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INDEV308 Class 8 - Managing for Social Impact
1.
INDEV 308: Introduction
to Social Entrepreneurship Class 8: Managing for Social Impact Monday, June 27, 2011 Instructors: Norm Tasevski (norm@socialentrepreneurship.ca) Karim Harji (karim@socialentrepreneurship.ca) 1
2.
© Norm Tasevski
& Karim Harji
3.
© Norm Tasevski
& Karim Harji Agenda • Rockefeller Foundation • Managing for Social Impact • Preparing your investment pitches • Next Week 3
4.
Managing for Social
Impact… 4
5.
© Norm Tasevski
& Karim Harji Two Main Responsibilities as a Manager of a Social Enterprise… Achieving financial goals Achieving social goals 5
6.
© Norm Tasevski
& Karim Harji 6
7.
© Norm Tasevski
& Karim Harji Achieving Financial Goals Key Concepts • Focus on your mission • Know when to say “no” • Build a business independent of yourself • Test (prototype) often, and fail fast The Market or the Mission? (Brinckenhoff) • The market is always right • The market is not always right for you • The mission should be your organization’s ultimate goal 7
8.
Achieving Social Goals…
8
9.
© Norm Tasevski
& Karim Harji Achieving Social Goals Remember…how is social entrepreneurship different?! Resourcefulness Motivation Innovation Risk Taking 9
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© Norm Tasevski
& Karim Harji Achieving Social Goals! 1. Identify your social goals – Theory of Change (defining your social value) – Embed them within/across your operations 2. Measure the social value created – How do you measure your goals? – Address the common challenges in measurement 3. Communicate your impact – Know what to say and who your audience is – Be creative around your message 10
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& Karim Harji Step 1: ID Your Social Goals! • What Social Benefit are you creating? • How do you decide? 11
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& Karim Harji Remember what motivates The Social/ Environmental Entrepreneur? “…it was an epiphanal experience…” “I heard the same story again and again. Ray Anderson, Interface Carpets Someone had experienced an intense kind of pain that branded them in some way. They said, ‘I had’ to do this. There was nothing else I could do.” Jody Jensen, Ashoka “I was teaching in one of the universities while the country was suffering from a severe famine. People were dying of hunger, and I felt very helpless. As an economist, I had no tool in my toolbox to fix that “…that made a real impression on kind of situation.” me…” Mohammed Yunus, Grameen Bank Jeff Skoll, eBay, Skoll Foundation, etc.
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© Norm Tasevski
& Karim Harji The Management Challenge • To ensure that the motivations of other people in your organization align with your personal motivations (as a founder or manager)
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& Karim Harji Theory of Change TurnAround Couriers! Goals Methods Metrics Hire couriers and office Recruit youth from Youth are able to get administra2ve staff youth shelters and out of shelter system from disadvantaged youth serving agencies and into independent youth popula2on across Toronto housing Provide transi2onal Provide a real job, not a Youth meet or exceed work experience to job training experience job expecta2ons enable youth to develop Establish a suppor2ve TurnAround helps youth employability skills, a management secure next job and resume and a support environment establish a career path network Assist youth with Youth are able to get off Enable youth to access the planning and making and stay off next steps regarding government financial mainstream job market housing and assistance Enable youth to employment stabilize life situa2on, begin a career path and leave the shelter system
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& Karim Harji Embedding “Social” across the Business Model 16
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& Karim Harji Step 2: Measure the Social Value Created! Why Measure, and for Whom? • Management – Performance management (meeting needs/ objectives) – Organizational sustainability, attract new investment – Demonstrate the value created by organization • Social Investors (inc. funders) – Impact of grants, mission alignment – Accountability measures – Assess organization value, relate to risk/return (of investment) • Government Programs/Policy – Make the case for investment in organization/ approach – Accountability measures 17
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& Karim Harji The Measurement Landscape! 18 Source: Clark et al. (2003) “Double Bottom Line Project Report: Methods Catalog”
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& Karim Harji Objectives, Approaches, Application! 19 Source: Clark et al. (2003) “Double Bottom Line Project Report: Methods Catalog”
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© Norm Tasevski
& Karim Harji Why is Measurement Important?! “Not everything that can be counted counts, and not everything that counts can be counted” “You can’t manage what you can’t measure” 20
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© Norm Tasevski
& Karim Harji Challenges in Measurement! • Outputs vs. Outcomes • Attribution vs. Contribution • Qualitative vs. Quantitative • Prove vs. Improve • Rigour vs. feasibility “Metrics and evaluation are to development programs as autopsies are to health care: too late to help, intrusive, and often inconclusive.” (Trelsad) 21
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© Norm Tasevski
& Karim Harji A Note on SROI! • Discounted, monetized value of the social value that has been created, relative to the value of the investment. • Pioneered by Roberts Enterprise Development Fund (REDF) and Jed Emerson • Various uses for, and approaches to, SROI • Despite “hype” around SROI, it can be resource-intensive, and issues around feasibility, replication, reporting still remain. 22
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& Karim Harji SROI Snapshot: TurnAround Couriers! Overview of Target Popula2on (sample) Avg Change in Societal Contribu2on • 38% recruited directly from shelters (Target Employees): $9,391 • 23% female Average Number of Target Employees: 10 • Average age: 21 Current Year Cost Savings to Society: $93,910 • 100% unemployed at 2me of hire • 54% receiving social assistance at hire Cumula2ve Cost Savings (prior to Y5): $191,170 • 54% been involved with jus2ce system Total Cost Savings to Date: $285,080 • 54% did not complete high school Cumula2ve Societal Payback Period: 1.8 years Cumula2ve SROI: 285% Sustainable Livelihood Outcomes (sample) Note: ini2al SCP investment = $100,000 • 89 youth in total have been hired over 5 years Employment Outcomes (sample) • 100% target popula2on recruited from shelters able to get out of shelter system • Increased target/non-‐target staff ra2o to 83% and secure independent housing within 6 • 69% con2nue to work at TAC (9) months of employment at TAC • 15% moved onto mainstream employment in • 85% who relied on income support through window cleaning industry (2) social assistance at 2me of hire able to get off and stay off • 8% went on to post secondary educa2on (1) 23
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© Norm Tasevski
& Karim Harji Acumen Fund: social performance measurement in the investment process! • Due Diligence – Literature review: state of practice – Estimate # of people served over the life of the investment – Assess how delivery of those “outputs” compare (more or less favorably) to the “best alternative charitable option” • During Deal Structuring – Conversations on how to think about performance management over the life of the investment, not just “mandatory reports” • Post-Investment – Quarterly reporting – performance, capacity, strengths/weaknesses – Semi-annual “forced ranking” across portfolio against investment criteria - financial sustainability, social impact at scale, breakthrough insights, and high-quality leadership - as well as actual performance to date and the investment’s potential for impact in the future • Closed Investments – Short “exit memo” looking at results generated, financial return, and lessons learned 24
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& Karim Harji Simple Measures for Social Enterprise: Lessons from the Acumen Fund! • Culture matters far more than systems – Tolerance for / learning from failure • If you build systems, start with a pencil and paper – Start simple; technology is an enabler not the solution • Think on the margin – Performance is always relative to what you had been doing before (past), to what your competition did over the same time period (peers), and to what you should have done (projections) • Count outputs and then worry about outcomes – “the conclusions you can draw from these outputs may not be made with scientific rigor, but they can inform businesslike decisions and raise important policy questions” • Don’t confuse information with judgment – Balance qualitative and quantitative – Use informed judgment, hold oneself accountable (to them) 25
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& Karim Harji Step 3: Communicating Your Social Impact! How? 26
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& Karim Harji Social cost • SCP: 5 factors that have an impact on profitability in a “purpose built” social enterprise – The inherent business capacity of the social enterprise – The complexity of the business – The size and nature of the employment barriers of the people being hired – The skills/training gap which is the difference between the skills of the people being hired and the skills required to make the business successful – The degree of emphasis on the social mission in the day to day decision making process 27
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Your Investment Pitches…
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& Karim Harji Elements Important to the “Social Investor” • Overview and mission • Business model • Management and • Competitive advantage Advisors • Collaboration/ • Problem partnerships – social issue being • Marketing and Sales addressed • Financial projections • Size of the problem • Financial requirements – how big is the social issue • Solution – Here’s how it works… • Value proposition – Inc. social benefit 31
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& Karim Harji Elements Important to the Angel Investor • Overview and mission • Business model • Management and • Marketing and sales Advisors • Financial projections • Customer problem • Financing requirements • Market opportunity/size • Solution – Inc. social issue being addressed • Value Proposition • Competitive advantage • Where the solution fits 32
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