Learn from those making
significant progress with
their
impact measurement
About the
‘Impact Measurement Awards’
Criterion Conferences and SIMNA (Social Impact Measurement Australia) are pleased to...
Bessi preparing herself for a big weekend of judging
Category:
Achievements in Impact Measurement by a
Government, Corporate or Philanthropic organisation
Winner - Santos GLNG...
Santos GLNG’s social impacts outcomes are measured on a quarterly basis using external
and internal data which is both qua...
The Evaluation Framework has been developed to measure the effectiveness of the
Moonee Valley Public Health and Wellbeing ...
The time set aside to plan for evaluation is just as important as the time dedicated to the design
and implementation stag...
Penrith City Council has developed clear, meaningful Outcome Based Performance
Measures for each of our services, using th...
Implementing any new process/
framework in a large organisation
takes time. By focusing on
measuring outcomes in terms of
...
Category: Achievements in Impact Measurement by a
Not-for-Profit
Winner - Anglicare WA
Runner-Up - The Smith Family
Honour...
Anglicare WA has been on a two and a half year journey of building a culture of evaluation
and continuous improvement acro...
The best advice I was given and would pass on is to
start with what you have! Trying to do everything
perfectly from the b...
An integrated whole-of-organisation approach
The Smith Family provides long-term support to disadvantaged children and you...
Think about impact and how you'll evaluate it
before the program starts. Be
clear and realistic about what impact you're
a...
Reconciliation Australia is committed to quantifying the social impact of our
Reconciliation Action Plan program in more t...
Take your time and seek expert advice
After eight years of building a collaborative impact measurement and evaluation culture, The
Benevolent Society are moving...
Ensure that both you and your stakeholders are clear about the
purpose of the impact measurement process and how the resul...
Family Life integrates theory of change, program logic and evaluation, with Social Return
on Investment to make a Communit...
Being with your end game in mind. Why are you measuring impact? To know if your
program works - part of internal continuou...
UnitingCare Wesley Bowden uses the Results Based Accountability (RBA) framework to measure
outcomes. This framework is pre...
1. Internal Quarterly Reporting System
- Development of our own two internal databases for data collection and
consequent ...
• At United Way ‘we ask are we making a difference? And ‘what can we do
to improve our work’? Every initiative goes throug...
Start. 80% is good enough, just give it a go, frame it as a learning project and enable your
organisation to have a go in ...
St John of God Healthcare, a Catholic not-for-profit private health care organisation
has an embedded measurement culture ...
Winner Linkwest
Runner-Up NSW Family Services
Honourable Mention Family Worker Training +
Development Program Inc
Finalist...
The measurement culture within the Western Australia Community, Neighbourhood and
Learning Centre sector could previously ...
NSW Family Services Inc (FamS) is the peak body for Family Support Services in NSW.
FamS uses the Results Based Accountabi...
Anyone beginning an impact measurement process needs to buy the book "Trying Hard Is Not
Good Enough" by Mark Friedman. It...
Family Worker Training + Development Programme has delivered training for 30yrs. Results Based
Accountability helps target...
Start small and passionate and grow from there…… what are some of your highest hopes for ho
work is flowing on to the fami...
Angels for the forgotten is a grass roots charity focused on supporting those often
overlooked
We utilize all resources an...
“Life Changing Experiences Foundation is a registered charity founded in Sydney NSW in
2003.
It’s core initiative is the S...
I would stress the importance of prioritising the impact measurement process, as it leads to
continued improvement of serv...
In 2012, Barclays. StreetWork’s social case for ‘at risk’ young people is based on:
The costs to the community by not addr...
Before implementing a social service program/project, always have in mind what problem/issue
you’re trying to tackle. Then...
Achievements in Impact Measurement Corporate /
Not-for-Profit Partnership
Winners
NAB & The Good Shepherd Microfinance
“Good Shepherd Microfinance and National Australia Bank have partnered with the
Centre for Social Impact to undertake rese...
StepUP Loans, a program owned by National Australia Bank (NAB) in partnership with
Good Shepherd Microfinance (GSM) is now...
Photos from the
2014 awards
With thanks to the panel of judges:
Bessi Graham CEO & Co-Founder The Difference Incubator &
Chair Social Impact Measureme...
Bessi congratulating some of the winners
For more information and a summary of the
Impact Measurement Awards check out the
blog piece written about the event on
bl...
2014 Impact measurement Awards ebook
2014 Impact measurement Awards ebook
2014 Impact measurement Awards ebook
2014 Impact measurement Awards ebook
2014 Impact measurement Awards ebook
2014 Impact measurement Awards ebook
2014 Impact measurement Awards ebook
2014 Impact measurement Awards ebook
2014 Impact measurement Awards ebook
2014 Impact measurement Awards ebook
2014 Impact measurement Awards ebook
2014 Impact measurement Awards ebook
2014 Impact measurement Awards ebook
2014 Impact measurement Awards ebook
2014 Impact measurement Awards ebook
2014 Impact measurement Awards ebook
2014 Impact measurement Awards ebook
2014 Impact measurement Awards ebook
2014 Impact measurement Awards ebook
2014 Impact measurement Awards ebook
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2014 Impact measurement Awards ebook

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Criterion Conferences and SIMNA (Social Impact Measurement Australia) are pleased to have co-organised the first Impact Measurement Awards The Impact Measurement Awards are given in recognition of the inspiring progress being made by Not-for-Profit, Government, Corporate and Philanthropic organisations in the crucial area of social impact measurement.

Category: Achievements in Impact Measurement by a Government, Corporate or Philanthropic organisation
Winner - Santos GLNG
Finalists
-Mooney Valley City Council
-NAB
-Penrith City Council

Category: Achievements in Impact Measurement by a Not-for-Profit
Winner - Anglicare WA
Runner-Up - The Smith Family
Honorable Mention - Reconciliation Australia

Finalists
-Benevolent Society
-Family Life
-Uniting Care Wesley Bowden
-Warlpiri Youth Development Aboriginal Corporation
-United Way
-St John of God Health

Category: Achievements in Impact Measurement by a Small Not-for-Profit 
Winner Linkwest
Runner-Up NSW Family Services
Honourable Mention Family Worker Training + Development Program Inc
Finalists
Angels for the forgotten
Life Changing Experience foundation
StreetWork

For more information and a summary of the Impact Measurement Awards check out the
blog piece written about the event on blog.criterionconferences.com

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2014 Impact measurement Awards ebook

  1. 1. Learn from those making significant progress with their impact measurement
  2. 2. About the ‘Impact Measurement Awards’ Criterion Conferences and SIMNA (Social Impact Measurement Australia) are pleased to have co-organised the first Impact Measurement Awards The Impact Measurement Awards are given in recognition of the inspiring progress being made by Not-for-Profit, Government, Corporate and Philanthropic organisations in the crucial area of social impact measurement. http://simna.com.au/ http://www.criterionconferences.com
  3. 3. Bessi preparing herself for a big weekend of judging
  4. 4. Category: Achievements in Impact Measurement by a Government, Corporate or Philanthropic organisation Winner - Santos GLNG Finalists - Mooney Valley City Council - NAB - Penrith City Council
  5. 5. Santos GLNG’s social impacts outcomes are measured on a quarterly basis using external and internal data which is both qualitative and quantitative in nature. KPIs and milestones inform progress against outcomes and these are supported by case studies to highlight and contextualise the data. Informal and formal engagement with our stakeholders is fundamental to informing our impact measurement narrative and so is the use of an independent third party to review our progress using robust methods.
  6. 6. The Evaluation Framework has been developed to measure the effectiveness of the Moonee Valley Public Health and Wellbeing Plan 2013-17. It focuses on three levels of evaluation and applies an equity lens to all levels: • Process – development and monitoring of the Plan. • Output and outcome – tracking of actions and strategic indicators using health and community survey trends and case studies. • In-depth - the effectiveness of planning and coordinating activity and changes in population health status resulting from two specific programs (2013-16 Partnership Grants Program and World Health Organization Safe Community Accreditation).
  7. 7. The time set aside to plan for evaluation is just as important as the time dedicated to the design and implementation stages of any program. A really important aspect of designing the Evaluation Framework for the Moonee Valley Public Health and Wellbeing Plan 2013-17 was the establishment of a range of indicators as part of the program logic that demonstrates impact and provides for the possibility of improvement throughout the life of the plan.
  8. 8. Penrith City Council has developed clear, meaningful Outcome Based Performance Measures for each of our services, using the Results Based Accountability (RBA) framework. They address quality (timeliness, cost-effectiveness, accessibility), quantity (number of customers served) and the outcome (if anyone is better off?). This is the critical benefit of RBA as it enables the impact of a program to be assessed. We worked with the Australian Centre of Excellence for Local Government on a project to improve ‘quality of life’ indicators for local government. It looked at appropriate benchmarks for Council activities aimed at improving quality of life. We recognise a good framework needs an underpinning set of principles, aligned with strategic goals and reporting requirements, and reliable, appropriate data sources. These measures, developed in consultation with staff, are the framework for our corporate documents and reporting.
  9. 9. Implementing any new process/ framework in a large organisation takes time. By focusing on measuring outcomes in terms of quality as well as quantity, each service can better understand and meet their customers’ needs. Perseverance, senior management support, team work and identifying champions across different departments will definitely help you along the way.
  10. 10. Category: Achievements in Impact Measurement by a Not-for-Profit Winner - Anglicare WA Runner-Up - The Smith Family Honourable Mention - Reconciliation Australia Finalists - Benevolent Society - Family Life - Uniting Care Wesley Bowden - Warlpiri Youth Development Aboriginal Corporation - United Way - St John of God Health
  11. 11. Anglicare WA has been on a two and a half year journey of building a culture of evaluation and continuous improvement across the organisation. Driven by our Strategic Plan and our single Beneficiary Performance Indicator (BPI) of moving clients from surviving to thriving, this choice is centred on a strong desire to know and have evidence of the impact our services have. A four phase implementation strategy has been followed in introducing services to Results Based Accountability and starting them on defining, collecting and reviewing client outcomes data. Today, 87% of Anglicare WA’s 68 services have begun their RBA process by identifying their outcomes and approximately 40% have been collecting outcomes data for over a year.
  12. 12. The best advice I was given and would pass on is to start with what you have! Trying to do everything perfectly from the beginning is both time consuming and futile. Outcomes measurement is an ongoing journey that will, and should, constantly evolve. Getting the process right is half the battle, so starting with the data you already have will at least get you started and reflecting on the outcome desired. Embrace trial and error and BEGIN.
  13. 13. An integrated whole-of-organisation approach The Smith Family provides long-term support to disadvantaged children and young people to keep them engaged in education. It has an integrated, whole-of-organisation approach to measurement which is embedded in its policies, processes and systems. This includes through its five year Strategic Plan, Program Logics, Outcomes Framework and staff Performance Management processes. At the core of this work is the drive to maximise the impact of its work with children and young people. In particular, The Smith Family is tracking three long-term outcomes – school attendance, advancement to Year 12, and post- school participation in employment and education - of the 34,000 young people it is supporting through its Learning for Life program. It has developed unique methodologies to track its long-term outcomes and both long and short term outcomes are reported on its annual report. It has invested in a custom-designed database and in-house research team to enable detailed data analysis that informs both program delivery and external advocacy. It is developing a strong culture of impact measurement and using measurement to improve programs and processes. A range of new program models are currently being piloted and evaluated, following analysis of the long-term outcomes data.
  14. 14. Think about impact and how you'll evaluate it before the program starts. Be clear and realistic about what impact you're aiming to achieve. Evaluation requires time, commitment and expertise, but it's key to knowing what difference we're making and to continually improving our programs.
  15. 15. Reconciliation Australia is committed to quantifying the social impact of our Reconciliation Action Plan program in more than 500 organisations across Australia. Our third annual RAP Impact Measurement report found that the program is achieving its goal of building respectful relationships and creating opportunities for Indigenous Australians. We found that compared to the general community, people in RAP organisations have far higher levels of trust and lower levels of prejudice towards Aboriginal and Torres Strait Islander peoples. This environment has provided the foundation for meaningful social change. Together, RAP organisations have formed 544 partnerships with Aboriginal and Torres Strait Islander organisations; employ 25,755 Aboriginal and Torres Strait Islander peoples; have purchased $81 million of goods and services from certified Indigenous businesses; and provided $37.8 million in education scholarships.
  16. 16. Take your time and seek expert advice
  17. 17. After eight years of building a collaborative impact measurement and evaluation culture, The Benevolent Society are moving towards organisational impact measurement - developing sustainable impact measurement processes and systems, an organisational outcomes framework, evaluating practice frameworks, and building impact measures into our single client database. We are building the capacity of practitioners themselves to evaluate. Evaluation results are used to improve practice and client outcomes, being translated into “Practice Improvement Plans” where clear, measurable outcomes and targets are established. In 2011 we also partnered with Westpac and Commonwealth Bank to co-develop the Social Benefit Bond trial with the NSW Government.
  18. 18. Ensure that both you and your stakeholders are clear about the purpose of the impact measurement process and how the results of it will be used
  19. 19. Family Life integrates theory of change, program logic and evaluation, with Social Return on Investment to make a Community Impact Statement™ about the value of investing in strengthening families efforts to prevent high cost problems The need for rigor in how impact is defined, measured and used is internationally recognised. In response Family Life is developing a culture of feedback and learning across the whole organisation. Extensive work has recently been undertaken to develop a Program Planning and Evaluation framework to establish standards for Program Planning and Evaluation including the collection of verifiable robust data. By ensuring the process is developed from evidence based and substantiated program data, with clearly articulated theories of change and transparent assumptions for analysing contribution to social change, collective service delivery can be enhanced to improve the wellbeing of vulnerable Australian families, young people and children.
  20. 20. Being with your end game in mind. Why are you measuring impact? To know if your program works - part of internal continuous learning - OR to create systems change - an external audience requiring a broader collaborative approach.
  21. 21. UnitingCare Wesley Bowden uses the Results Based Accountability (RBA) framework to measure outcomes. This framework is predicated on three core questions: 1. How much did we do? 2. How well did we do it? 3. Is Anyone Better Off? Historically UCWB has collected data on ‘How much did we do?’ (being numbers of clients and activities) and “How well did we do it?’ through client satisfaction surveys. In 2013, the process of embedding RBA throughout the organisation was strengthened by the recruitment of a dedicated Project Officer. The implementation of the RBA approach to measuring outcomes (“Is Anyone Better Off”) has continued on a program by program basis with different outcome measures being developed for each program due to the different focus of programs.
  22. 22. 1. Internal Quarterly Reporting System - Development of our own two internal databases for data collection and consequent qualitative reporting system 2. Feedback Systems - Feedback from communities of operation via a) Youth clients b) Departmental Sub- committees and c) Local Board, both comprised of local Elders and parents. - Annual stakeholder surveys with relevant partner agencies. 3. Quality Management System - ISO-9001 accreditation, ensuring all programs are underpinned by quality management processes including extensive program auditing. - All culminating with the Management Review Committee, which reviews all key program outcomes according to developed benchmarks.
  23. 23. • At United Way ‘we ask are we making a difference? And ‘what can we do to improve our work’? Every initiative goes through a design process that includes a 'forecast impact map' that outlines the inputs, outputs, outcomes and intended impact. • • As mobiliser and facilitator for change United Way supports communities in developing theories of change, setting indicators for outcomes and most efficient and effective way to collect data. • • At the end of the year the project managers/community partners report the actual results against the forecasted impact map along with reflections on what they have learnt. This two-way dialogue is less about compliance and more about reflection and learning. • • Public accountability is important so all this information, including what didn’t work is reported publicly in an Our Annual Impact Reports.
  24. 24. Start. 80% is good enough, just give it a go, frame it as a learning project and enable your organisation to have a go in a safe way.
  25. 25. St John of God Healthcare, a Catholic not-for-profit private health care organisation has an embedded measurement culture based on a well-defined vision, strategic and operational plans. Working as capacity builders the Nursing Development Program in Timor-Leste has sensitively introduced a measurement culture to assist in improving nursing standards by: • working alongside the Timorese in the wards and clinics to give hands-on support; • learning Tetun, the local language, to improve trust and communication; • engaging the Timorese ward chiefs and hospital administrators in planning; and • facilitating training placements in Australian hospitals. Quantifiable data collection provides measurement and reports on outcomes and Most Significant Change Stories assist in identifying impact by telling the human story behind the statistics.
  26. 26. Winner Linkwest Runner-Up NSW Family Services Honourable Mention Family Worker Training + Development Program Inc Finalists - Angels for the forgotten - Life Changing Experience foundation - StreetWork Category: Achievements in Impact Measurement by a Small Not-for-Profit
  27. 27. The measurement culture within the Western Australia Community, Neighbourhood and Learning Centre sector could previously be described as outputs as opposed to outcomes focused. Linkwest, the peak body of the sector, successfully secured a grant from the state government to trial the suitability of Results Based Accountability with nine of its member organisations. The Performance Accountability component of the Results Based Accountability framework was successfully implemented in each case and improved programs in the areas of sector development, community development, social inclusion, education and adult learning. This is the first time there has been a collective, methodological, outcomes based approach to exploring, reviewing, monitoring and documenting the service performance of Community, Neighbourhood and Learning Centres in Western Australia.
  28. 28. NSW Family Services Inc (FamS) is the peak body for Family Support Services in NSW. FamS uses the Results Based Accountability™ (RBA™) framework and the Results Scorecard software to measure our outcomes by asking three simple, key questions: How much did we do? How well did we do it? Is anyone better off? Measuring our work in this way ultimately lets us know how we are really doing, and further allows us to assess our contribution to the NSW population results for: Safe children, Strong families, Supportive communities. FamS have been developing Annual Performance Reports using RBA™ since 2008. In addition to using RBA internally, FamS provides training and software to its members.
  29. 29. Anyone beginning an impact measurement process needs to buy the book "Trying Hard Is Not Good Enough" by Mark Friedman. It clearly and quickly lays out the Results-Based Accountability principles needed for making measurable improvements for customers and communities.
  30. 30. Family Worker Training + Development Programme has delivered training for 30yrs. Results Based Accountability helps target efforts, measure impact and improve practice. FWT+DP contributes to safe, healthy, resilient (inclusive) children, young people, families and communities by supporting best practice support services and systems. Outcomes data on set core goals is used to: • Measure training outcomes and impact on participant’s work practice. • Plan and adapt topics and learning formats. • Improve engagement eg: Aboriginal participation, which more than doubled (now 18.7%) in last 4yrs. • Hope to soon include feedback from families to assess how worker training flows through to benefit them directly. For more information about the work carried out by Family Worker Training + Development Program visit our website at www.fwtdp.org.au or watch a short video clip about our service at: https://www.youtube.com/watch?v=8kveW37QRQc
  31. 31. Start small and passionate and grow from there…… what are some of your highest hopes for ho work is flowing on to the families and communities you work with and how can you find out mo if this is actually happening?
  32. 32. Angels for the forgotten is a grass roots charity focused on supporting those often overlooked We utilize all resources and feedback that is available to help create the big picture. For us it’s about getting a clear picture from every angle ensuring we focus on true impact rather than perceived impact. We step outside the box; we look beyond basic surveys and data collection. We need to see and feel our impact as we go it’s all about continual engagement, utilizing the tools of social media, the humbled hand written notes and letters, the power of photographs and face to face communication. We see and share our impact every day; this helps us to identify where our services are most needed and who else can be supported.
  33. 33. “Life Changing Experiences Foundation is a registered charity founded in Sydney NSW in 2003. It’s core initiative is the SISTER2sister program, an early intervention mentoring and risk management program for disadvantaged teenage girls. The program equips the girls with coping skills to overcome their obstacles and life skills to help them make positive choices for a better future. We have a robust framework for annual assessment of programs and administer and collate regular data for our annual evaluation results. KPI's measure: attendance/attrition, self-esteem, achievement of goals, personal safety, independent living, healthy eating, positive relationships, engaged in employment/education, community connection, social inclusion etc.
  34. 34. I would stress the importance of prioritising the impact measurement process, as it leads to continued improvement of service to beneficiaries and credibility to the business
  35. 35. In 2012, Barclays. StreetWork’s social case for ‘at risk’ young people is based on: The costs to the community by not addressing issues associated with ‘at risk’ young people; Issues included youth crime, mental health, suicide, homelessness and early school leavers (not engaged in employment) – based on historical StreetWork data The benefits delivered by StreetWork through its mentoring, outreach and skill building programs. The KickStart mentoring program provides the opportunity to assist ‘at risk’ young people suffering from more than one of the above issues instead of viewing the as symptoms or individual programs. StreetWork provides an integrated approach to the keys issues ‘at risk’ young people face. Australia Charity Committee in 2012 provided funding to StreetWork to enable the organisation to undertake a details analysis of its operations and services which would document its vision to expand nationally. PwC was engaged to help us undertake a review of our operations, undertake an environmental scan, gained feedback from key stakeholders and assisted us to completed a gap analysis. The information that was collected and then used to design a social case including data collection tools which are used by all StreetWork Youth Workers and volunteers. StreetWork uses this information to articulate its social impact back to stakeholders, in particular to corporate and individual donors and grant Foundations.
  36. 36. Before implementing a social service program/project, always have in mind what problem/issue you’re trying to tackle. Then, before you start the implementation phase of the project, build into the process what method(s) of data collection you’ll use so that your impact measurement process never becomes an addendum. Even though the impact of social service projects deliver many intangible outcomes some of these can still be measured. Impact measurement strategies should never be seen as an ‘after thought’ but a critical part of the process.
  37. 37. Achievements in Impact Measurement Corporate / Not-for-Profit Partnership Winners NAB & The Good Shepherd Microfinance
  38. 38. “Good Shepherd Microfinance and National Australia Bank have partnered with the Centre for Social Impact to undertake research into the issue of financial exclusion in Australia. We aim to evaluate the social and economic impact of our programs, adopting the Social Return on Investment Methodology. As an example, A Little Help Goes a Long Way: Measuring the Impact of the StepUP Loans Program, reveals that the social and economic benefit is valued at more than twice the total cost of the program. This converts into a social and economic return of $2.68 for every dollar invested. This approach enables evidence based advocacy on behalf of our clients.”
  39. 39. StepUP Loans, a program owned by National Australia Bank (NAB) in partnership with Good Shepherd Microfinance (GSM) is now in its tenth year. More than 9300 low interest loans have been provided to people on low incomes to ‘step up’ into financial independence. NAB and GSM have partnered with the Centre for Social Impact to evaluate the impact of StepUP, adopting the Social Return on Investment Methodology. The social and economic benefit of the program is valued at $2.68 for every dollar invested. By quantifying impact in a social and economic capacity, the methodology provides hard numbers which are understood and valued by key stakeholders including funding partners.
  40. 40. Photos from the 2014 awards
  41. 41. With thanks to the panel of judges: Bessi Graham CEO & Co-Founder The Difference Incubator & Chair Social Impact Measurement Network Australia (SIMNA) Simon Faivel Senior Consultant Social Ventures Australia Amanda Bartley National Director Corporate Responsibility PwC
  42. 42. Bessi congratulating some of the winners
  43. 43. For more information and a summary of the Impact Measurement Awards check out the blog piece written about the event on blog.criterionconferences.com To subscribe to future information and to keep up to date of what’s happening in the NFP sector then subscribe here!

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