The Patient Experience and Its Impact on Your Health Practice and ProfitabilityBen Buchanan
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In our most recent webinar in coordination with Availity, we covered the journey of the patient experience for health professionals. Hereâs what we cover:
- Who is todayâs patient? What are their expectations? What is patient satisfaction?
- Uncovering the cost difference between generating new patients versus retaining an existing one.
- 5 steps practices can implement to maximize the patient experience thus contributing to the overall profitability.
For more information on healthcare payment processing, learn more here: https://bit.ly/2O9mvDV
From the CHA conference, Huron Healthcareâs Larry Burnett and Paul Kane present tactical steps toward operational excellence for childrenâs hospitals.
Patient safety goals effective january 1, 2016Hisham Aldabagh
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Includes the patient safety goals which must be achieved during the year 2016, focusing on patient identification, proper patient medication, protection patient against infection, and strict per operative patient safety procedures
Patient safety in Healthcare; Developing Patient Safety Culture by reporting ...VENODEN DHARMARAJAN
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A guide and stimulant for the Medical Professionals on Patient Safety.
Patient safety is defined as the prevention and reduction of adverse outcomes (Alahmadi,2009). Learning from the mistake is the key to improve patient safety.
12.9% of admissions to public hospital in New Zealand is associated with a hospital adverse event.
10% of such admissions in UK
7.5% of such admissions in Canada
2.5 billion of Euros are spent yearly for compensation due to mistakes in hospitals in Italy
Active failure
It is related to errors of procedures or treatment at the site of the action
Latent failure
It is related to design failure, building failure and regulatory and procedure failures.
Active errors
occur at the level of the frontline operator
their effects are felt almost immediately
Latent errors
Not under the direct control of the operator
poor design, incorrect installation, faulty maintenance, bad management decisions, and poorly structured organizations
The safety culture of an organisation is the product of individual and group values, attitudes, perceptions, competencies and patterns of behaviour that determine the commitment to, and the style and proficiency of, an organisationâs health and safety management.â
Quality and safety improvement leads directly to
better patient outcomes, improves operational productivity,
increases patient and staff satisfaction, and reduces costs.
This unique program is designed to advance quality and
safety in your organization.
Government ministries, hospitals, health systems,
and universities are working with Joint Commission
InternationalÂŽ ( JCI) to bring evidence-based education
to staff through JCIâs Health Care Quality Management
& Patient Safety Diploma Program.
The Patient Experience and Its Impact on Your Health Practice and ProfitabilityBen Buchanan
Â
In our most recent webinar in coordination with Availity, we covered the journey of the patient experience for health professionals. Hereâs what we cover:
- Who is todayâs patient? What are their expectations? What is patient satisfaction?
- Uncovering the cost difference between generating new patients versus retaining an existing one.
- 5 steps practices can implement to maximize the patient experience thus contributing to the overall profitability.
For more information on healthcare payment processing, learn more here: https://bit.ly/2O9mvDV
From the CHA conference, Huron Healthcareâs Larry Burnett and Paul Kane present tactical steps toward operational excellence for childrenâs hospitals.
Patient safety goals effective january 1, 2016Hisham Aldabagh
Â
Includes the patient safety goals which must be achieved during the year 2016, focusing on patient identification, proper patient medication, protection patient against infection, and strict per operative patient safety procedures
Patient safety in Healthcare; Developing Patient Safety Culture by reporting ...VENODEN DHARMARAJAN
Â
A guide and stimulant for the Medical Professionals on Patient Safety.
Patient safety is defined as the prevention and reduction of adverse outcomes (Alahmadi,2009). Learning from the mistake is the key to improve patient safety.
12.9% of admissions to public hospital in New Zealand is associated with a hospital adverse event.
10% of such admissions in UK
7.5% of such admissions in Canada
2.5 billion of Euros are spent yearly for compensation due to mistakes in hospitals in Italy
Active failure
It is related to errors of procedures or treatment at the site of the action
Latent failure
It is related to design failure, building failure and regulatory and procedure failures.
Active errors
occur at the level of the frontline operator
their effects are felt almost immediately
Latent errors
Not under the direct control of the operator
poor design, incorrect installation, faulty maintenance, bad management decisions, and poorly structured organizations
The safety culture of an organisation is the product of individual and group values, attitudes, perceptions, competencies and patterns of behaviour that determine the commitment to, and the style and proficiency of, an organisationâs health and safety management.â
Quality and safety improvement leads directly to
better patient outcomes, improves operational productivity,
increases patient and staff satisfaction, and reduces costs.
This unique program is designed to advance quality and
safety in your organization.
Government ministries, hospitals, health systems,
and universities are working with Joint Commission
InternationalÂŽ ( JCI) to bring evidence-based education
to staff through JCIâs Health Care Quality Management
& Patient Safety Diploma Program.
If you don't have any ideas for your literature review check this 30 Nursing Literature Review Ideas visit http://www.literaturereviewwritingservice.com/
Patient retention challenges and the best ways to solve themTrialJoin
Â
As much as we want to say that patient problems stop with recruitment, this is usually not the case. In clinical research, many sites are able to recruit their necessary number of subjects, but then they start struggling to retain those patients until the end of the study.
Patient retention is crucial for the development of a study and for producing good data and results in the end. However, there are cases when retention becomes a challenge. This can happen for many different reasons, some of which can be prevented by the site and some not.
Seeing the high number of sites who face different problems with patient retention, weâll give you an idea of what are the most common challenges you might face and how to fix them as much as possible.
Maxime LĂŞ is a graduate of health sciences from the University of Ottawa that has worn many hats for many roles. Chief among them is being a patient advisor for The Ottawa Hospital. Having frequently been a patient and having a passion for health and healthcare, he decided to get involved at The Ottawa Hospital to help improve care, research and advocate for patients. Maxime, while sharing his hands-on experience and insights, answered the questions that healthcare providers, researchers, or prospective patient advisors may have, such as: ''What does it mean to be a patient advisor?'', ''Why is it important?'', and ''What impact does it have?''.
The webinar was followed by an interactive question and answer session.
Why is this essential? It springs from the eternal truth that the more you know your patients, the better you can respond to their current needs and predict what their future needs may be as well. The Health Care sector is now opting for Customer Relationship Management (CRM) in its daily application. CRM Health Care consists of a wide array of software products that help healthcare organizations to maintain excellent relationships with their clients. CRM enables the health care industry to get essential customer information and use it as efficiently as possible. CRM thus enables the health care sector to improve patient health, increase patient loyalty and patient retention and add new services as well. The CRM Health Care Services include strategic planning, communication services, consulting services, CRM for physicians, Campaign management, Database construction, predictive segmentation, and communications strategies.
This presentation goes through the various moments of truth, including Zero Moment of Truth coined by Google, to the First, Second, and the Ultimate Moment of Truth. This presentation discuss what it takes to win each of these important moments.
This presentation is part of the course "Influencing Consumers' Decisions: How to Make Them Pick You". Learn more about this class and other resources at http://CuriousMarketeer.com
For a limited time / quantity: Get this full course for $7 only (over 75% off). Use the following link for this special offer: http://bit.ly/1w7rmGN
This presentation follows on our previous work from measuring the impact and return on investment of social, community, enterprise development programs. This presentation provides evidence of our work, our methodology and the impact that we measure of development practices. Our impact assessment methodology was developed for Africa, by Africa and is aimed at practitioners from both the investment and development fraternity.
If you don't have any ideas for your literature review check this 30 Nursing Literature Review Ideas visit http://www.literaturereviewwritingservice.com/
Patient retention challenges and the best ways to solve themTrialJoin
Â
As much as we want to say that patient problems stop with recruitment, this is usually not the case. In clinical research, many sites are able to recruit their necessary number of subjects, but then they start struggling to retain those patients until the end of the study.
Patient retention is crucial for the development of a study and for producing good data and results in the end. However, there are cases when retention becomes a challenge. This can happen for many different reasons, some of which can be prevented by the site and some not.
Seeing the high number of sites who face different problems with patient retention, weâll give you an idea of what are the most common challenges you might face and how to fix them as much as possible.
Maxime LĂŞ is a graduate of health sciences from the University of Ottawa that has worn many hats for many roles. Chief among them is being a patient advisor for The Ottawa Hospital. Having frequently been a patient and having a passion for health and healthcare, he decided to get involved at The Ottawa Hospital to help improve care, research and advocate for patients. Maxime, while sharing his hands-on experience and insights, answered the questions that healthcare providers, researchers, or prospective patient advisors may have, such as: ''What does it mean to be a patient advisor?'', ''Why is it important?'', and ''What impact does it have?''.
The webinar was followed by an interactive question and answer session.
Why is this essential? It springs from the eternal truth that the more you know your patients, the better you can respond to their current needs and predict what their future needs may be as well. The Health Care sector is now opting for Customer Relationship Management (CRM) in its daily application. CRM Health Care consists of a wide array of software products that help healthcare organizations to maintain excellent relationships with their clients. CRM enables the health care industry to get essential customer information and use it as efficiently as possible. CRM thus enables the health care sector to improve patient health, increase patient loyalty and patient retention and add new services as well. The CRM Health Care Services include strategic planning, communication services, consulting services, CRM for physicians, Campaign management, Database construction, predictive segmentation, and communications strategies.
This presentation goes through the various moments of truth, including Zero Moment of Truth coined by Google, to the First, Second, and the Ultimate Moment of Truth. This presentation discuss what it takes to win each of these important moments.
This presentation is part of the course "Influencing Consumers' Decisions: How to Make Them Pick You". Learn more about this class and other resources at http://CuriousMarketeer.com
For a limited time / quantity: Get this full course for $7 only (over 75% off). Use the following link for this special offer: http://bit.ly/1w7rmGN
This presentation follows on our previous work from measuring the impact and return on investment of social, community, enterprise development programs. This presentation provides evidence of our work, our methodology and the impact that we measure of development practices. Our impact assessment methodology was developed for Africa, by Africa and is aimed at practitioners from both the investment and development fraternity.
Lessons from 'Measuring Social Impact' a two day course run at the School for Social Entrepreneurs London in conjunction with nef consulting. The course runs throughout the year, and is aimed at charities, social enterprises and public sector organisations who are looking to take the first steps to measuring their social impact.
Understanding the Impact of Investment Costs on Productivity and ProfitabilitySociety of Cost Management
Â
Understanding the Impact of Investment Costs on Productivity and Profitability
by Douglas T. Hicks CPA
Annual Management Accounting Conference
IMA Metro Detroit & Toledo Chapters
Innovation, Investment, Influence and Impact: design that fosters changeFranco Papeschi
Â
Slides for the talk I gave at Interaction13 - Toronto.
In the past 15 years, while designers were learning how to create products, services and interactions that guarantee a return on investment, the world of businesses was changing. Economic return is not the only measurement now for value-driven businesses, many start-ups, social enterprises, community-based organisations, NGOs and even for corporations. This upcoming economic model is focused on the impact that new products and service have on societies and economies. We, as designers, are not fully ready to plan and assess what impact our work will have on the users and customers we aim to engage. In this session, I'll present an approach that goes beyond user-centred design and activity-centred design: impact-driven design. I will introduce some examples taken from my involvement in the creation of start-ups in different African countries, and I will introduce a series of tools and practices that would help Interaction Designers go beyond their remit of creating useful, usable and engaging experience, and create impactful services.
An Introduction to Monitoring and Evaluation of Healthcare Projects. Monitoring and Evaluation is an integral component for the success of any donor-funded project as it provides accountability, and well-informed decisions through the use of data and plan that guides implementation
Evaluation serves two main purposes: accountability and learning. Development agencies have tended to prioritize the first, and given responsibility for that to centralized units. But evaluation for learning is the area where observers find the greatest need today and tomorrow. A learning approach to evaluation looks to designing evaluation with learning in mind.
Monitoring and evaluation is a vital component that determines the effectiveness of a corporation's assistance by establishing clear links between past, present and future initiatives and results. The process helps in improving the programme performance and achieving desired results. It provides opportunities for fine-tuning, re-orientation and planning of the programme effectively, without which it becomes impossible to measure the success and impact of the programme even if the approach is right.
This video is for managers or professionals that are responsible for cultivating or "driving" change for their organization. Metaspire Cultural Change tools can be customized to support any transformational or change initiative.
Successful organizations are constantly monitoring, evaluating, and improving based off of their successes and failures. Learn how to design your own monitoring and evaluation program with this deck from WAN, and learn more on our free Strategic Advocacy Course, available at: http://worldanimal.net/our-programs/strategic-advocacy-course-new/about
Similar to Measuring the Impact and ROI of community/social investment programs (20)
Executive Summary: 2020 Research Report: This presentation focuses on the status of the social and impact investment sectors, and provides hindsight, foresight and insight into trends and emerging (best) practices globally, but also with a specific focus on development practice in Africa.
A presentation supported by a research report that focuses on development issues in Africa. The report is themed Innovation and Impact and is presented in three sections, hindsight, foresight and insight
How to measure the impact of social and impact investments. A guide to measure both impact and return on investment. Specifically developed for development practitioners who want to enrich their M&E or MEL practices.
Impact assessment methodology specifically developed for measuring impact of development programs.
Reana Rossouw
Next Generation Consultants
www.nextgeneration.co.za
Extensive research report of trends, forecasts and impacts for the social investment and development sectors in Africa. Challenges, opportunities, impact and return on investment
A detailed impact assessment methodology developed by Next Generation Consultants for determining impact and return on investment for the grantmaking and social development sectors.
Grantmaking: Executive Summary of research report 2017/2018: Reflections and insights from Africa regarding the social investment and development sectors.
This presentation follows on previous (2013,2014,2015) presentations and provides an overview of the latest trends as well insight into the future for social, community investment and development practitioners in South Africa.
Presentation delivered to MBA students about the importance of social capital. What it is, how to measure it, case studies and applications. How it is different to other capitals and what is happening in the field.
This presentation was given at the Sustainable Brands Africa Conference in May 2016. It provides case studies and lessons learnt of conducting numerous impact assessments. It also provides advice of how to conduct impact assessments, what indicators to consider and how to determine return on investment
How to measure the impact and return on investment of social/community investment and development. This presentation contains evidence of successful measurement and provides case studies of typical measurement aspects. More information is provided on: www.nextgeneration.co.za
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
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Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
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This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
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Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. Youâll also learn
⢠Four (4) workplace discipline methods you should consider
⢠The best and most practical approach to implementing workplace discipline.
⢠Three (3) key tips to maintain a disciplined workplace.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
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According to TechSci Research report, âIndia Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030â, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
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Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Unveiling the Secrets How Does Generative AI Work.pdfSam H
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At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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Attending a job Interview for B1 and B2 Englsih learnersErika906060
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
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HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
3. Definitions
What is impact?
Measures âthe difference being made by an interventionâ
Impact measurement is the process of providing evidence that
your organisation/program - is doing something that provides a
real and tangible benefit.
What is return?
Measures âthe funder benefit/gainâ
What is an impact measurement framework?
The activities an organisation carries out can have long-term effects
on beneficiaries, beneficiariesâ families and the broader community.
An impact measurement framework seeks to identify and
quantify/qualify this impact/change.
An impact measurement framework provides the structure for
assessing all aspects of impact.
2016/04/15Next Generation Consultants
3
4. Why is measuring impact and return
important?
Measuring impact can help to
Build on the things you are doing well and to learn from the challenges you have
faced/experienced.
This feeds into good practice and means the organisation will learn and improve
continuously.
Just as financial accounts prove the viability of a business, impact measurement
can show a robust and rigorous approach to providing community or economic
or environmental benefits.
2016/04/15Next Generation Consultants
4
5. Why the pressure to measure?
The debate of impact and return on investment are playing out in three
arenas:
In private/corporate foundations and CSI divisions
Aiming to be more strategic about their social/community investments and
development programmes
In nonprofit organisations in response to pressures from investors, corporates,
foundations and government
To be more accountable for the resources received and programme outcomes
expected
Among all other role-players such as government agencies, intermediary
organisations, and international development agencies
Seeking to improve development effectiveness and lessen dependency on
development aid
2016/04/15Next Generation Consultants
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6. Why now?
Funders are increasingly asking for verifiable results â to understand the
difference they make, directly and indirectly in the economy, society and
the environment
This trend is accelerating, and the sector is increasingly looking to pay
for/by results â and to learn from what they, and those they fund, do
It is not just donors that care about impact. In a age of competition,
transparency, and recessionary economies there is a growing competition
for resources
2016/04/15Next Generation Consultants
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7. Impact Assessment - Variety of purposes
One can and should use impact data to make programme decisions across
investment and development portfolios
One can and should use impact data to make funding decisions within
investment and development portfolios
It is about building a unifying measurement standard, as well as a
conceptual framework for understanding the biggest impact across a Rand
value unit. So - it is not just about comparing one investment or one
development portfolio to another or one organisation to another, but to also
determine which programme/organisation/investment yields the highest
return/impact for the most effective use of resources
Therefore, we require a combination of the breadth of quantitative with the
depth of qualitative evaluation/assessment methods
2016/04/15Next Generation Consultants
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8. Differences
Definition Detail
MONITORING:
Regular systematic collection and
analysis of information to track the
progress of programme implementation
against pre-set targets and objectives.
DID WE DELIVER?
⢠Clarifies programme objectives
⢠Links activities and their resources to objectives
⢠Translates objectives into performance indicators and sets targets
⢠Routinely collects data on these indicators and compares actual results with
targets
⢠Reports progress to managers and alerts them to problems
EVALUATION:
Objective assessment of an on-going or
recently completed project, programme
or policy, its design, implementation and
results.
WHAT HAS HAPPENED AS A RESULT?
⢠Analyses why intended results were or were not achieved
⢠Assesses specific casual contributions of activities to results
⢠Examines unintended results
⢠Provides lessons, highlights significant accomplishments or programme
potential and offers recommendations for improvement
IMPACT ASSESSMENT:
Assesses what has happened as a result
of the intervention and what may have
happened without it, from a future point
of time.
HAVE WE MADE A DIFFERENCE AND
ACHIEVED OUR GOAL?
⢠Seeks to capture and isolate the outcomes that are attributable (or caused
by) the programme
⢠Will review all fore-going monitoring and evaluation activities, processes,
reports and analysis
⢠Provides an in-depth understanding of the various causal relationships and the
mechanisms through which they operate
⢠May seek to synthesize, compare, contrast a range of interventions in a region,
timeframe, sector or reform area
8
9. The impact value chain
2016/04/15Next Generation Consultants
9
Input
Resources that are
deployed in
service of a certain
(set of) activities
Cash, Products,
Services, Hours,
Non-cash â
buildings, time,
books, resources
(wheelchairs,
books)
Invested resources
or capital
deployed
Activity
Actions, or tasks
that are performed
in support of
specific impact
objectives
Actions by an
organisation to
facilitate a change
Activities
undertaken to
deliver on program
objectives goals
Output
Tangible,
immediate
practices,
products and
services that result
from the activities
that are
undertaken
Number of
beneficiaries
served by an
organisation/
program
Services rendered
through the capital
provided
Outcome
Changes, or
effects on
individuals/commu
nities that follow
from the delivery
of products and
services
Changes among
beneficiaries i.e.
increased
capacity to earn a
living
Impact
Changes or effects
on society or the
environment that
follow from
outcomes that
have been
achieved
Changes in
broader
environment for
instance reduced
incidences of
crime
Impact on society
due to capital
deployed
Return
Benefit
gained/achieved
by the funder as a
result of the input
resources
Changes in the
business or
operating
environment for
instance better
stakeholder
relationships
Benefit by the
funder due to the
impact capital
invested
10. Guidelines/process for impact measurement
Goal setting
Framework
development
and indicator
selection
Data
Collection
Data
Validation
Data Analysis
Data
Reporting
Data Driven
Management
Set goals
Articulate the desired impact of the investment â establish a theory of change/value
creation process to form the basis of strategic planning and decision-making to serve
as a reference point for investment performance
Develop Framework and Select indicators
Determine metrics/indicatos to be used for assessing the performance of the
investment - the framework integrates indicators and outlines how specific data are
captured and used, it uses indicators that align with existing standards to measure
progress/impact
Collect data
Ensure that the information, technology, tools and resources, human capital and
methods used to obtain and track data for the anticipated impact are effectively
utilised
Validate Data
Validate data to ensure sufficient quality â verify that impact data is complete and
transparent by checking assumptions and calculations against known data sources,
where applicable (baselines)
Analyse Data
Distil insights from the data collected â review and analyse data to understand how
investments are progressing against impact goals/objectives
Report Data
Share progress with stakeholders â distribute impact data coherently, credibly, and
reliably to effectively inform decisions by all stakeholders
Make Data-driven management decisions
Identify and implement mechanisms to strengthen the investment/development
process and outcomes â assess stakeholder feedback on reported data and address
recommendations to make changes to the investment or Theory of Change for
sustainable development
2016/04/15Next Generation Consultants 10
11. Indicators
Indicators define/measure and demonstrate the outcome of an objective
Indicators should be easily measurable (within reason) and meaningful to stakeholders
In selecting indicators the following factors may be influential:
Who â the target population to be measured/assessed
How much â the degree of change that is expected
How many â the amount of change among the target population that would indicate a successful level of
achievement
When â the time frame in which this change should occur
Indicators can be quantitative or qualitative or both
Quantitative indicators measure changes expressed as numbers or statistics, e.g. frequency of
behaviours, number of attendees
Quantitative data can also measure changes in attitudes, beliefs, and perceptions when respondents
express opinions in the form of ratings or rankings
An advantage of a quantitative data collection approach is that data can be easier to collect and analyze
than qualitative information. However, data that is easy to gather may not be the most illuminating or
insightful
Qualitative indicators relies on observations of changes with the intent of understanding patterns and
relationships. Data are often in the form of descriptions, narratives, and open-ended responses
Qualitative data might be used to capture individual and collective stories of social change, including
personal perceptions
Sometimes qualitative evidence is the only way to document changes in relationships and contexts
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12. Important indicator selection issues
Involve stakeholders in defining indicators
Consider both quantitative and qualitative indicators
What is most important to a program or initiative may not be easiest thing to measure. In
collecting data that is easily accessible or purely quantitative, stakeholders run the risk of being
dismissive of the true and deeper impact of a program
Conversely, a cursory anecdotal review of a program done by those who are predisposed to
view it as successful would not likely hold up to scrutiny from outsiders
Determine if your outcomesâand therefore the indicators you defineâare short-,
intermediate- or long-term
Measurement of short-term change will most likely focus on the implementation of a project
(How did it work? How effective was the design?) or on establishing a baseline from which to
assess change down the road.
Intermediate change can be measured by defining benchmarks. A benchmark is a type of
indicator that refers to the level of change an organisation expects to make from its baseline.
Most evaluators and researchers agree that impact takes time to occur and that outcomes are
only measurable in the intermediate- or long-term. The longer a program runs, the more complex
its selection of indicators and the more likely, or even necessary, it becomes to use benchmarks.2016/04/15Next Generation Consultants
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13. Important indicator selection issues
Consider a programâs context and its complexity as this will affect results and the selection
of indicators. Select indicators at the beginning of a program or project in order to plan for
data collection, but also allow for indicators to be defined or revised as new outcomes
emerge during program implementation.
Decide on a modest range of realistic indicators. It is nearly impossible for a few indicators
to capture complex social change, particularly since change tends to happen
incrementally and can be attributed to numerous inputs.
Avoid common pitfalls.
One frequent mistake is that people choose outcomes that they believe they can easily achieve
and measure based on the desire to show success. Conversely, they may ignore outcomes that
are difficult to achieve and measure.
Another mistake is to disregard negative outcomes or not be alert to unexpected outcomes that,
if recorded and assessed, can be just as important in terms of understanding impact.
Yet another pitfall is the tendency to attribute causality for social change to one modest program
when that change is caused by multiple factors.
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14. What Impact Assessment is all about
Impact
Identify, interpret, improve, investigate, involve, inform
To provide evidence
To demonstrate performance
To prove accountability
To show programme/investment effectiveness
To demonstrate shared/blended value
To empower and capacitate all stakeholders
Ultimately - to alleviate, reduce and eradicate poverty
and contribute to sustainable development
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17. Calculating Impact â The Process
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17 Information Sources
(Strategies, applications,
contracts, evaluation
reports, site inspections,
engagement)
Primary, secondary and
tertiary assessment
Data score sheet â
identifying and
calculating impact and
return
Impact per stakeholder
(QL & QN)
Return for investor
Dimension of impact
and return
Analysis, interpretation,
triangulation of data
Impact per programme,
per focus area per
stakeholder group
Return per programme
per focus area
Cost benefit analysis Shared Value X:Y
Recommendation
strategic, operational
and programmatic
18. How much was spent â where â on
what?
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19. Case Study 1 - Multichoice
Total Impact â Per programme Total Impact â Per Focus Area
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20. Case Study 1: Multichoice
Total Return per Brand Total Return by Investment
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21. Case Study 2: Pioneer Foods
Spend per focus area Impacts per focus area
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22. Case Study 2: Pioneer Foods
Impact across the triple bottom line
4
3 3 3 3 3 3 3
2 2
0
0,5
1
1,5
2
2,5
3
3,5
4
4,5
Economic Impact
7
5
4 4
0
1
2
3
4
5
6
7
8
F&TFA-
Limani
Aqua Noir Heart MOT
Social Impact
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8 8 8
3
2 2
0
1
2
3
4
5
6
7
8
9
Environmental
Impact
24. Case Study 2: Impact per focus area
97
91
Paardeberg WWF
Impact Scores for SED
Focus Area -
Environment
100
97
91
79 78
60 60
50
38
Impact Scores for SED
Focus Area - Food
Security
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103
61
MOT PFECT Bursary
Scheme
Impact Scores for PFECT
Focus Area - Education
71
25
Aqua Noir Katmakoep
Impact Scores for Focus
Area - Enterprise
Development
25. Case Study 3 â BHP Billiton Metalloys â
Programme performance
Top five
94
76
69
64 62
Bottom five
34
44
46 46 47
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60
54
52 52
Middle four
26. Case Study 3: BHP Billiton Metalloys -
Impact across focus areas per programme
Commuity Impact High
Developmental
Business Impact High
Strategic
HIV and Me 94:7
Community Impact Low
Charitable
Inkululeko 52:1
Cansa 44:2
Reach for a Dream 34:3
Business Impact Low
Commercial
Health
Average 56:3
Community Impact
High
Developmental
Eureka School 76:2
Meyerton High School
69:1
Business Impact High
Strategic
Dr Malan School 64:3
PC Literacy for Educators
52:4
Community Impact
Low
Charitable
Springfield Primary 46:1
Sibongile School 46:2
Business Impact Low
Commercial
Wings for Life 54:3
CASME 47:3
Education
Average 57:2
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Commuity Impact High
Developmental
Business Impact High
Strategic
Kotulong Community
Centre 62:4
Raizcorp Business
Incubation 60:4
Community Impact Low
Charitable
MCD Training 52:3
Business Impact Low
Commercial
Poverty
Alleviation
Average 58:4
27. Impact vs. Return: Programmes vs.
Focus Areas
Commuity Impact Above Average
Eureka School 76:2
Meyerton High School 69:1
Dr Malan School 64:3
Business Impact Above Average
HIV & ME 94:7
Kotulong CC 62:4
Raizcorp Business Incubation 60:4
Community Impact Below Average
Wings for life 54:3
MCD Training Centre 52:3
Adv. of Science and Maths 47:3
Reach for a Dream 34:3
Sibonile School 46:2
CANSA 44:2
Inkululeko Project 52:1
Springfield Primary 46:1
Business Impact Below Average
PC Literacy for Educators 52:4
Total Impact 852
Total Return 43
Overall Averages
56:3
Commuity Impact Above Average
Business Impact Above Average
Education 454:19
Community Impact Below Average
Health 224: 13
Poverty Alleviation 174:11
Business Impact Below Average
Total Impact 852
Total Return 43
Overall Averages
284:14
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28. Case Study 3: BHP Billiton Metalloys â
Impact vs. Cost
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Individual cost per impact and return on investment for the community investment and development programmes
Total Spend Programmes Total Impact Total Return
R 62 678 764,00 15 852 43
Cost per Impact R 4 933. 39
Cost per Return R 78 841. 21
Individual cost per impact per Focus Area
Focus Area Spend Programmes Total Impacts Cost per Impact
Health R 1 364 500.00 3 217 R 2 096.00
Education R 36 314 264.10 8 472 R 9 617.00
Poverty Alleviation R 25 000 000.00 3 158 R 52 742.60
Individual cost per return per Focus Area
Focus Area Spend Programmes Total Returns Cost per Return
Health R 1 364 500.00 3 15 R 30 322.22
Education R 36 314 264.10 8 27 R 168 121.59
Poverty Alleviation R 25 000 000.00 3 11 R 757 575.75
The table below indicates that the Poverty Alleviation portfolio/focus area delivers the least community impact,
whilst the health and educational portfolios delivered more cost effective impact for communities.
The table below highlights the fact that to achieve a single impact in the community R4 933 needs to be spend per programme.
Similarly, R78 800 needs to be spent to achieve a single return on investment for BHP Billiton Metalloys South Africa.
The table below clearly indicates that the health portfolio not only had the highest return on investment for BHP Billiton Metalloys, but
was also the most cost effective portfolio.
The Educational portfolio delivered the second highest return on investment and the Poverty Alleviation was not only the most
expensive, had the least community impact, but also the least return on investment.
30. Business value of determining ROI
Knowledge
Deep understanding of value and
impact as well as risks
Comparative data â
industry/sector
Insights into and across impact
dimensions
Insights into stakeholder groups
affected
Action
New or enhanced business
decisions, practices and
behaviours
Develop new
products/services/markets
Changes policies, strategies and
practices to increase impact and
return
Report in a more credible,
integrated and useful way
Results
Improved performance â
profitability/competitiveness
Reduce potential risks â
community activism/licencing
Save costs â of court
cases/mitigation of risks
Enhanced stakeholder
relationships
Improved licence to operate
conditions
Improve trust and transparency
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31. Return on investment â Indicators
Strategic Aspects
Support of corporate values and
strategies
Support of sustainability
strategy/programs
Support of future growth,
development and market access
Investor /
Shareholder Aspects
Share price not affected when
industry or sector are targeted by
activists
Rated as industry leader in
Sustainability Indices
Increased investment from socially
responsible investment funds
Inclusion and high ratings in
awards programs
Reputation Aspects
Recognition/awards
Media coverage
Increased brand awareness
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32. ROI Impact
Profit Aspects
Sales generated from programs
linked to products
Value of new products and
services generated from CI/CSI
programs
Increased worker productivity
Increased share price (e.g. from
attention of socially-screened
investment funds)
Environmental
Aspects
Costs mitigated from rehabilitation
Costs saved from waste
management/recycling
Carbon emissions sequestrated
Costs of fines
Sector Specific Aspects
Financial Sector
⢠Economic trends and demographics and
expanding workforce needs
⢠Increasing regulatory activity (e.g. CRA, PRI, CRESA,
JSE, investment screening)
⢠Increasing equality/disparity between haves/have-
nots â financial inclusivity
⢠Globalization
⢠Opportunities to brand company through
community involvement
Mining
⢠Intensity of opposition
⢠Previous negative incidents
⢠Regulatorsâ sensitivities
⢠Compatibility with existing development objectives
⢠Reputation of company
⢠Level of community involvement
⢠Involvement of external advocates
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33. ROI Impact
Stakeholder Aspects
Increased community/government
awareness/positive
relationships/stakeholder relations
Decreased complaints/grievances/
activism/strikes/boycotts/negative
press coverage
Cost savings/avoidance
Prevention of operational
stoppages/delays
Reducing/decreasing legal costs/law
suits
Support for market entry/expansion
plans
Savings Aspects
Tax rebates received from
philanthropic/
charity/social/community
contributions
Saved costs of free advertising space
received from media coverage of the
CI/CSI programs
Legal fees averted (includes legal
department staff time and projected
billable hours from contracted firms)
Savings Aspects Continue
Crisis PR efforts averted (includes PR staff time
and projected billable hours from contracted
firms)
Costs of avoided down-time from failure to
receive building approval, work stoppages,
etc.
Reduced employee recruitment costs, reduced
turnover costs, and/or reduced absenteeism
Reduced employee training costs (e.g.,
through community service learning initiatives)
Reduced customer turnover
Other staff management hours saved
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34. ROI Impact
Customer Aspects
Surveys indicating improved customer
perceptions and impacts on shopping
decisions
Sales leads generated in specific
geographic or demographic markets
Development/increased sales of specific
products/services in targeted geographic or
demographic markets
Annual brand tracking surveys indicating
higher scores
Collaboration/participation/co-design of
new product/service development
Greater participation/involvement/
contribution in community investment and
development programs
Increased brand awareness
Increased customer acquisition/retention
Operational Aspects
Mitigation of operational risks
(health/environment/safety)
Support and enhancement of
business operational requirements
(integration, skills development,
etc.)
Compliance Aspects
⢠B-BBEEE
⢠Licence to operate
⢠SLP Mandate/Strategy
⢠DMR/King III/ICMM/IPIECA
⢠Approval rates/new
explorations/extensions
⢠Rehabilitation
⢠Drop in complaints/grievances
⢠Global Compliance
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35. ROI Impact
Employee Aspects
Positive response to utilizing volunteerism for professional development/skills
development and team building
Employee surveys demonstrating that volunteer activities contribute to
leadership development
Voted one of the best companies to work for
Surveys showing increased employee morale from participation and
increased numbers of employee volunteers, volunteer hours, and the
number of company-sponsored volunteer projects
Satisfaction surveys indicating positive impact and anecdotal evidence
Employee training programs designed to use volunteers and products with
most donations
Employees learning to use products to that they are more equipped to
sell/market them
CSI/CI projects used for team building or during orientation/induction or
other training
Recruitment from communities where CSI/CI projects are run
Internal surveys showing an increase in employee pride, morale and
commitment as a result of employee involvement in volunteer activities
Social Aspects
Improvement of quality
of life
Community job creation
/ empowerment
Improved stakeholder
relations within the
community
Poverty reduction
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37. 2016/04/15Next Generation Consultants
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Impact: Thinking beyond evaluations:
Decision
â˘Now what?
Synthesis
â˘So what?
Analysis
â˘What impact
was
achieved?
â˘What does
the evidence
show?
Method
â˘How will we
determine
impact or
gather
evidence?
Information
â˘How will we
know?
â˘What
evidence do
we need?
Standard
â˘What would
indicate
impact?
Criteria for
impact/
value of
impact
â˘What
matters?
Key
Question
â˘What do you
want to
know?
38. Thank You
Reana Rossouw - Next Generation Consultants
Next Generation Consultants are internationally
recognized and have published extensively and
spoken at local and international conferences.
Copies of these articles, research papers,
presentations, whitepapers and awards are available
on:
Website: www.nextgeneration.co.za
Linkedin: https://www.linkedin.com/company/next-
generation-consultants
Google+: https://plus.google.com/+reana rossouw
Pinterest: https://www.pinterest.com/reanarossouw/
Facebook: https://www.facebook.com/
nextgenerationconsultants/
Slideshare: http://www.slideshare.net/Reana1
Please Note:
The material is this presentation is
copyrighted
Permission must be obtained for
using the material/content of this
presentation.
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