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Evidencing your impact


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Taken from a workshop, this slideshow show why it is vital that businesses, charities and social enterprises have a robust way of measuring their local impact. Local authorities want not just value for money but for their spend to help them achieve their wider goals. It might be, for example, taking on apprenticeships. But why not be ahead of the game and shout a bit louder.

Enter... The Local Impact Measurement Tool!

If you want a simple tool to help you, why not look at It easy to use. Quick. And affordable.

Published in: Business, Economy & Finance
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Evidencing your impact

  1. 1. The Local Impact Measurement Tool
  2. 2. Knowing the difference you make • Understanding impact and why it‟s important to measure it • Understanding the Triple Bottom Line • Understanding what to measure, when and how
  3. 3. The Triple Bottom Line Responsible business • Financially • Socially • Environmentally Social Outputs Environmental Outputs Financial outputs Social enterprise
  4. 4. What might this include? • • • • • • • • • • Ethical purchasing Impact throughout the supply chain Impact in the local community Employing local people Minimising waste Recycling Transport policies Being energy efficient Family friendly employers Accountability to the community/customer base
  5. 5. Why Measure Impact? Nowadays, every organisation can (and should) measure their social impact. • Knowing the difference you make • Good employers • Access to Grants • Access to Contracts • Payment by results • Competitive advantage
  6. 6. Telling the whole story If its not just the numbers.... Then we have an incredibly powerful tool that will: • improve our credibility and encourage people to believe what we say, • inspire our staff and volunteers, • encourage us to continuously improve our services, • communicate to other stakeholders how good we are, • form the basis of powerful publicity materials and funding applications, • help us to make an even greater difference.
  7. 7. Defining Social Impact IMPACT... „The effect or impression of one thing on another‟ SOCIAL... ‘Of or relating to human society and its modes of organization‟ So.... Its the change we bring to the lives of the people and organisations we work with.
  8. 8. Social Impact...... tells the story of the change we bring to people’s lives
  9. 9. Values Values should embrace your whole organisation. Whatever you do will be guided by your values. They act as an internal guidance system. E.g. - how you manage staff and volunteers, - treat clients and stakeholders - the quality of the service provided Typical organisational values might be: • providing „value for money‟, • - caring for customers, • - being trustworthy, • - being profitable, • - striving for the highest quality.
  10. 10. Values Values that relate to our social aims - those that drive the work we do might include • • • • • - caring for local community, - concern for the environment, - creating opportunities for disadvantaged people, - being a supportive employer, - re-investing profits back into meeting social aims.
  11. 11. Vision Your VISION defines your long-term dream. It should not be achievable - your vision to always be just slightly out of your reach. It's what you constantly strive to attain, and it becomes your reason for being. ‘We want a society where’....
  12. 12. Mission Your MISSION is what you intend to become or accomplish. It should be challenging but achievable. It should answer the following four questions: • - who are you? • - what do you do • - who do you do it for? • - where does it happen?
  13. 13. Aims • Aims describe what an organisation will do in order to meet its vision and mission. • The aims go into more detail and start to specify the changes that the service or product will bring to the lives of the people or organisations they work with.
  14. 14. Measuring the changes • • • • Step 1 - What is the change? Step 2 - Who will you ask? Step 3 - What questions will you ask? Step 4 - Measuring the „Distance Travelled‟
  15. 15. Step 1 - What is the change? • Imagine your clients, before they have any engagement with you. Then imagine them afterwards, how would they be different? What would the change be?
  16. 16. Step 2 - Who will you ask? • • • • The individual Those associated with them Professionals Broader community
  17. 17. Step 3 - What questions will you ask? • The next step is to decide the best questions to identify this change. These are the „indicators‟ the things that show the change we want.
  18. 18. Step 4 - Measuring the ‘Distance Travelled’ • devise a scale on which we can measure this change • ask the questions we have chosen more than once so that we can measure the distance travelled along the scale.
  19. 19. Outcomes and Outputs • Outcomes are the changes, benefits, learning or other effects that happen as a result of your work. They can be wanted or unwanted, expected or unexpected. They are often hard to count or prove, and normally rely on an understanding of the initial situation or problem for comparison. • Outputs are the tangible products, services or facilities created by your work, and are usually quantifiable. They don‟t rely on any knowledge of your „starting point‟ and instead focus on what happens once you have finished your work
  20. 20. Employment • Employing local people - if we live and work locally we spend 66% of our net salary locally. This is reduced to 33% if we live away from work. • Local governance -Knowing where your Board/Trustees live can give commissioners a sense of your organization's commitment to the local community. Increasingly public sector organisations will want to deal with locally led organisations. • Diversity -The diversity of your workforce should reflect the community you work in or serve.?. Diversity Return on Investment is a growing trend in the HR sector • Investing in staff - Investors in People or PQASSO (for the voluntary sector) demonstrates your commitment to providing a supportive environment for your staff. • The Skills Pledge is a scheme, currently hosted by Business Link, for Employers to commit themselves to getting their workforce trained with at least Level 2 qualifications.
  21. 21. Economy • How much money your organisation brings into the local economy • What percentage of your business is currently in the area under consideration. • How much money you retain in the local economy. Every time the same pound is used in the local area it adds to the value of that original pound. • Supply chain policies
  22. 22. Community • • • • • • • • Locality of offices Use of volunteers equating it to £ Internships Work Experience Placements Volunteering by your Employees Contributions and donations Membership of Networks & Groups Other CSR
  23. 23. Health and Wellbeing • Health and Wellbeing Resources – – – – – – – – – • • • • Employee support scheme Alcohol use Substance use Sexual health Smoking Physical activity Travel health Oral/Dental health Stress Mental health and well being Absenteeism rates Accident rates Turnover rates
  24. 24. Family friendly • • • • Flexible working Childcare Positive support for certain communities NEETS Clubs and family fun days
  25. 25. Environment • • • • • Energy use Carbon footprint Waste systems Recycling Environmental policy
  26. 26. Measuring Internal and local impact It’s easy with The Local Impact Measurement Tool
  27. 27. LIM Input Sheets
  28. 28. Loud and Proud
  29. 29. A considered opinion…… “As someone who‟s been involved in impact reporting for over a decade, I know the various benefits that organisations gain from doing it, but also the barriers that they face – this tool seems an ideal solution to allowing you to undertake an easy, cheap and quick impact assessment to reveal just how great you really are and the contributions you‟re making to your community: both socially and economically. It‟s not a magic bullet that will reveal everything about what everyone thinks about you and how they‟ve been changed for the better, but its a great starting point – as a benchmarking tool, a way to better prove your worth to customers and commissioning bodies, and as a starting point to develop your reporting in the future.” Adrian Ashton