Elif Urgan from turkish agency Mikado Consulting Social impact management

1. SOCIAL IMPACT
MANAGEMENT
15.11.2017

2. WHAT IS IMPACT?
SOCIAL IMPACT MANAGEMENT
IF YOU DON’T MEASURE,
YOU CAN’T TREASURE!

3. WHAT IS SOCIAL IMPACT?
SOCIAL IMPACT MANAGEMENT
Creating positive change in people’s lives
Directly or Indirectly
Intentional of Unintentional
Change = Social Value

4. IMPACT THINKING APPROACH
SOCIAL IMPACT MANAGEMENT
Involving and being accountable to stakeholders
Collecting data from stakeholders to improve the
design of products or services

5. WHAT IS IMPACT THINKING FOR?
SOCIAL IMPACT MANAGEMENT
To help allocate resources as efficient as can be
+
To create as much impact as can
+
To make decisions:
To change
To stop
To scale
+
To let the funders know the social and financial value
being created

6. FUNDERS, SOCIAL ENTERPRISES AND RISK
SOCIAL IMPACT MANAGEMENT
Social Enterprises are riskier to invest in for the
funders.
How can a social enterprise manage risk?
And prove itself to a funder?

7. FUNDERS, SOCIAL ENTERPRISES AND RISK
SOCIAL IMPACT MANAGEMENT
By making the right decisions!
• Upgrading existing products and services
• Scaling up products and services that are working well
• Replacing ones that aren’t working with new ones
• Developing strategic partnerships to increase impact
• Being prepared to go back to the drawing board to
transform the business and its goals

8. FUNDERS, SOCIAL ENTERPRISES AND RISK
SOCIAL IMPACT MANAGEMENT
Cost and Risk Analysis
• Data supporting the change - is it accurate, complete,
detailed enough?
• Cost of making the change
• Cost of reversing the change if it doesn’t work
• Cost to others if it doesn’t work

9. IMPACT MANAGEMENT THROUGH 10 IMPACT QUESTIONS
SOCIAL IMPACT MANAGEMENT
1. What problem are we trying to solve?
2. What is our proposed solution to the problem?
3. Who experiences changes in their lives as a result of what you
do?
4. What changes are (or likely to be) experienced?
5. How can we measure these changes?
6. How much of each change has happened (or is likely to happen)?
7. How much of each change is caused by our activities?
8. How long do we need to measure the changes for?
9. What is the relative importance of the different changes?
10. Which changes matter and are important enough for us to
manage?

10. HOW TO MANAGE AND MEASURE IMPACT?
SOCIAL IMPACT MANAGEMENT
There are different methodologies:
• Social Return on Investment (SROI)  social and financial
value can be observed
• Stakeholder Based Social Impact Maps  Similar to SROI
but does not underline the financial value created
• Theory of Change (ToC)  draws a road map for more
impact. It acts like as a strategic plan for social impact.
• Logical Framework  Performance focused. Usually helps
measure the performance of activities rather than impact
Determining indicators is common for all kinds of methods.

11. HOW TO MANAGE AND MEASURE IMPACT?
SOCIAL IMPACT MANAGEMENT
Data Collection Is The Main Issue
• Qualitative data
• Quantitative data
• Adhoc meetings (less formal)
• Face-to-face surveys
• Phone surveys
• Email / online surveys
• Postal surveys

12. SOME CASES OF IMPACT
MANAGEMENT STRATEGIES

13. SOCIAL IMPACT MAP DEVELOPMENT
E-SCHOLARSHIP PLATFORM: E-BURSUM
E-Bursum is a social enterprise that makes
the granted scholarships in Turkey
systematized and centralized. It created a
scholarship system that is more accessible,
transparent, democratic and equitable. It
also provides trainings and online
mentoring opportunities to granters to
maximize the granters’ social impacts.
It has been active since September 2015 and operates on national
level.
It has been involving its main stakeholders (mostly beneficiaries)
to create and revise the platform and develop new products.
However, this involvement was disorganized and non- systematic
before developing a stakeholder based social impact map.

14. E-BURSUM’S OBJECTIVES BY IMPACT MEASUREMENT
E-SCHOLARSHIP PLATFORM: E-BURSUM
• Developing a social impact archive
• Better contribute to the equality of
opportunity in education
• Use it as a tool for attracting
investors
• Use it as a tool for communication

15. SOCIAL RETURN ON INVESTMENT (SROI)
FRC GROUP
FRC Group’s vision is of a society where people can
obtain good quality, affordable furniture without
experiencing the devastating impacts of furniture
poverty – no bed to sleep on or unmanageable debts.
Their mission is to reduce and ultimately eradicate
furniture poverty.
FRC Group runs social businesses that create profits and opportunities to
change the lives of people living in poverty and unemployment. FRC also
campaign to raise awareness of furniture poverty and create practical
solutions to get furniture to people who need it.
Carrying out stakeholder engagement using the Social Value Principles has
refocused FRC Group’s understanding of their impact from only looking at
the progress on organisational objectives, to looking from the perspective of
their stakeholders.

16. E-SCHOLARSHIP PLATFORM: E-BURSUM
The most significant benefit of the SROI
studies: FRC Group can improve their
performance and identifying which factors
are key in producing positive outcomes for
their stakeholders
SOCIAL RETURN ON INVESTMENT (SROI)
In the past their stakeholder engagement had been more
focused on whether the organisational objectives were being
achieved but through the SROI analyses they have done,
their stakeholder engagement has been improved and
refocused on the stakeholder’s perspective.

17. THEORY OF CHANGE
FUTURE IS BRIGTHER (GDN)
Gelecek Daha Net (GDN) increases
employability of young people in Turkey
through online and offline services
empowering young people. Services
vary from online mentoring, coaching,
trainings, surveys, workshops, youth
camps, etc.
It has been active since September 2009 and operates on
national level.
GDN was more focused on monitoring & evaluation of the
services until 2016 but now has developed its theory of
change and started managing their impact in a more
systematic way.

18. • Developing a social impact strategy
• Increase its impact
• Use the results for strategic decision
making
• Use it as a tool for attracting
investors
• Use it as a tool for communication
FUTURE IS BRIGTHER (GDN)
GDN’S OBJECTIVES BY IMPACT MEASUREMENT

19. SOCIAL IMPACT MAP DEVELOPMENT
VODAFONE SMART VILLAGE
Vodafone Smart Village is a
new generation rural life style
that brings together traditional
agricultural methods and high
technology.
The village is being established since 2015. The infra-structure
works are still ongoing; the target is to start activities in mid-
2017.
From the very start they started to build an impact management
system and recently they have developed a very detailed social
impact map.
They have been involving their stakeholders to the process since
the very beginning.

20. Smart Village included all
the activities (around 20
services) and all the
stakeholders to the map.
It listed the outcomes that
they might see as a result of
these activates.
FUTURE IS BRIGTHER (GDN)
GDN’S OBJECTIVES BY IMPACT MEASUREMENT
It have consulted with their stakeholders while listing the
outcomes and try to see the value they create for them.
It started to think about their products and strategies through
the feedbacks they get from their stakeholders.

21. SUMMARY
SOCIAL IMPACT MANAGEMENT
YOU HAVE TO MEASURE
MANAGE SOCIAL IMPACT
TO CREATE SOCIAL AND
FINANCIAL VALUE

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