1. Constituent Voice and You
I want to do 2 things:
1. Talk about our experience and learning, which culminates in our CV methodology
2. Pose a few questions for you to think about and discuss
Many discussions end with the conclusion “we need to listen systematically to our constituents”. I will use that as my starting point, not my end point. Lets take it as read…
Reasons to listen (more later about the value):
Part of accountability, but more:
Improves programming, which improves progress towards intended outcomes
Improves engagement and relationships, which improves progress towards outcomes, partly by increasing agency
Kai Hopkins

2. Real Voice… Systematic is important for inclusivity
Proactive listening not reactive listening, more inclusive

3. Question No. 1 What makes systematic listening hard for you? Capacity
Priorities
Unintended consequences
How to move beyond tokenistic?
Capacity: the experience and craft of collecting and using feedback well. Time and resources.
Conflicting priorities: the competing priority to listen to the main funders of their work – donors, foundations and governments.
Unintended consequences: perceived risks that feedback will generate unrealistic expectations in respondents or put organizations in a bad light to funders.
Question of incentives

4. Constituent Voice
This is our approach, but there are others too. A combination of participatory development and customer satisfaction.
Process of learn, acting and repeating is key, but allows for course correction in real time, and repeating tells you if you are improving
Collection at key touchpoints – (depending on context)
Key is understanding the feedback and agreeing with partners how to improve.
Course correct includes modifying the feedback system itself.

6. Accountability & relationships
Mutual accountability for agreed outcomes
Relationships strengthened
Voicenurtures agency
Accountability & relationships
Performance
Real-time management data
Early warning and predictive metrics
Discovery & Innovation
Encourages innovation and adaptation
New ideas bubble out of dialogue
Evaluation
Important time series perceptual data
A channel for using evaluation findings

7. Ebola – Sierra Leone Frontline worker survey
Greater understanding and changes in programming
Citizen survey
Frontline worker survey
In-depth occasional surveys

8. Food needs being met

9. Development Partnership survey
Over 70 INGOs
CARE UK and USA
covering demographics, Financial support, non-financial support, administration, relationship and communications, understanding and learning, overall satisfaction

10. Visualisation and presentation

11. Question No. 2 “Known knowns, known unknowns and unknown unknowns”…
Who are your constituents?
What do you already know?
What do you not know?
What can they tell you about your performance and Theory of Change?
Donald Rumsfeld

12. Collection is the easy part

14. Metrics to manage to
Predictive power

15. Members with higher CV scores are TWICE as likely to achieve economic progress

16. Incentives Benchmarking is useful incentive
What other incentives do you have / need?

17. Question No. 3 How does data land in your organisation?
How is data analyzed and presented?
How is is shared and discussed?
What are the incentives to use it?
Is there a learning culture?
What is the attitude towards failure?
Learning culture – how is feedback received?

18. Question No. 4 (final one!)
What do you need to make this work for you?

19. What you might need Internal (http://feedbacklabs.org/quiz-page/)
Culture
Capacity and capabilities
Management systems
External
Guides and resources
Questions and datasets
Quiz link can help identify areas of the feedback cycle you are weak in.
Culture is key – many orgs have things in place, but no culture of learning.
Keystone is building an online platform which will help on the external side.