Tag Archives: Fundraising

SROI is structure to thinking and understanding, not a number….

Social Return on Investment (SROI) is an approach to understand and manage the value of social, economic and environmental outcomes created by an activity or an organization. It is based on a set of principles that are applied within a framework. SROI seeks to include the values of people that are often excluded from markets in the same terms as used in markets, that is money, in order to give people a voice in resource allocation decisions. SROI is a framework to structure thinking and understanding. It’s a story not a number. The story should show how you understand the value created, manage it and can prove it.

 

Common Applications for Social Impact Framework (SIF)

Impact investors can measure (standardized) indicators for input, output and outcomes. Their custom Strategic Impact Framework allows them to structure, monitor and report their impact of their investees. Example customers for this application are impact investors Noaber Foundation and Aglaia Biomedical Ventures that have developed their own framework and are measuring their results using Sinzer.

Charities that offer services to a community can monitor the impact they are creating on a specific target audience by measuring the before- and after scores of a set of metrics. These metrics can be based on standardized questionnaires or indicators such as those published by the Global Value Exchange or on metrics that are specific to the impact goals of the charity. An example of this is the use of Sinzer as an ‘Impact and Data Management Tool’ for Aleron (a social impact consultancy firm) who are setting up this tool for a UK charity via the Impact Readiness Program.

Foundations that offer grants to many different projects can have individual projects measure the impact they are creating. The foundation can evaluate if the impact goals of the projects are aligned with the foundation’s goals and can give guidance to projects to improve their impact. An example customer is the Dutch VSB foundation.

Each of these users require a specific set of features. The choice of these features and community settings is made to suit the specific needs of the customer.

Save Time in your Impact Analysis

mac-savetime2Use databases filled with popular and approved impact data. Sinzer has a formal Data Partnership with the Global Value Exchange that contains over 1800 outcomes with related indicators and valuations. This speeds up the process of determining what impact you want to measure and answer questions such as: What outcomes are relevant and which indicators can you use to understand what changes? What have other organisations used in their impact measurement?

The Global Value Exchange uses several data sources to extract outcomes, indicators and valuations from. Read more about how you can use the below data sources on the Sinzer platform

It’s also possible to create your own personalised database on the Sinzer platform.

Social Impact Measurement Consultancy & Training

We believe impact measurement should be more than an annual analysis report, put on a shelf. Instead, measuring social impact should be an integral part of your organisation’s every day operations.

We know that the integration of the use of any new tool in your business processes can take some time: both you and your organisations need to get familiar with it and get used to a new routine in order to use the new tool with confidence. Is this a concern stopping you from optimizing your impact measurement?

We can help you firmly embed impact measurement in your activities, projects and business. We can expertly support you in implementing and operating Sinzer’s solutions in order to optimize the use for your organisation. Our services range from online help-desk support and maintenance to developing custom tutorials and instruction packages for your organisation.

Whether you prefer a little or a lot of support, we can help you put the Sinzer platform to the best possible use so you can optimise your measurement and maximise your impact!

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Charitable Fundraising is Only Part, of Raising Capital for Charities

The Sector - Frederick Peters - Print colour - by Yvonne Bambrick Apr24_15The Sector Inc., see’s an ever-increasing interest among donors (to nonprofits) and investors (to for-profit social enterprises) for greater accountability for money deployed to be used for social purposes and according to our research this trend is only increasing and will continue to do so for the foreseeable future.

Large amounts of new capital are channeling into the sector as industry leaders have earned significant wealth during their careers and look to give back to society. A new generation of donors and investors expect the accountability and performance excellence they came to expect from their experience in the private sector, where competition was grueling. They want evidence that they’re making a difference.

This generation of catalytic philanthropists and impact investors demand more clarity on the objectives, paths to success, and measures of fulfillment. They know that without clear performance measures organizations usually cannot determine whether they have succeeded or failed. They cannot build effective partnerships, coalitions or eco-systems across sectors, working toward systems-change.

The Sector Inc works with donors, social investors, and implementing organizations to develop initiatives which include a clear definition of what success would look like, a carefully articulated path of how success will be achieved, and a specification of the measures that will be used to measure whether success has, in fact been achieved. To solve challenges so large, we must do whatever is possible to improve the social impacts of the financial and human resources being invested across sectors through common goals, measurement, language-sets, cultures and values…

 

Dr. Frederick Peters, Principal

 

Why Measure Impact?

Bradford_Turner_0027In the interest of raising capital for socially purposed initiatives, social impact measurement is fast becoming a critical success factor; differentiating between projects that do and do not, receive funding, from both public and private donors and impact investors.

An ever-increasing amount of social purpose organizations (NGO’s, non-profits, charities and social enterprises), funders/investors (both public as private) and multinationals are united by a goal: creating social, including environmental, value.

In order to attain that goal and further magnify it, it is critical to know which approaches are superior and why. This is how social impact measurement comes into the conversation…

Measuring and managing social impact helps an organization involve diverse segments of stakeholders, understand what changes and ultimately, to value what matters. Impact measurement increasingly empowers and organization to be accountable for the changes created by the mission of the organization. Lastly, measuring impact will provide an organization with insights into where and for whom are creating impact and how to maximize this.

The Sector Inc., provides customized solutions for social impact management. Whether led by a public authority, social enterprise, investor/funder, non-profit or corporate, measuring, monitoring and managing social impact, The Sector will enable an organization to make more informed decisions, improve impact and fundamentally enable enhanced accountability to stakeholders.

 

Bradford Turner, Principal

Porter’s 5 Forces to Assess Ability to Achieve Social Impact in an Eco-System

Bradford_Turner_0031The Sector utilizes Porter’s 5 Forces framework to assess socially-minded organization’s market positions and to forecast future positions, within their stakeholder environment, when strategic planning….We adopt analytical tools typically for profit-driven businesses as a way to analyze competition and implement strategy for not-for-profit’s, social enterprise, hybrid’s, and corporate social strategies.

A prudently assessed and factual understanding of an organizations influence in it’s eco-system pursuant to the following 5 forces is key for sound strategy development….

Bargaining Power of Service Providers (Suppliers): How much influence do sub-contractors or partners providing services have on a charity? Providers gain power as their services become central to the mission and vision of the organization.

Bargaining Power of Grantmakers (Buyers): Grantmakers are essentially “purchasing” the social impact provided by the organization. If they can “get” a similar or superior product from another organization, they will “buy” their mission/vision instead.

Competitive Rivalry: There are an estimated 86,000 nonprofit organizations in Canada. It is important for public sector leadership to understand the gaps or competition in the market.

Threat of Substitution: How likely will a grantmaker or community or company switch to a competitor? If switching costs are low and similar organizations exist, there may be a serious threat of substitution.

Threat of New Entrants: With high donor loyalty or high fixed costs, the threat of new entrants can be limited. However, if the demand for a particular service is high and fixed costs are low, new organizations or programs may enter the market.

Community Hubs will be a vital solution in social sector consolidation

16864213_1825165877737982_4280211732497051021_nConsortium’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…..

Why NP Housing Associations Merge – Case Studies from The United Kingdom

acommunityhubfornewmarket-58-1024Not-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…..