Understanding and improving our impact
Theory of Change
The SVA Theory of Change holds that greater impact will be achieved through a multi-pronged approach across a system. It illustrates how what we do builds toward better outcomes and deeper impact.
In FY18 we reworked our Theory of Change and developed an aligned Monitoring, Evaluation and Learning (MEL) framework to test our assumptions about how change happens and demonstrate outcomes.
Monitoring Evaluation and Learning framework
SVA has always regarded monitoring, evaluating and learning from our work as critical to organisational effectiveness.
In FY18 SVA developed a Monitoring, Evaluation and Learning (MEL) framework that builds on our MEL practice at team, venture, investee, partner and client levels.
The SVA MEL framework will enable us to better understand our contributions toward an Australia where all people and communities thrive.
We are prioritising learning, reflection and review to strengthen our work and inform our decision making, including changing course where required. MEL measures will enable us to better describe the reach of our organisation and strengthen accountability to our stakeholders.
The 2030 Agenda for Sustainable Development was adopted by the United Nations General Assembly in September 2015 (A/RES/70/1) as a plan of action for people, planet and prosperity.
The centrepiece of the agenda is a set of 17 goals and 169 targets that are integrated and indivisible.
SVA’s work is aligned across eight of the Sustainable Development Goals, which are shown below.
We are pleased to see increased momentum across the business, government and social sectors to report on contributions to the SDGs. In the examples of SVA’s work shared in this Annual Review, we have noted which SDGs each of these projects align to.
SVA Fundamentals for Impact
SVA’s work to distil the essential ingredients of impactful organisations into the SVA Fundamentals for Impact has also informed our own priorities.
Utilising the framework, SVA has identified and prioritised connection with people in communities, knowledge of the wider evidence environment and building connection with social sector ecosystems as the most important areas for further development within our own organisation.
