Sinzer has developed the Strategic Impact Framework which is designed to be easy to use and flexible in structure. The Strategic Impact Framework allows you to create your own building blocks representing your strategic impact pillars. Once you have created your building blocks, it is possible to develop a template in which you can pre-set metrics to measure the impact performance related to each strategic pillar. Important note: this framework doesn’t value impact in a currency.
Once the template is published, it can be used for each investments, project and/or activity. With minimal effort, users can enter targets and actuals and manage the performance in a dashboard. Furthermore, surveys can be created to collect data, which later on can easily be exported to Word and Excel.
Consortium’s for public well-being: governments, donors, community partners, high-impact nonprofits, corporations, and more, are coming together to form Community Hubs integrating services to improve the well-being of citizens of Toronto, innovating efficiency in social service delivery. Not only do they act as a one-stop shop where people can access vital programs and services, merging organizational resources, optimizing back-office processes, and utilizing multi-purposed real-estate while integrating services all under one roof, they are also places where residents come to build community.
Toronto has identified 13 priority neighbourhoods that are home to some of our most at risk residents—many of whom are isolated from crucial social services, supports and infrastructure. Community Hubs seek to fill these gaps. While neighbourhoods throughout our communities differ significantly, that’s the common bond between them. Whether a neighbourhood is made up of a large concentration of newcomers, residents living on a modest income, single parents, physically or mentally disabled citizens, or young people at risk who aren’t graduating, Community Hubs provide a place that supports the diverse and growing needs of a community.
The Sector advises regional and municipal governments and partnering nonprofit organizations around forming consortium’s to conduct feasibility studies, broker partnerships, and build coalitions to drive the implementation of Community Hubs – vital solutions toward integrating the delivery of social services and resource optimization across the sector…..
Not-for-profit housing associations concerns are generally for multiple stakeholders with conflicting agendas, in many instances, the key funders – such as a government. The agenda for the firm is not couched in terms of profitability but more in terms of ‘social good’. Housing associations often merge to improve services and, through economies of scale, create efficiencies thereby better fulfilling their role as providers of low cost social housing.
IN the UK for instance, in response to government housing policy changes in 2016 a wave of housing associations mergers has transpired including Affinity Sutton and Circle (128,000 homes), L&Q and East Thames (140,000 homes) and Family Mosaic and Peabody (55,000 homes).
These are valuable examples for their Canadian counter-parts. The social-economic system of UK and Northern Europe has values that are more closely linked to business as a mechanism for improving community and while some of these firms are revenue-dependent and offer share-capital, the dominance of the shareholder does not trump the overall health of the sector to remain focused on delivering it’s social contract…..