The story of the Brabant Outcomes Fund:

Learning by doing for an inclusive society

@Astrid_Kaag

Policy officerProvince of Noord-Brabant

5.000 km22,5 million inhabitants62 municipalities

Kings commisionerProvincial councilProvincial executiveCivil service organisation

Province of Noord-Brabant

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Nederland (CBS)

Volumemutatie BBPNoord-Brabant(CBS)

Volumemutatie BBP(prognose CPB,december 2017)

Volumemutatie BBP(prognose ING,december 2017)

Flourishing economy

Volumemutatie BBP (bron: CBS en CPB)

Innovation leader, focus on R&D

Regional context

But also

Everything in place

First steps

Source: The r3.0 Integral Materiality Process, Thurm, Reporting Blueprint, Reporting 3.0 2017

Everything in place

Everything in place

Citizens

EconomicalEcological Socio-cultural

Capitals

Thresholds and allocations

Source: www.telos.nl

Everything in place

What to solve?

Source: Introduction to the special section Moving from Citizen to Civic Science to Address Wicked Conservation Problems Conservation Biology, Volume 30, No. 3, 450–455

Everything in place

What is missing?

Source: Hummels, C., Trotto, A., Peeters, J., Levy, P., Alves Lino, J. and Klooster, S. (to appear in 2019). Design Research and Innovation Framework for Transformative Practices. In: Handbook Strategy for Change. Glasgow: Glasgow Caledonian University

Transformative practices

Everything in place

We have data and tools to realise changeWe lack capacity of learning by doing to work change and be change

Everything in place

A Transformative Practice

The model

Create change on different levels:

Nano: improve lifes of citizens by interventions for an inclusive society

Micro: enhance scaling of enterprises that create multi value impact

Meso: stimulate multi-helix cooperation between government, (private)investors, enterprises etc.

Macro: change existing financing methodology from mono capital into multi capital

Challenge

Startingpoint

Initiatives in the transformation- or purpose-economy

show that it is possible:

Use economic strenght to serve society.

Social, ecological, economic goals are combined and in

balance, aimed to achieve an inclusive society.

Source: Hurst, A. (2016). The purpose economy, expanded and updated: how your desire for impact, personal growth and community is changing the world. Elevate Publishing.

Source: Rocchi, S., Sarroukh, B.E., Subbaraman, K., de Clerck, L. and Brand, R. (2018). Turning SocietalChallenges into Business through Value Sharing. The European Business Review.

StartingpointExamples

Source: https://www.archief.social-enterprise.nl/files/9615/1747/7404/Inventarisatie_Betekeniseconomie_2018.pdf

https://www.archief.social-enterprise.nl/files/9615/1747/7404/Inventarisatie_Betekeniseconomie_2018.pdf

Increase acces to growth(capital)

Breakdown silos within the policy bodies

Measureprosperity in a broad sense

Opportunities for local/regional policy bodies to strenghten the purpose economy of Brabant

1. 2. 3.

Learning by doing!

How?

Experiment with a new way of financing:- Societal challenges as a startingpoint - Validate and stimulate multiple value

(social, ecological, economical)- Focus on scaling up of impact- Stimulate public/private partnerschips- Stimulate longterm investments- Pay for outcomes

Inspiration

Differences

BOF compared to existing SIBs and Outcomes Funds:- Financial savings are not the main goal- Validate and stimulate multiple value

(social, ecological, economical)- Focus on scaling up of impact- Regional scale instead of local or national- Give a loud voice to the rightsholders when

estimating value- Focus on implementation of lessons

in organisations

Methodology

Results

Pays with return when outcomes are achieved

Problemowner in name of society

workcapital

Executers Provider of workcapital

Purposeful enterprises Investors

PartnersInvestors

Knowledge- and process

Development and research

Criteria▪ Contribute to an inclusive society in Brabant

▪ Contribute to the regional core tasks via:

▪ The following Sustainable Development Goals (SDG's):

▪ Positve health and well-being for all ages (SDG 3)

▪ Decent work for everybody (SDG 8)

▪ Equal chances (social, economic, political) (SDG 10)

Ambition: 40 registrations at least

Finally:82 registration were received!

5 were selected for an intensive process to achieve a result-based contract

First call

Selected

Ctalents deals with inclusion of sensory-challenged talent (blind, partially sighted, deaf and hearing impaired) by creating sustainable jobs. Ctalents aims to reduce unemployment among this group from 65% to 20% by linking talent to real employment opportunities.

.FladderFarm keeps chickens in mobile sheds (chicken caravans) where auxiliary farmers -people with poor job prospects - take care of the animals and collect the eggs. The auxiliary farmers are coached in their personal growth and chicken live longer.

Refugee Team enables refugee status holders to integrate faster and better, and strengthens their social position by volunteering at sporting or cultural events. The final goal is to guide them into a job, internship or training course.

Samen Slim Zorgen Thuis offers education and internships for home support workers (intermediate vocational education) in villages to offer vulnerable youth the prospect of work in their own neighbourhood and to enable elderly and disabled people to assist the students and live at home independently for longer.

Stichting Sarban de Toekomst is an Afghan catering company that offers opportunities to refugees on the fringes of the employment market so that they become self-reliant where the participation and development for refugees in the hospitality sector being key: from employees to restaurant owners.

Bottlenecks

So far

Learnings:- Estimating and validating impact is still a quiet area- All partners are looking for a (new) role and

responsibility- Create an overall storyline that everybody can relate to- Learning by doing is easier said than done

How to deal with this? Don’t look for the perfect solution but find the most acceptable solution and learn from it!

What else are we doing?

Startevent 11th of March

Several workshops

Share knowledge and learn from and with each other

Connection to growth(capital)

Aim is to built a purpose-driven network with a focus on multiple

valuecreation

We want change!

A bigger movement of people and organisations who like to join us to…

…look, learn and do!

Together with public and private partners, inside and outside our region…

…local & national government bodies, public

organisations, financial institutions, pensionfunds,

corporates etc.

Next steps

Create a Transformative Practice inside the governmental organisationFirst ideas:- Make an impact report next to the traditional financial

report- Start a small team with openminded colleagues to

work on this report- Make sure the board is connected as well- Work together with partners outside - Use the international workgroup Sustainable

Finance as a positive external force

Learning approach– with• A provincial BOF team, with 3 people from the provinci (Astrid, Jolanda, Kim), collaborating with

• the BOF coreteam, witht impact en SIB consultants (SF.NL SIF, Sinzer, Avance). They develop the (Netherlands' first!) Outcomes Fund and work in the• Brabant BOFt group with impact financirs, sociaal enterpreneurs, local governments on a pilot with outcome based financing en exchanges knowledge and experiences in

• a BOF network existing of (inter) national partners en interested in the Purpose Economy.

Partners in the BOF network realise value of ABC

an apply it more often in practice

Sollution needed for A: appriciation of multiple value creation, B: increating access to growth (capital) for social enterpreneurs, C: more alignment in the governments (policies and subsiidies)

Partners in the BOF network are more often in dialogue

with each other, know where to find each other.

Inclusive Society – an economy with equal chances for all, green and openIn Noord Brabant the purpose economy grows (accelerates)

An Ecosystem is developed with stakeholders that initiate, stimulate and finance purposefull enterpreneurship.

A growing group of enterpreneurs, impact consultants, social enterprises, central and local government, international partners follow.

Systemchange in the financial and impact sector: more attention for multiple value

Purposefull enterpreneurs and enterprises

(have more chances to) create more impact

Government makes new policies, making room

for more integration (ontkokering) and multiple value creation

Sp

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he

re o

f in

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ce

Sp

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on

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G's ao are actively

engaged to observe and join

G's ao get to know

new instruments,

possibilities for ABC

Government joins in:

Outcome based financing is deployed

amongst provincies, local governments and

gets more attention (eg by participating in second

phase/ large outcome

fund.

Governments, local, central, provincial

(G's ao)

Some G's ao decide

to actively join and reflect on own

subsidies, policies, instruments

Central government

joins in, more funds are available.

BE's realise the

value of purposefull

enterpreneur-ship and have

good practical examples

Enterpreneurs

in Brabant (BE)

BE's are

actively engaged to

observe

BE's receive

knowledge, insights on

relevance ABC

BE's join, and

inform governments

what they need

(Inter) national

partners (IP's)

IP's realise and

share the value of purposefull

enterpreneurship and have

good practical examples

IP's are

actively engaged to

observe, lessons are

shared

IP's receive

and share insights on

A,B,C in NL

IP's join in,

new experiences

emerge internationally

LegendaLearning by doing and

sharing

Individual

Organisation

Between –organisations

System

Learning by observing

IF's take risks,

create new (types) of

outcome based contracts

Province

NB (PNB)

Impact/

Consultants (IC)

Impact

financers(IF)

IC's, IF's en PNB cooperate, work actively together

ICs, IF's en PNB gain new knowledge and experience

about A,B,C, discover how systems work (public and private), including their own role.

IC's adapt

services, create new

tools, products

PNB signs

outcome based

contracts, adapts policies

The Brabant BOFt group LEARNS – increased knowledge

on what the other needs, how systems work.

ICs, IF's en PNB - people share their knowledge and

experiences within their organisations and inspire others

The Brabant BOFt group develops second phase

strategy (large fund and/or programme)

INTERNAL Deployment in PNB for outcome based fincancing

Social Enterprises

(SE)

Further growth of SE's;

scaling, proffessionalisation,

visibility.

SE's deliver more

social outcomes (SDG 3, 8, 10,) create

value, impact

SE's invited through a competetive call to

submit proposals to scale up

5 SE's selected.

Receive intensive guidence to develop

good business proposals.

3 SE's receive

outcomes based contract

Not-selected SE's invited

to join the BOF network, get access to workshops

and match-making (through platform Sterk)

SE's find new knowledge,

partners, financers.

SEs share experiences in their organisations

SE's paid on outcomes delivered

SE's develop new purposefull strategies

Theory of Change

WANT TO FIND OUT MORE?

CONTACT akaag@brabant.nl

VISIT BRABANT.NL/outcomesfund

Everything in place

Pitches on 4 key-elements

Everything in place

Pitch 1:

multi value impact monitoring

Multiple value impact monitoring

‘managing for more impact’

Jacoline PlompPartner & Senior Impact Expert

juni 2019

In my experience....

Have an impact mindset –measure what works

Know their "route" to impact

About impactfull organizations

They

3

2

1

Impact accounting systems in place

The question drives the method

Impact information needs

Growthpath measuring impact

What is your experience?

Everything in place

Pitch 2:

use of multi value data

The Telos method

monitoring and assessing SD at regional/local level

An explicit normative approach

John Dagevos (Telos/Tilburg University)Reporting 3.0, Rotterdam, June 17 2019

Contents of presentation

▪ The tree capital model: the Telos framework for monitoring and assessing

sustainability at a regional/local level

▪ The role of normativity in the Telos approach

▪ Applied in different monitoring devices

▪ The sustainability balance sheet: tailormade and benchmark

▪ SDG monitoring

▪ PPPscan: ex ante assessment tool

A model consisting of

capitals, stocks,

requirements, indicators and norms

The Telos triangle

Ecological capital

Socio-cultural capital Economic capital

The sustainability balance sheet

Stock 1

Stock 3

Stock 2Capital

Science

theories

Requirem

ents

/goals

Stakeholders

Indicator 1

Indicator 2

Indicator 3

Indicator 4

Norm

s

Stakeholders

The importance of normativitytwo ingredients

• The necessity of a shared long term vision (a common language)

• The necessity to make these ambitions as concrete as possible using target values, thresholds

▪ based on policy documents

▪ (Inter)national agreements e.g. the Kyoto protocol, Paris (2015)

▪ Comparison with other regions

▪ the result of a debate among politicians and stakeholders

Norms and measurement (Example: Stock safety, indicator percentage of people that feels themselves unsafe in the own neighborhood)

• Desirable• Long term goal

• Acceptable• Short term goal

• Alarming• Direct attention

• Unacceptable• Direct action

• Pies per stock showing

the results of each

indicator

• Pies per capital showing

the overall score of a

stock

• A triangle showing the

overall score of the

capitals

The results are shown in the form of colored graphs

energy

PPPscanwebtool for early stage impact assessment

• Practical tool for supporting the policy making process

• Aimed at integrating the involvement of stakeholders with different

interests in this process

• Based on:

• The three capital approach of Telos and,

• The mutual gains approach of Susskind

• Freeware: https://www.telosduurzaamheidscan.nl/

• As a ‘Structured checklist’

• Gives no absolute outcome: provides information about strengths and

weaknesses of projects

https://www.telosduurzaamheidscan.nl/

Results

• At the level of the capitals: is there a balanced development or not?

• At the level of a stock: one gets an insigth in the expected positive or

negative effects of the project on the fulfilment of the long term goals

• Distribution of answers/results: consensus or not?

• Differences between interestgroups or not?

Results at the level of the capitalDepends on the interest (norms)

Overall

Profit

Planet

People

Conclusion: the Telos 'toolkit'

• connects expert knowledge with the acknowledgement of sustainable

development as a political-normative project

• delivers an integrated and interdisciplinary perspective on sustainable

development

• combines monitoring, mobilization and development

• stimulates a self-reflexive ordering and monitoring of policy goals

• delivers a robust strategic developmental perspective

• enables a collective mobilization of stakeholders

→ thus sustainable development works as an argumentative platform,

as a 'strong story', as a mobilizing and developmental 'vector'

Everything in place

Pitch 3:

transformative learning & practices

Transformative Learning PracticesMariëlle Swinkels, Smarter Futures EESV, Reporting 3.0 Rotterdam, 17-06-2019

Transformationwithin a new frame

Adoption withinexisting frame

Socio-economic paradigm shift in society, Hummels (2012) and Klomp et al. (2016)

Transformative learning

The process by which learners transform their ‘taken for grantedframes of reference’ to make them more inclusive, discriminating, open, emotionally capable of change, and reflective so that theymay generate beliefs and opinions that will prove more true or justified to guide action (Mezirow, 2000)

How does transformativelearning work in practice?

• Learning in practices àndinstitutions

• Conflicting perspectives of actors• Multi-dimensional: instrumental,

communicative, emancipatory

• Which learning tools are helpful?

(Mezirow, 2000, Boström et. al, 2018)

Everything in place

Pitch 4:

implementation in organizations

How to become a multi-value impact driven public organization

Ward Stadhouders

Business Controller

Province of Noord-Brabantwstadhouders@brabant.nl

Multiple governance lenses

How to bridge the gap

First challenges ahead:

• Creating common language on impact reporting • Convincing departments to place interest in one report • Establishing the right internal mindset• How to describe a governmental business model• Getting the right long-term strategic focus in political context• How to deal with transparency in political environment• How to deal with assurance

Everything in place

Which topic connects to you?

Everything in place