making sense of social impact investment

©2009 SOCIAL VENTURE TECHNOLOGY GROUP. All rights reserved.

Alphabet Soup: making sense of the evolving social impact

measurement landscape

A Zero Divide WebinarNovember 1, 2010

©2009-2010 SOCIAL VENTURE TECHNOLOGY GROUP, Sara Olsen and Brett Galimidi.. All rights reserved.

Big Questions

• What’s out there?• What’s coming?• What does this mean for us?


Measuring impact: it feels hard.

• Is the way we measure it going to be acceptable?

• Has somebody else already figured out the best way to measure this?

• What if I do it, and then expectations or standards change?

• Where do I start?

• When should I start?

• Am I doing enough?

• Am I doing too much?

• What should I be spending on this?

• Is it worth it?

• What happens if we do measure…will it actually help or hurt?


Making it Easier: Major Questions

• What’s the “right way” to measure?

• How much should we be spending?

• What do we get out of it? (Is it worth it?)


What’s the right way to measure?• Emerging standards around:

– Terminology

– Indicators

– Method

– Reporting

• Trends


What’s the right way to measure?• Emerging standard practices:

– Terminology

– Indicators

– Method

– Reporting

• Trends


What’s the right way to measure?

Logic Model = Impact Value Chain



IRIS



IRIS

The IRIS framework consists of six parts:

• ORGANIZATION DESCRIPTION - indicators that focus on the organization’s mission, operational model, and location

• PRODUCT DESCRIPTION - indicators that describe the organization’s products and services and target markets

• FINANCIAL PERFORMANCE - commonly reported financial indicators

• OPERATIONAL IMPACT - indicators that describe the organization’s policies, employees, and environmental performance

• PRODUCT IMPACT - indicators that describe the performance and reach of the organization's products and services

• GLOSSARY - definitions for common terms that are referenced in the indicators



IRIS



– Terminology

– Indicators

– Method

– Reporting

• Trends



Social Accounting


• The process of communicating the social and environmental effects of organizations’ actions to particular interest groups within society and to society at large

• Most commonly used in the context of business, or corporate social responsibility (CSR), although any organization may do it

• Is also known as social and environmental accounting, corporate social reporting, corporate social responsibility reporting, non-financial reporting, or sustainability accounting

• Seeks to broaden the scope of accounting in the sense that it should:– concern itself with more than only economic events;– not be exclusively expressed in financial terms;– be accountable to a broader group of stakeholders;– broaden its purpose beyond reporting financial success.


Social Accounting



Social Return on Investment (SROI) Analysis



Social Return on Investment (SROI) Analysis1. Involve stakeholders: Inform what gets measured and how this is measured and valued

by involving stakeholders.

2. Understand what changes: Articulate how change is created and evaluate this through evidence gathered, recognizing positive and negative changes as well as those that are intended and unintended.

3. Value the things that matter: Use financial proxies in order that the value of the outcomes can be recognized. Many outcomes are not traded in markets and as a result their value is not recognized.

4. Only include what is material: Determine what information and evidence must be included in the accounts to give a true and fair picture, such that stakeholders can draw reasonable conclusions about impact.

5. Do not over-claim: Only claim the value that organisations are responsible for creating.

6. Be transparent: Demonstrate the basis on which the analysis may be considered accurate and honest, and show that it will be reported to and discussed with stakeholders.

7. Verify the result: Ensure appropriate independent assurance.



Social Performance Management (SPM) Task Force


An MFI that manages its social performance will deliberately:

• Translate its mission and values into clear, measurable objectives to capture intentional social benefits. MFIs that are clear about their objectives are more likely to have a deliberate strategy to achieve them.

• Design and implement systems for social responsibility, including client protection. At a minimum, MFIs should ensure they do no harm. Microfinance has great potential to help clients, but it also has the potential to hurt them, especially through over-indebtedness.

• Track, understand and report on whether it is achieving its social objectives. MFIs that manage their social performance are more effective at reaching their target market, delivering appropriate services, and creating positive changes for clients.

• Align its business processes to achieve both social and financial objectives. All aspects of an MFI’s operations affect whether it achieves its social goals, including marketing, recruitment, staff training, incentives, organizational culture and Board composition.

• Ensure that decision-making considers both social and financial outcomes. Awareness of the social and financial consequences of decisions leads to better overall performance management.


Social Performance Management (SPM) Principles


TRASI



– Terminology

– Indicators

– Method

– Reporting

• Trends


B Corp


B Lab


GIIRS


GRI: Global Reporting Initiative


How much should we be spending?

• Current benchmarks on cost

• Ways of reducing cost (tools)– Excel

– Surveymonkey/Survey gizmo/zoomerang

– Social Evaluator

– Pulse

– Efforts to Outcomes

• Trends


What should we be spending?

Social Evaluator



Pulse



Efforts to Outcomes (ETO )TM


Other methods and resources include

• Balanced Scorecard (BSc)• HIPTM Framework• SROI Lite – GSBI version• Social Impact Analysis – GSVC.org• … and custom solutions – SVT Group


What do we get out of it?

• The ROI of SROI

• Trends


It pays to do good• 83 percent of Americans want MORE of the products, services and retailers they use to

support causes.

• American consumers are no longer taking the recommendations of family or friends at face value. Before deciding whether to purchase recommended products or services, more than four-out-of-five consumers (81%) will go online to verify those recommendations, specifically through researching product/service information (61%), reading user reviews (55%) or searching ratings websites (43%).

• 84% of Americans believe their ideas can help companies create products and services that are a win for consumers, business and society

• Only 53% feel companies are effectively encouraging them to speak up on corporate social and environmental practices and products

• 48% of Americans will try to buy fewer gifts or holiday products this season because they are concerned about the effect their consumption may have on the environment

• 61% of Millennials (born 1979 – 2001, 78 million strong) feel personally responsible for making a difference in the world

• 78% of Millennials believe that companies have a responsibility to join them in this effort.


Scenarios

• Scenario 1: Medium sized nonprofit social enterprise which trains youth to refurbish computers for sale

• Scenario 2: Foundation with a portfolio of 2 dozen social enterprise grantees – both grant funded and PRI funded.


Resources

• McKinsey “Learning for Social Impact” report • FSG Finance “Breakthroughs in Shared Measurement & Impact”• Zero Divide SROI Case Study• B Corp (bcorporation.net)• Efforts To Outcomes (socialsolutions.com)• GIIRS (giirs.org)• GRI (globalreporting.org)• Impact Reporting & Investment Standards (IRIS) (iris.thegiin.org)• Pulse (app-x.com/pulse)• Social eValuator (socialevaluator.eu)• Tools & Resources for Social Impact (TRASI)• SVT Group (svtgroup.net)• ZeroDivide (zerodivide.org)


Contact information

• Sara Olsen [email protected]• Paul Lamb [email protected]

making sense of social impact investment

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