Replication
March 21st 2013
What we don’t want to replicate
BSC Aims
Build a social investment market that supports organisations to:
• deliver social value from financial capital to become stronger and
resilient and more able to effect change
• attract capital on basis of real, sustainable and proven delivery of
social value
• innovate, replicate and grow new social business models
(specific intervention, public service, trading model)
Social Value in a Maturing Market
1
Evidence
Simple social thresholds
Social Value
Impact measurement and
reporting
Evidence of strategies, knowledge and
delivery
2
Evidence and analysis of social value,
risk assessment and performance
3
Complexity
Funder to recipient
Growing range of stakeholders within an
investment/funding structure
Mission clear/
well organised
Resilient TSOs with
strong mission, well
organised, secure asset
base
TSOs with clear mission
and well organised, but
vulnerable and asset
poor
Resilient/
asset rich
Vulnerable/
asset poor
Resilient asset rich TSOs
with weak mission, and
poorly organised
Vulnerable and asset
poor TSOs with weak and
poorly organised.
Mission drift/
disorganised
Northern Rock Foundation Third Sector Trends Study: Journeys and Destinations
A strong social organisation
• Resilience
Strength and identity is shared by the Board, leaders, managers, staff and volunteers
• Assets
In the form of property, investments, diversified contracts, people, ideas and practices
• Mission
Knows the change that it wants to make and who it serves
• Competence
Well organised and able to marshall it’s assets
Northern Rock Foundation Third Sector Trends Study: Journeys and Destinations
A Social Impact Plan (1)
• What is the change you want to make?
Clearly articulate the change that you intend to make. Your mission statement captures the vision
for your organisation, the difference you want to make, and the overall purpose of your work. It is
not just a summary of activities or charitable objectives. You show how you understand the context
and environment you operate in.
• Who do you serve?
Who are your main and how many are you seeking to help. How have you assessed and listened
to their needs. How will your activities be inclusive so that they can be accessed without barriers
such as language, affordability or transport. You show that you understand how the wider context
may affect your beneficiaries and that you have a baseline for measuring progress.
• How do you link activities and revenues?
Show how your products, services and interventions are intrinsically linked to your ability to
generate revenue. It shows how your activities respond to the beneficiary needs identified and
how this links into your fundamental business success and growth in a congruent way.
A Social Impact Plan (2)
• How do you show your competence?
Shows your commitment for evidencing your social impact and describes the quality of your
measurement system. You show that your indicators are specific, simple and practical and show
changes over time. Your targets are realistic and set explicit goals (how many, how much, who for,
how good, desired quality, linked to revenues), link back to your mission as well as beneficiary
needs and expectations. Your system for measurement and reporting is proportionate to you and
what you are trying to achieve.
• How do you learn and improve?
A good impact plan will give you essential information for performance managing, learning and
improving. Bad results as well as good are a crucial part of the learning process. You can draw
lessons to improve and develop your future strategy and to build your resilience, competence and,
your mission.
Framework
• Frontline Guidance (www.thegoodinvestor.co.uk)
Guide on what investors expect to see in a social sector organisation’s impact plan
• Outcomes Matrix (www.bigsocietycapital.com/outcomes-matrix)
Standard, simple, definitions to articulate strategies and collate results
• Outcomes and Indicators www.thinknpc.org/publications/mapping-outcomes-for-social-investment
Background mapping on each outcome area with suggested indicators and applicability
• The Good Investor (www.thegoodinvestor.co.uk)
Best practice guide for social investors led by Investing for Good working with the Investor Group
Outcomes Matrix
Looking for Help
CAN Invest
www.can-online.org.uk
Social Audit
Network www.socialauditnetwork.org.uk
Charities Evaluation Serviceswww.cesvol.org.uk
Social Impact Analysts
Association www.siaassociation.org
The Good
Analyst www.goodanalyst.com
Social Reporting Standard www.socialreporting-standard.de/en
New Economics
Foundation www.neweconomics.org
www.proveandimprove.org
The Social Return on Investment (SROI)
Network www.thesroinetwork.org
New Philanthropy
Capital www.thinkNPC.org
Triangle
Consulting www.triangleconsulting.co.uk w
ww.outcomesstar.org.uk
Moving Forwards
Thank you