Marcus Hulme Presentation

Report
Demonstrating Social Value
Marcus Hulme, Social Impact Director
Big Society Capital
Overview
1. Building a social impact strategy.
2. Measuring social impact.
3. Communicating social impact.
4. Questions.
Building a social impact strategy
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•
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Have you set clear
indicators to
measure change?
How are you
progressing?
How are you learning
and changing?
•
MISSION
•
•
EVIDENCING IMPACT
& LEARNING
What problem do you want to
address? What is the context and
evidence?
What change do you want to make
and for whom?
Does your mission reflect the need?
OUTCOMES
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•
•
What changes are you
trying to achieve?
Do your outcomes logically
address the need?
Are they realistic and
achievable?
ACTIVITIES
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•
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How do your activities reflect your mission and outcomes?
Is there a clear ‘impact chain’ between your activities and
outcomes?
Have you involved beneficiaries in shaping your services?
Planning social impact
Aim or
Mission
Outcomes
Activities, outputs or services
Charities Evaluation Service PlanningTriangle (adapted)
Example logic model
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D
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C
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N
T
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X
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Aim/ Mission
Activities/Outputs
To improve the
physical and
mental well being
of older people
who are socially
isolated.
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Short term outcomes
Long term outcomes
•
Run outreach work in care homes, GP
practices and community centres to build
customer base.
•
Improved physical and
mental well being for older
people in communities.
•
Deliver physical activity sessions in
community settings and care homes.
•
•
Organise reminisce sessions in community
sessions and care homes.
Older people feel less
isolated from participating in
engaging activities.
•
Reduction in the amount of
falls and injury's for older
people.
•
Greater awareness about the
benefits of physical activity
amongst health and social
care practitioners.
•
Offer tailored one to one sessions for older
people with specific support needs.
•
Measure the social impact of the service
(for both individuals and as a whole) to
refine approach and improve activities.
Inputs
Complete needs assessment in target
communities, develop business plan including
aims, outcomes, activities, timing, and
governance structures.
Secure finance from social investment funds.
Recruit staff, volunteers and run induction and
training sessions.
Run promotional activities for service in
community and launch.
•
Service that
promote the
physical and
mental health of
older people are
replicated across
the region.
•
Older people feel
more happy and
healthy through
taking part in
sessions.
•
Reduction in costs
to health and social
care budgets due
to increase in
physical and
mental well being
amongst older
people.
Indicators
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•
•
•
•
•
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Amount of physical activity amongst older people.
Number of older people who report improved mental well
being.
% change in physical activity participation for older people.
% reduction in falls for older people taking part in the service.
Level of awareness about the benefit of physical activity for
older people amongst practitioners.
Level of health and social care expenditure on older people.
Number of sessions delivered across region.
Assessing social impact
• What is the promise of change? Defined strategy, understanding need and context.
Social Mission
• What is the management of change? Mission Locks, Board suitability and exit.
Governance
• How will the organisation deliver the social mission? Management team, track record,
extent to social impact performance mission is integral to financial success and visa versa.
Activities
Social impact
Impact
measurement
• What is the extent of change that will be delivered? Depth and breath of impact, innovation
and change, organisational development.
• How will impact be assessed and measured? Impact assessment and screening, planning
and targeting, monitoring and reporting, auditing and learning.
Outcomes Matrix
For the wider market…
1. Comprehensive and standardised
framework for outcomes in the UK
2. Best practice tool for defining and
evidencing impact
For Big Society Capital and
Intermediaries
1. Single framework for all SIFIs to use to
identify, define, monitor and report their
impact
2. Help evaluate potential deals
3. Standardise essential aspects of impact
reporting
3. Collate impact information across out
portfolio
4. Ensure transparency around our social
assessment process
4. Monitor and report on BSC’s impact
5. Ensure impact assessment and strategy
is rooted in an outcomes-based
perspective
Measuring social impact
Homeless
Long-term
health
issues, life
threatening
or terminal
illness
Living in
poverty/are
financially
excluded
Employment, training and education
Voluntary
carers
Elderly
(including
those with
dementia)
Ex-offenders
Learning
disabilities
or mental
health
needs
Experienced
crime or
abuse
Housing and local facilities
Income and financial inclusion
Vulnerable
parents
Long-term
unemployed
Vulnerable
young
people and
NEETs
Outcome Areas
Physical
disabilities
or sensory
impairment
Physical health
Mental health and well being
Family, friends and relationships
Citizenship and community
General
Public / All
Arts, heritage sports and faith
Conservation of the natural environment
Vulnerable
children
Addiction
issues
Tracking progress
Tracking progress
•
Indicators help you to understand the extent of change being achieved by your
organisations and track progress.
•
Indicators should link to your outcomes and be specific, proportionate, practical, useful
and relevant.
•
A good way to set your indicators is by asking yourself: how will we know the change is
happening?
•
Methods to gather data include surveys, focus groups, observation and analysing
secondary data, plus many more.
•
There are lots of existing indicators you can use from websites such as the Global
Values Exchange: http://www.globalvaluexchange.org/
•
A good impact measurement plan should include details of aim, outcome, activities,
targets, methods of data collection, responsibility for data collection and frequency of
reporting.
Communicating and influencing
• Identify who you are trying to influence.
• Engage key stakeholders from the outset.
• Use appropriate methods for measuring impact.
• Be responsive to the external context.
• Build on existing evidence.
• Tailor findings and communications to different audiences.
• Include case studies of beneficiaries.
• Have a clear ongoing communications strategy.
• Link evidence to the wider context.
• Highlight cost savings/ benefit where possible.
Summary
Identify need,
define mission,
outcomes and
indicators
• Setting out your
purpose
• Proving you are
making a change
• Both qualitative
and quantitative
• Use of
appropriate
indicators
Identify
stakeholders
• Baseline/comparis
on group
• Sampling
• Involvement
Gather data
• Interviews
• Surveys
• Questionnaires
• Focus groups
• Case studies
Track performance
and communicate
• Measure social
performance
against mission
• Show change
over time;
acknowledge
learning
• Set new targets
www.bigsocietycapital.com
Big Society Capital Limited is registered in England and Wales at Companies House number 07599565.
Our registered office is 5th Floor, Chronicle House, 72-78 Fleet Street, London EC4Y 1HY.
Big Society Capital is authorised and regulated by Financial Conduct Authority number 568940.

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