change they are seeking, or any analysis of cause and effect. As a result we often end up with strategies or organisational plans that are not particular strategic, and on top of that, measures that don’t help us understand whether we are achieving our strategic priorities. In Oc...