Tag Archives: Social Innovation

Strategic Impact Framework (SIF)

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.

vitality-phone2

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.

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.

Efficient SROI Analysis: use templates that complete 70% of data entry for you

For large organisations that aim to create a social impact while investing in many different activities, projects or businesses Sinzer offer’s to develop impact templates. It is also possible to create templates yourself when you are logged in as a community administrator.

macbook-savetime

Templates are blue prints which allow you to measure the impact of multiple projects in a standardised way. A template includes pre-defined information about stakeholders, outcomes, indicators and valuations and can include a standardized survey, which you can send to stakeholders in order to collect data. Templates can be used to benchmark the impact between projects and aggregate the impact of project which gives you an overview of the total impact that an organization is creating.

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!

Untitled

The Business Case for Doing Good

HaleighUtilizing a Collective Impact model, The Sector works with clients who understand the importance of rallying behind a common agenda in order to provide solutions to broad range of dynamic problems that plague our world.

The Sector and our clients believe that there is a business case to be made for doing good, making money and creating impact.

Our Collective Impact Model goes beyond traditional Corporate Social Responsibility (CSR) approaches and further develops a business case for social impact. While the Guiding Principles on Business and Human Rights sheds light on the advantages of putting the rights of individuals first, a Collective Impact approach brings the appropriate stakeholders to the table in an effort to develop a tangible solution.

One of the most rewarding and exciting aspects of working on The Sector team is collaborating with clients who understand that global problems cannot be ignored as they relate to society, economics and politics. Our clients understand how investing in local economies creates economic prosperity, diminishes environmental degradation and creates sustained impact over time. No longer is it acceptable for companies to just believe in global solutions, companies are increasingly being held accountable to demonstrate how they are “doing good” and making money.

In 2017, global problems cannot be ignored. Rather than sit back and assume that others will implement change, The Sector is working with clients who are taking it upon themselves to foster long-term solutions and developing social impact models while generating funds to scale their organization.

 

Haleigh King, Senior Consultant

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

Corporate Social Reporting and Sustainability in the Modern Business Environment

RemonAs society and businesses become more aware of their impact on people and the environment, organisations have been striving to boost their Corporate Social Reporting (CSR) credentials.

Over the past two decades, we have seen greater emphasis on measurement and reporting, to give tangibility to good intentions. The term ‘Sustainability’ and CSR has become a familiar phrase and an indispensable element of any publicly listed company’s annual report. More organisations, especially in the business services and consumer industry are investing and implementing CSR reporting as part of their reporting framework. Although CSR Reporting can incorporate a wide range of topics, the goal is to demonstrate an organisation’s intention to demonstrate its contribution to human kind and the planet.

But what does sustainability really entail and what does it mean in the context of the modern business environment? If you ask most employees of an organisation to answer that question, you’re most likely to get a vague or ambiguous answer.

In 1987, The Brundtland Commission of the United Nation defined sustainability as, ‘meeting the needs of the present without compromising the ability of future generations to meet their own needs’.

More recently, sustainability’s meaning has evolved to encompass environmental, social and economic demands – known as the “three pillars” or the “triple bottom line” of sustainability. An ideal plan for sustainability would benefit the environment; improve the lives of humans, and make money simultaneously for the organisation, illustrated by the diagram below.

Untitled

CSR reporting aims to capture and highlight these three pillars, different from traditional forms of reporting, which are centred on financial and economic results and outcomes. As such, you can define sustainability in the context of the modern business environment as:

“The ability to produce a service or product which can be maintained at a certain rate, whilst avoiding the depletion of natural resources, treating society in an ethical manner and reporting financial statements which reflect a true and accurate view of the organisation”.

As mentioned earlier, the purpose of the CSR report is to demonstrate an organisation’s contribution to society. But more specifically:

• To outline its extended Responsibility to wider society encompassing the environment and its citizens

• To be Accountable for the impact it has on its employees, supply chain, customers and the environment

• To demonstrate Transparency, with a clear Sustainability Policy

• To Communicate to stakeholders; Employees, Suppliers, Customers and Shareholders said Policies

And as with any respectable report, the attributes remain the same. The CSR report should be:

• Timely and Regular, at least once a year in line with the company’s Annual report

• Relevant, underpinning the company’s existing CSR policies keeping with the sector

• Accurate, using actual quantifiable metrics, which can be evidenced as oppose to generic statements

Unfortunately, not all organisations are geared up to develop a strong sustainability policy and CSR reporting framework.
Organisations should seek to bolster their CSR capabilities by up-skilling existing resources and recruiting subject matter exports to enable correct adoption. Alternatively, organisations could partner with the right sustainability Partner to enhance the organisation’s sustainability offering, such as an NGO or sustainability consultancy such as The Sector Inc.

The dilemma faced by organisations is how to strike a balance between generating profit for shareholders and investors, whilst contributing to the well-being of society in the form of job creation, fair treatment of employees’ and avoidance of aggressive tax avoidance schemes. However, the benefits of adopting good CSR standards and policy include; greater regulatory compliance, competitive differentiation and management of shareholder and consumer expectation. Overtime, this leads to enhanced trust, increased loyalty and therefore stronger bottom line.

 

Remon Fahim, Principal, The Sector UK