Social Impact - International Environment Forum

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Making the invisible visible conference, University of Brighton, December 2010

The Quadruple Bottom Line (4BL) and holistic perspectives on sustainability – lessons from the social enterprise sector regarding values, strategies & social impact measurement

By

Jim McLoughlin, Jaime Kaminski, Babak Sodagar

Cubist Research & Consultancy Group,

Social Enterprise & Socio- Economic Impact Research

The Business School,

University of Brighton

Applying the SIMPLE method of impact measurement

{ SIMPLE = S ocial Imp act for L ocal E conomies}

Introduction

Social Enterprises in context

Research objectives and methodology

The SIMPLE Measurement model & the Quadruple

Bottom Line (4BL)

Case example of applying the methodology

Linking micro impact measurement to macro measures and sustainable systems.

Warnings re measurement & some conclusions

“…businesses with primarily social objectives whose surpluses are principally reinvested for that purpose in the business or in the community, rather than being driven by the need to maximise profit for shareholders and owners.”

Office of the Third Sector, 6th March 2007

First System

Private

Profit oriented

Third System

Self Help, Mutual,

Social purpose

Second System

Public service

Planned provision

Pearce, J. (2003) Social enterprise in any town, Calouste Gulkenkian

Foundation: London

UK Government’s vision:

“To Promote dynamic and sustainable social enterprises, contributing to a stronger economy and fairer society. This is critical to the successful economic and social regeneration of many communities.”

Cabinet Office & HM Treasury(2006)The future role of the third sector in social and economic regeneration: interim report,, HMSO (December 2006)

Social enterprise is an idea “whose time has come.” Support for an

“aggressive growth strategy” in the sector.

Byrne,L (2009a) Cabinet Office Minister, Voice 09 Conference , February 2009

“ SEs are well placed to provide a blueprint for the kind of ethical and sustainable businesses that will help build a new, more balanced economy”

Liam Byrne (2009b), Cabinet Office Minister, Social Enterprise Summit , May 12 th , 2009

“Social enterprise is at the heart of a deep and serious reform of public services as part of the Big Society agenda”.

David Cameron, Prime Minister, as quoted in www.socialenterpriselive.com

18th

May 2010.

Social enterprises could form part of a “business revolution” where social enterprises “become the business model of the future blending profit and social benefit.”

Clark, M. (2009) The Social Entrepreneur Revolution: doing good by making money, making money by doing good, Marshall Cavendish

Key challenges

How to build capabilities in the sector to compete effectively?

How to measure impact robustly, credibly and cost effectively?

“While many third sector organisations have a powerful story to tell, the social and environmental value of the impact is often underplayed. As we face tough economic times, It is now more important than ever that we allow for better recognition of those who create social and environmental value”

Byrne, L (2009c) Cabinet Office Minister, Social Enterprise Summit , May 12 th , 2009

“Whilst it is possible to measure the amount of money that social enterprises generate … it is far more difficult to measure the wider civic or social impact that social enterprises have and the benefit gained (financial or otherwise) by a community.”

Haugh, H. (2006) A research agenda for Social Entrepreneurship. Social

Enterprise Journal (1),1-12.

To develop an impact measurement model and methodology for Social Enterprises

Exploring linkages between micro impact measurement and macro measures & systemic change – moving to more sustainable societies

Specific Considerations of the SIMPLE project:

 To design and implement a social impact training programme for social enterprises

Practitioner focused

Build social enterprise management capabilities and contribute to improved performance of social enterprise

Action Research Approach

◦ Problem centred, client centred and action oriented

(Lewin, K. (1946) Bryman, A. and Bell, E. (2007), Argyris, C., (1985)

◦ Reflective and experiential learning review processes (Kolb, D.A. 1984)

Case Study Method

Over 60 social enterprise cases

Applied SIMPLE ( S ocial Im pact for L ocal E conomies) Model

◦ A strategic approach to impact measurement (McLoughlin et al, 2009)

◦ Develop tailored impact measures

The SIMPLE Model: a 5 step approach

Embed It

Embed It

Tell It

Track It

Map It

Scope It

McLoughlin,J. Kaminski,J, Sodagar,B et al (2008,2009)

The SIMPLE Model and the Quadruple

Bottom Line (4BL): deep version

Scope It

SE impact context

Macro environment

Funding, policy, legal, social, technology context

Local environment

Local demographic, political, funding, competition, infrastructure, social needs, user / client influence

External drivers

MAP IT

Outputs

Outcomes

TRACK IT

Metrics

\

Financial

(+/-)

TELL IT

Impact

EMBED IT

Financial

(+/-)

Process change

SE mission, values, vision and

Missionled drivers objectives

Who is it serving?

Who should it serve?

Priorities regarding impacts

Organisational context

Ownership, governance, scale, location, product / service offer

Management decision making

Strategic direction, Operations, HRM & organisational culture, Financial,

Marketing, Technology strategy, Networks, alliances & partnerships

Internal drivers

\

Activities

\

Economic

(+/-)

\

Social

(+/-)

Economic

(+/-)

Process change

Social

(+/-)

Process change

The social enterprise

SE stakeholders

Who has a direct interest?

Who has the power to influence change?

What priorities and impacts are desired?

Stakeholder drivers

\

Environmental

(+/-)

Environmental

(+/-)

Process change

McLoughlin,J. Kaminski,J, Sodagar,B et al (2008,2009)

Mission/

Values

Drivers

The SIMPLE Impact Model

&

The quadruple bottom line (4BL) - Summary version

SCOPE IT MAP IT TRACK IT

TELL IT

Outputs Outcomes Metrics Impacts

Financial Financial

EMBED IT

Process change

External

Drivers

Social Social

Process change

Internal

Drivers

Activities

Economic Economic

Process change

Stake holders

Environmental Environmental

Process change

Source: McLoughlin, Kaminski, Sodagar, et al (2009)

Key characteristics

All are Social Enterprises – but different legal forms

All are Social mission driven - different points of focus

( EG: lending to financially (and often socially) excluded, local community development, local economic regeneration, social enterprise lending, Entrepreneurship ).

Different business models but nearly all UK CDFIs dependent on public sector subsidies or external grant funding

All share “lender of last resort” role –mainstream banks reject

(people, businesses and areas excluded)

Target markets – 3 main

Enterprise lending (often with training/mentoring support)

 Social Enterprises

 Personal Lending

“I think some of it (banking) is socially useless activity,”

The financial sector had “swollen beyond its socially useful size” and seemed to make excessively large profits.

(

Lord Turner, UK Financial Services Authority chairman,

Prospect magazine, August 2009)

MAP IT: Capitalise Business Services

Three of the 4BL prioritised for measurement in this SE

CBS: Emerging Impact Measures

– A Blended value approach

Businesses created

• Businesses safeguarded

• Jobs created

• Jobs safeguarded

• Business survival rates

Economic

Turnover created (Gross/ Net)

Turnover safeguarded

Benefits Saved

Social Return on Lending

Recycling of loans

CBS

Measures

Social Financial

• Socio- economic profile of beneficiaries

– gender, IMD, age, ethnicity, area etc

Sustainability ratios:

•Operating costs

• Business skills development

• Personal development & confidence

•Operational Self Sufficiency

•Loan fund Self Sufficiency

• Social capital & connectivity

• Entrepreneurship and business acumen

• Loan portfolio performance indicators:

•Portfolio growth

• Financial inclusion

•Portfolio at Risk

• Stories/reflections

•Write off rates

Mission/

Values

Drivers

The SIMPLE Model & 4BL as a Strategic

Sustainability Management tool

– Measure It to Improve It

SCOPE IT MAP IT TRACK IT

TELL IT EMBED IT

Outputs Outcomes Metrics Impacts

Financial Financial

External

Drivers

Process change

Social Social

Process change

Internal

Drivers

Activities

Economic Economic

Process change

Stake holders

Environmental Environmental

Process change

Strategic Review

Source: McLoughlin, Kaminski, Sodagar, et al (2009)

“Once the credit crisis is firmly consigned to corporate history, not only will it have sent some mighty business names to the wall, it will also have been responsible for fundamentally changing the way the business world operates”

“One such example may be in the way that corporate value is determined; will financial measures still be used in isolation as the measure of business value? This approach will soon be challenged”

( Rodger Hill, Head of Financial Management Advisory at KPMG in the U.K., http://www.kpmg.com/Global/en/Pages/default.aspx

, accessed Oct 4 th , 2010 ,

What about the system’s ethical assumptions?

Moral Crisis: Neo-liberalism casino capitalism

- Now “ bankrupt” philosophy

But its vision has gone unchallenged:

“The unhindered, rationally calculated, pursuit of self interest in free, competitive markets was not just economically efficient but morally right.”

Real culprit in this crisis

“Hyper-individualistic, materialistic hedonism of the entire culture”

Deep change needed – economic, constitutional & new moral culture.

Prof. Marquand, D (2009) The moral economy can’t be righted until we accept our own culpability, Guardian, May 27, 2009.

MACRO

Profits before principles

GDP

Unconstrained

Growth

Principles before profits

Social Sustainable

Product

Systems

Profit maximisation Social Impact Max

Min Environ. Damage

MICRO

Shareholder value

Conventional

Business Models

Stakeholder Value

Social Enterprise

Business Models

Business

Strategies

Enabling all people …to satisfy their basic needs and enjoy a better quality of life, without compromising the quality of life of future generations.

Securing the future (2005), HMG Cabinet Office, TSO

“I did something that challenged the banking world. Conventional banks look for the rich; we look for the absolutely poor. All people are entrepreneurs, but many don't have the opportunity to find that out.”

Muhammad Yunus Grameen Bank

The Chinese MEANING OF CRISIS –

“be aware of the danger-but recognize the opportunity”

“There’s a battle outside and it is ragin’, It’ll soon shake your windows and rattle your walls. For the times they are a-changin’ ( Bob Dylan , January 1964)

Scope to Grow the Social Economy?

First System

Private

Profit oriented

Second System

Public service

Planned provision

Pearce, J. (2003) Social enterprise in any town,

Calouste Gulkenkian Foundation: London

Third System-

Social Economy

Mutual, Social &

Environmental Purpose

Financial

Economic

Social Environmental

SROL

SROI

Monetisation picture ref: http://www.carnoc.com/

"We will find neither national purpose nor personal satisfaction in a mere continuation of economic progress, in an endless amassing of worldly goods.

We cannot measure national spirit by the Dow Jones Average, nor national achievement by the Gross National Product. For the Gross National Product includes air pollution, and ambulances to clear our highways from carnage. It counts special locks for our doors and jails for the people who break them.

The Gross National Product includes the destruction of the redwoods and the death of Lake Superior. It grows with the production of napalm and missles and nuclear warheads.... It includes... the broadcasting of television programs which glorify violence to sell goods to our children. "And if the

Gross National Product includes all this, there is much that it does not comprehend. It does not allow for the health of our families, the quality of their education, or the joy of their play. It is indifferent to the decency of our factories and the safety of our streets alike. It does not include the beauty of our poetry, or the strength of our marriages, the intelligence of our public debate or the integrity of our public officials... the Gross National Product measures neither our wit nor our courage, neither our wisdom nor our learning, neither our compassion nor our devotion to our country. It measures everything, in short, except that which makes life worthwhile, and it can tell us everything about America -- except whether we are proud to be

Americans."

Sen. Robert F. Kennedy on March 18, 1968, speech at the University of Kansas

• Argyris, C., Putnam, R. and Smith, M. (1985) Action Science: concepts, methods and skills for research and intervention, San Francisco: Jossey-Bass.

Bryman, A. and Bell, E. (2007) Business Research methods , Oxford: Oxford University Press.

Byrne,L (2009a) Cabinet Office Minister, Speech ( press release), Voice 09 Conference , February 2009

• Byrne,L ( 2009b) Cabinet Office Minister, Social Enterprise Summit Press release, Cabinet Office, May 12 th , 2009

• Byrne, L (2009c) Social Enterprise Summit Press release, Cabinet Office , May 12 th , 2009

Cabinet Office & HM Treasury ,(2006) The future role of the third sector in social and economic regeneration: interim report, Cabinet Office & HM Treasury, HMSO (December)

• Clark, M. (2009) The Social Entrepreneur Revolution: doing good by making money, making money by doing good,

Marshall Cavendish

Coffey, P. (2006) Social Impact Measurement: Methodology Assessment , Initiation Report for the SIMPLE project,

SEL/University of Brighton: Brighton.

• Haugh, H. (2006) A research agenda for Social Entrepreneurship. Social Enterprise Journal (1),1-12.

Lewin, K. (1946) Action research and minority problems . J Soc. Issues 2(4), 34-46.

• Lewin, K. (1947) “Group Decision and Social Change." In T. H. Newcomb and E. L, Hartley (eds.), Readings in Social

Psychology.

New York: Henry Holt.

Maxwell,O (2007), Social Enterprise in Brighton and Hove: A profile of the sector with implications for future support and development, Brighton and Hove Business Community Partnership, In collaboration with the University of Brighton,

• Marquand, D (2009) The moral economy can’t be righted until we accept our own culpability, Guardian, May 27, 2009.

McLoughlin,J.,Kaminski,J, Sodagar,B,Khan,S,Harris R and Arnaudo,G. Mc Brearty,S.(2008) Measuring the Impact of

Social Enterprise:a Holistic Modeling Approach , Social Enterprise Research Conference, SERC) Proceedings, London,

June.

McLoughlin,J.,Kaminski,J, Sodagar,B,Khan,S,Harris R and Arnaudo,G. Mc Brearty,S.(2009)

A Strategic Approach to Social Impact Measurement of Social Enterprises: The SIMPLE Methodology , Social Enterprise

Journal , submitted May 2009)

• Pearce, J. (2003) Social enterprise in any town, Calouste Gulkenkian Foundation: London

http://www.youtube.com/watch?v=77IdKFqX bUY

Sen. Robert F. Kennedy on March 18, 1968, speech at the University of Kansas on the presidential campaign trail

Assassinated less than 3 months later in

California.

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