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Planning for Scaling Social Impact: Our Work at CASE June 18, 2010 Greg Dees CASE at Duke University

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Main Themes Scaling impact is not the same as organizational growth There are many different pathways for scaling impact Lasting, widespread impact may require changing the ecosystem in which you operate Organizations need to be strategic in building capacities and resources to scale impact effectively Main Frameworks Matrix of options for Scaling Out and Five Rs Ecosystems analysis and Four Cs SCALER capacity building framework 2 Scale: Major Research Topic at CASE

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3 Matrix of Scaling Out Options How : Mechanisms for Spreading Impact DisseminationAffiliationBranching Only With TALoose Moderate Tight Organization Program Principles What : Defining the Social Innovation

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Designing a promising scaling out strategy requires a judgment based on: 1.Readiness (innovation and organization) 2.Receptivity (in other locations) 3.Resources (difficulty to mobilize) 4.Risks (to society, beneficiaries, your organization) 5.Returns (in terms of timely impact) All of which vary depending on matrix position chosen 4 Scaling Out: Five Rs

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Ecosystem Analysis Framework 5 Environmental Conditions : Politics, Policy, and Bureaucracy Economics and Markets Culture and Social Fabric Geography and Infrastructure Environmental Conditions : Politics, Policy, and Bureaucracy Economics and Markets Culture and Social Fabric Geography and Infrastructure Resource Providers : Financial Human Intellectual Technical Social Resource Providers : Financial Human Intellectual Technical Social Competitors: For customers For resources Competitors: For customers For resources Complementary Organizations & Allies Complementary Organizations & Allies Opponents & Problem Creators Affected Bystanders Your Organization Your Organization Customers/Bene ficiaries Impact Players:

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Changing an ecosystem means changing the conditions or the dynamics so that new patterns of behavior are established. This often requires: 1.Credible alternative (to the status quo) 2.Communications skills (to sell the alternative) 3.Coalition building (create base of support) 4.Contingency planning (in anticipation of reactions of opponents and affected bystanders) Note: As with natural ecosystems, interventions can lead to unintended consequences. 6 Ecosystem Change: Four Cs

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Most Recently: SCALERS Framework 7 S taffing Labor, Human Capital Public Awareness, Support C ommunicating Skills outside your Organization Supportive Public Policy A lliance-Building L obbying E arnings- Generation R eplicating S timulating Market Forces Scale of Social Impact Robust, Regular Financial Flows Geographic Expansion Changing Market Behavior SCALERS was developed by Paul Bloom to capture capacities needed to execute different scaling strategies. For instance, IF your scale strategy is particular dependent on the items on the left, you probably need to be strong in the corresponding capabilities on the right....

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Visit our resource website: www.scalingsocialimpact.org Watch for our new book in October, edited by Paul Bloom and Ed Skloot, including many contributions by leading thinkers: Scaling Social Impact: New Thinking 8 CASE: An On-Going Scale Resource