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Evaluation
Stimulating Innovation in the Agri-Food Sector Evaluation
We were appointed to complete an interim evaluation, and final Summative Assessment of the Stimulating Innovation in the Agri-Food Sector (SIAF) sector. The scheme had a total cost of £1.7m, with £0.8m from the European Regional Development Fund (ERDF).
The interim evaluation took the form of a process evaluation and we explored how effectively the scheme had operated to date. We reviewed progress on expenditure and output targets and mapped the location of beneficiaries to identify geographical gaps. We completed a thorough report and delivered a presentation to the delivery team with key findings and recommendations.
For the full Summative Assessment we designed and delivered a bespoke beneficiary survey which 125 businesses completed. Samples of our analysis are shown on the right, and our findings included that:
• 36% of businesses had not previously completed any innovation activity before engaging with SIAFs;
• Businesses that received support forecast increased sales of £171,192 more than firms that registered, but didn't access support; and,
• The project is forecast to facilitate £24.4 million in net Gross Value Added (GVA) by 2021.
The interim evaluation took the form of a process evaluation and we explored how effectively the scheme had operated to date. We reviewed progress on expenditure and output targets and mapped the location of beneficiaries to identify geographical gaps. We completed a thorough report and delivered a presentation to the delivery team with key findings and recommendations.
For the full Summative Assessment we designed and delivered a bespoke beneficiary survey which 125 businesses completed. Samples of our analysis are shown on the right, and our findings included that:
• 36% of businesses had not previously completed any innovation activity before engaging with SIAFs;
• Businesses that received support forecast increased sales of £171,192 more than firms that registered, but didn't access support; and,
• The project is forecast to facilitate £24.4 million in net Gross Value Added (GVA) by 2021.
Resource Efficiency Fund evaluation
The Resource Efficiency Fund (REF) had a total cost of over £2.8 million, of which £1.1 million was from the European Regional Development Fund (ERDF). REF's main objective was to "remove barriers preventing businesses investing in cost effective resource efficiency measures that reduce waste, energy, water or greenhouse gas emissions."
We delivered a facilitated workshop with stakeholders to gather views on REF's design, delivery and impact. We designed a bespoke survey which was issued to businesses to gather data to inform the evaluation. 99 survey responses were received equating to a response rate of 27.3%.
We completed detailed statistical analysis and found:
• 89% of businesses were either highly satisfied or satisfied with the support they received;
• 28% of businesses invested in measures above and beyond those listed in the grant application at an average cost of £11,937; and,
• Over 3 years REF facilitated the creation of 322 jobs generating Gross Value Added of £15 million.
We delivered a facilitated workshop with stakeholders to gather views on REF's design, delivery and impact. We designed a bespoke survey which was issued to businesses to gather data to inform the evaluation. 99 survey responses were received equating to a response rate of 27.3%.
We completed detailed statistical analysis and found:
• 89% of businesses were either highly satisfied or satisfied with the support they received;
• 28% of businesses invested in measures above and beyond those listed in the grant application at an average cost of £11,937; and,
• Over 3 years REF facilitated the creation of 322 jobs generating Gross Value Added of £15 million.
Business support evaluations
We were commissioned to evaluate the following three schemes:
• Business Growth Programme: £5.4m scheme supporting young businesses to grow;
• New Markets 2: £8.3m scheme providing businesses with subsidised access to experts; and,
• Place Marketing for Investment: £3.2m scheme to boost the City Region's profile as an inward investment destination.
We commenced the commission by completing desk-based research on the context for each scheme; reviewed and updated logic models; and, then designed business surveys. We completed telephone interviews with businesses to boost the survey response rate.
We engaged stakeholders through surveys, telephone interviews and workshops. We completed detailed statistical analysis to identify key trends in the data and used data from the Inter-Departmental Business Register to form the counter-factual position.
Each report was completed in line with guidance from the Ministry of Housing, Communities and Local Government (MHCLG) and was submitted ahead of the deadline.
• Business Growth Programme: £5.4m scheme supporting young businesses to grow;
• New Markets 2: £8.3m scheme providing businesses with subsidised access to experts; and,
• Place Marketing for Investment: £3.2m scheme to boost the City Region's profile as an inward investment destination.
We commenced the commission by completing desk-based research on the context for each scheme; reviewed and updated logic models; and, then designed business surveys. We completed telephone interviews with businesses to boost the survey response rate.
We engaged stakeholders through surveys, telephone interviews and workshops. We completed detailed statistical analysis to identify key trends in the data and used data from the Inter-Departmental Business Register to form the counter-factual position.
Each report was completed in line with guidance from the Ministry of Housing, Communities and Local Government (MHCLG) and was submitted ahead of the deadline.
AD:VENTURE Lessons Learned Review
We were commissioned by Leeds City Council to organise and facilitate workshops with delivery partners to gather lessons learned in the first phase of the Ad:venture programme.
We commenced the commission by devising a customer journey and we used this to structure the lessons learned workshops. Each workshop explored each stage of the journey, namely: marketing; registration; diagnostic and action plan; workshops and events; one-to-one support; grants; and, referrals.
We also explored the following areas in each workshop:
• Partnership working;
• Mechanisms to enhance collaboration; and,
• Customer Relationship Management system.
We organised 7 workshops and had 60 individual attendees across the sessions. We devised facilitated exercises to ensure each workshop was engaging, and wrote up individual workshops and created an overall report. We provided a series of practical recommendations which the delivery team adopted.
We commenced the commission by devising a customer journey and we used this to structure the lessons learned workshops. Each workshop explored each stage of the journey, namely: marketing; registration; diagnostic and action plan; workshops and events; one-to-one support; grants; and, referrals.
We also explored the following areas in each workshop:
• Partnership working;
• Mechanisms to enhance collaboration; and,
• Customer Relationship Management system.
We organised 7 workshops and had 60 individual attendees across the sessions. We devised facilitated exercises to ensure each workshop was engaging, and wrote up individual workshops and created an overall report. We provided a series of practical recommendations which the delivery team adopted.
Evaluation Strategy
We were commissioned to assist the Combined Authority develop an Evaluation Strategy and Implementation Plan. We commenced by analysing the Authority's operational context mapping out their current and future identify and policy aspirations.
We set out the purpose of evaluation and the crucial role it plays in each stage in the lifecycle of programmes and projects as shown in the diagram to the right. We explored three main evaluation approaches:
• Process evaluations - how was an intervention delivered?
• Impact evaluations - what difference did the intervention make?
• Economic evaluations - did the benefits delivered justify the costs?
We set out the steps involved in designing an effective evaluation including the key role that logic chains play in articulating aims, objectives, inputs, outputs and outcomes.
Based on extensive consultation with Combined Authority staff we developed a series of evaluation principles which underpin all evaluation activity, including that "evaluation is a learning process and a key component in policy development."
We established four evaluation tiers with guidance on how the Authority can determine which tier to apply to individual programmes and projects, and concluded with a detailed action plan to help build capacity and capability.
We set out the purpose of evaluation and the crucial role it plays in each stage in the lifecycle of programmes and projects as shown in the diagram to the right. We explored three main evaluation approaches:
• Process evaluations - how was an intervention delivered?
• Impact evaluations - what difference did the intervention make?
• Economic evaluations - did the benefits delivered justify the costs?
We set out the steps involved in designing an effective evaluation including the key role that logic chains play in articulating aims, objectives, inputs, outputs and outcomes.
Based on extensive consultation with Combined Authority staff we developed a series of evaluation principles which underpin all evaluation activity, including that "evaluation is a learning process and a key component in policy development."
We established four evaluation tiers with guidance on how the Authority can determine which tier to apply to individual programmes and projects, and concluded with a detailed action plan to help build capacity and capability.
Digital Drive evaluation
Digital Drive had a total cost of £4m, of which £2m was from the European Regional Development Fund (ERDF). Phase 1 ran to September 2020 and Phase 2 will run to December 2023. The project's Phase 1 aims were to:
• engage and energise businesses to consider how they can improve their business by adopting digital technologies;
• remove the practical and financial barriers to businesses in doing so; and
• embed a culture where the desire and ability to exploit digital technologies becomes a core business skill.
We analysed and adjusted the project's logic model, and reviewed the context at the time it was designed mapping key trends over the 3 year delivery period. We designed a bespoke survey, issued it online and completed 100 telephone interviews to boost the response rate.
Our analysis showed that 75% of businesses had not accessed business support before, and 79% had not previously invested in digital technology. In terms of outcomes 77% of businesses gained a clearer understanding of the benefits of investing in digital technology thereby addressing a key market failure.
We used data from the Inter-Departmental Business Register to create the counter-factual position, and found that businesses assisted by Digital Drive say employment rise by 8.1% over 3 years compared to 2% in the counter-factual group. Over 5 years Digital Drive will create £24.9m in Gross Value Added allowing for deadweight, leakage, displacement and substitution.
• engage and energise businesses to consider how they can improve their business by adopting digital technologies;
• remove the practical and financial barriers to businesses in doing so; and
• embed a culture where the desire and ability to exploit digital technologies becomes a core business skill.
We analysed and adjusted the project's logic model, and reviewed the context at the time it was designed mapping key trends over the 3 year delivery period. We designed a bespoke survey, issued it online and completed 100 telephone interviews to boost the response rate.
Our analysis showed that 75% of businesses had not accessed business support before, and 79% had not previously invested in digital technology. In terms of outcomes 77% of businesses gained a clearer understanding of the benefits of investing in digital technology thereby addressing a key market failure.
We used data from the Inter-Departmental Business Register to create the counter-factual position, and found that businesses assisted by Digital Drive say employment rise by 8.1% over 3 years compared to 2% in the counter-factual group. Over 5 years Digital Drive will create £24.9m in Gross Value Added allowing for deadweight, leakage, displacement and substitution.
Brownfield Housing Fund Evaluation Framework
We were commissioned by the Combined Authority to develop an Evaluation Framework for their £67 million Brownfield Housing Fund programme. The Authority wanted the Framework to be developed in partnership with the programme team to ensure it reflected their knowledge and helped build evaluation capacity.
We commenced the commission with desk-based research on the aims and objectives of the Fund at national level. We reviewed the Agreement between Government and the Combined Authority and document key monitoring and evaluation requirements. We then delivered a workshop with the Authority’s programme team to develop a logic model using our in-house framework which facilitates an understanding of:
• Context;
• Core objectives;
• Wider policy level objectives;
• Inputs and activities;
• Core contractual outputs;
• Wider outputs to demonstrate progress and impact;
• Outcomes; and
• Overall impact.
As part of this work we identified the market failures that the West Yorkshire seeks to address, and we developed and defined a series of meaningful outputs to enable the programme team to demonstrate progress against wider policy aims.
We developed three over-arching evaluation objectives with corresponding research questions covering process, impact and economic considerations. We also identified data sources that will be used to determine answers to each research question. We set the programme evaluation budget and created a draft brief that the programme team will refine before procuring a consultant to conduct the programme evaluation.
We commenced the commission with desk-based research on the aims and objectives of the Fund at national level. We reviewed the Agreement between Government and the Combined Authority and document key monitoring and evaluation requirements. We then delivered a workshop with the Authority’s programme team to develop a logic model using our in-house framework which facilitates an understanding of:
• Context;
• Core objectives;
• Wider policy level objectives;
• Inputs and activities;
• Core contractual outputs;
• Wider outputs to demonstrate progress and impact;
• Outcomes; and
• Overall impact.
As part of this work we identified the market failures that the West Yorkshire seeks to address, and we developed and defined a series of meaningful outputs to enable the programme team to demonstrate progress against wider policy aims.
We developed three over-arching evaluation objectives with corresponding research questions covering process, impact and economic considerations. We also identified data sources that will be used to determine answers to each research question. We set the programme evaluation budget and created a draft brief that the programme team will refine before procuring a consultant to conduct the programme evaluation.
Superfast West Yorkshire & York evaluation
We were appointed to complete an impact evaluation of the £13.8 million Superfast West Yorkshire scheme. The scheme had £6.89 million of funding from the European Regional Development Fund (ERDF) and the evaluation had to meet the Summative Assessment guidance.
We analysed the context at the time the project was developed, and tracked key trends during the delivery period. We identified a model to forecast benefits that businesses adopting superfast broadband may gain, and use this to devise a bespoke survey. We completed 150 telephone interviews with businesses that had, and had not adopted superfast broadband. Our analysis revealed that:
• Businesses adopting superfast broadband gained benefits including enhanced business performance; easier adoption of new technologies; and, improved access to new markets;
• Businesses that adopt superfast broadband forecast creating 0.85 more full-time equivalent (FTE) jobs, than businesses that do not adopt it; and,
• The project will deliver £113 million in net Gross Value Added for the West Yorkshire and York area, if the full target of businesses with access to superfast broadband is reached.
We completed all research and the report ahead of schedule, and delivered a presentation to stakeholders with key findings and recommendations.
We analysed the context at the time the project was developed, and tracked key trends during the delivery period. We identified a model to forecast benefits that businesses adopting superfast broadband may gain, and use this to devise a bespoke survey. We completed 150 telephone interviews with businesses that had, and had not adopted superfast broadband. Our analysis revealed that:
• Businesses adopting superfast broadband gained benefits including enhanced business performance; easier adoption of new technologies; and, improved access to new markets;
• Businesses that adopt superfast broadband forecast creating 0.85 more full-time equivalent (FTE) jobs, than businesses that do not adopt it; and,
• The project will deliver £113 million in net Gross Value Added for the West Yorkshire and York area, if the full target of businesses with access to superfast broadband is reached.
We completed all research and the report ahead of schedule, and delivered a presentation to stakeholders with key findings and recommendations.
Growth Service evaluation
We reviewed the strategic, policy and economic context throughout 2019/20 highlighting major events which affected the LEP's ability to achieve their aims and targets for Growth Hub performance.
We designed a concise survey to gather feedback from businesses on each aspect of support offered by the Growth Hub, and to identify their immediate needs. The survey was completed by 175 businesses - the highest number for any of the previous 5 annual evaluations.
We found that overall satisfaction was high with 81% of businesses stating that they would refer a friend to the service. We found that 91% of businesses stated that the Growth Manager they dealt with had a good, or very good understanding of their business.
We held one-to-one interviews with stakeholders and a key theme that emerged was the complexity of the business support landscape. We recommended that the LEP begin to plan for a new landscape with the imminent end of European funding for business support.
Our analysis shows the three most commonly identified benefits businesses gained were: increased survival; safeguarded jobs; and, increased resilience. We identified short and medium term support needs following the Covid-19 outbreak and lockdown.
We designed a concise survey to gather feedback from businesses on each aspect of support offered by the Growth Hub, and to identify their immediate needs. The survey was completed by 175 businesses - the highest number for any of the previous 5 annual evaluations.
We found that overall satisfaction was high with 81% of businesses stating that they would refer a friend to the service. We found that 91% of businesses stated that the Growth Manager they dealt with had a good, or very good understanding of their business.
We held one-to-one interviews with stakeholders and a key theme that emerged was the complexity of the business support landscape. We recommended that the LEP begin to plan for a new landscape with the imminent end of European funding for business support.
Our analysis shows the three most commonly identified benefits businesses gained were: increased survival; safeguarded jobs; and, increased resilience. We identified short and medium term support needs following the Covid-19 outbreak and lockdown.
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