SMERU assesses and evaluates the corporate social responsibility (CSR) programs under the Bakti BCA umbrella, offering recommendations for improving these programs moving forward.
The Bakti BCA programs have three pillars:
- A pillar that focuses on creating job opportunities to build self-sufficient communities within the economy
- A pillar that involves skills development and education to enhance the quality and competitiveness of human resources
- A pillar that strives to address the community’s essential needs across various aspects of life, including the environment, health, art, and culture
Since 2017, the Bakti BCA program has been directed towards alignment with the Sustainable Development Goals (SDGs) and has evolved in terms of both the types and scope of its programs or activities. Consequently, a more robust and comprehensive theory of change is needed, particularly for measuring impact and identifying the processes underlying the impacts of the implemented programs. The analysis of this theory of change and impact assessments by SMERU can serve as a tool for BCA to optimize the Bakti BCA programs, especially regarding the effectiveness of impact generation processes, improved program design, and contributions to achieving the SDGs.
Specifically, the assessments and evaluations conducted by SMERU for the Bakti BCA programs have the following objectives:
- To develop a theory of change for BCA’s CSR programs
- To evaluate the processes of BCA’s 2022 CSR programs based on the stakeholders’ and beneficiaries’ views consistent with theory of change and SDGs
- To identify existing gaps and challenges in BCA’s current CSR programs
- To provide recommendations to improve BCA’s CSR programs
This study uses mixed methods with qualitative and quantitative approaches. The study team employs a contribution analysis framework to develop the theory of change (contribution process framework) and contribution arguments from the program’s outcomes/impacts.
The contribution analysis framework is used to develop a verified theory of change and determine the need for program adjustments to ensure the desired changes (outcomes/impacts) materialize. The research team will draw upon literature findings to develop the initial theory of change design, including stakeholder mapping results.
Furthermore, verification of the initial theory of change design is conducted by gathering information from identified stakeholders through in-depth interviews and focused group discussions in conjunction with the program assessment and evaluation process.
In assessing and evaluating the programs, the research team will employ the Organisation for Economic Co-operation and Development (OECD) Development Assistance Committee (DAC) framework to ensure comprehensive assessment and evaluation, considering six criteria of development assistance interventions: relevance, coherence, effectiveness, efficiency, impact, and sustainability (OECD, 2021).
Relevant thematic analyses for each evaluation criterion will be conducted on qualitative/quantitative data obtained from data collection efforts, including literature review, in-depth interviews, and focused group discussions with relevant stakeholders and program beneficiaries. Some of the analyses to be undertaken include mapping of socioeconomic conditions of the community and contribution analysis.