MCIS Social Impact Metrics 2016

MCIS Social Impact Metrics 2016

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  MCIS Language Solutions SocialImpact Metrics Ver. 3 Eliana Trinaistic, September 29th , 2016
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  Rational for MCISmetric to be captured in two categories: a) Transactions (encounters or actions expressed in quantifiers, quantitative) and b) Transformations (perception and witnessing long term change in narratives, qualitative): • Increased complexity of NPs/SEs decision making (decentralization) • Increased aspiration of stakeholders and funders for NPs/ SeEs to provide the evidence of their impact • Demographic and cultural shifts (more diverse, mobile, technologically connected work force and beneficiaries) that allows for new alliances to form quickly and complexity of the impact to be measured in multiple ways • Maturation of the field (30 years of practice) • Desire to build in common language and shared concepts that will matter •Source: Pastor, Ito, Rosner. Transactions, Transformations, Translations
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  4 PILLARS ofMCIS IMPACT SAMPLE METRICS TRANSACTIONS Quarterly TRANSFORMATION Semi-annually TARGETS I WINNING BUSINESS IN A NEW WAY Quantitative # - number $ - value % - percentage Qualitative – stories, interviews, narratives In brackets – measurements that overlap Year 1 – None (Pilot year) II ENGAGING PARTNERS III LEADING THE SECTOR IV BUILDING ORGANIZATIONAL CULTURE AND CAPACITY
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  4 PILLAR I TOOLSSAMPLE METRICS TRANSACTIONS TRANSFORMATION WINNING BUSINESS IN A NEW WAY I.1 New Business Evaluation Criteria # of contracts won that serve primary beneficiaries # of contracts won that provide access to critical information and services #of contracts won awarded by social enterprises (SE), NPs or diversity org #of contracts won serving vulnerable sector (other) A. Ability to innovate and experiment with new business models and strategies (IV. CAPACITY) B. Increased ability to transcend business interest and have long- term objective in focus C. Ability to form strategic relationships to optimize capacity (II. ENGAGING) D. Increased accountability
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  5 PILLAR II TOOLSSAMPLE METRICS TRANSACTIONS TRANSFORMATION ENGAGING PARTNERS II.1 LPs Interviews (List, Questions, Data Base) # of stories gathered (LPs) # of stories published (LPs) # of stories gathered (SPs) # of stories published (SPs) # of processes established (for conducting and collecting stories) # of meetings/ trainings to develop narratives and frame issues # of mediums used for outreach # of contributors (total) # of diverse audiences (readers, viewers) reached A. Increased awareness about the role of LPs in ensuring access to critical information and services B. Ability to form strategic partnerships to promote organizational mission and vision (I. WINNING) C. Increased adoption of narratives/ framing of issues D. Increased sense of belonging to a larger community of LPs E. Increased ability to influence public awareness and consciousness II.2 SP Interviews (List, Questions, Data Base)
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  6 PILLAR III TOOLSSAMPLE METRICS TRANSACTIONS TRANSFORMATION LEADING THE SECTOR – III.1 ADVOCACY CAMPAIGN A) PLANING & IMPLEMENTATION # of activities planned # of allies (research, others) involved # of reports/ briefs written and distributed B) ACTION & ACTIVITIES # of members/allies # of mediums used for outreach # of contributors (total); # of people engaged # of diverse audiences (readers, viewers) reached C) OUTCOMES # of policies won/ defended # of critical services gained $ of cost avoided … A. Increased internal research capacity B. Increased motivation for people to get involved (well received frame) C. Increased adoption of narratives/ framing of issues (II. ENGAGING) D. Ability to (re)act quickly and take up upon issues of lack of critical access E. Ability to influence public F. Ability to increase accountability of decision maker G. Ability to organize and win larger campaigns H. Ability to create infrastructure for larger wins I. Ability to develop policy and set the agenda from the bottom-up
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  7 PILLAR IV TOOLSSAMPLE METRICS TRANSACTIONS TRANSFORMATION BUILDING ORG. CULTURE & CAPACITY IV.1 CORE VALUES/ CHANGE MNGMT. # of sessions to create new narratives # of internal communication with staff # of training sessions to implement new narratives # of meetings to convey new messages # of staff stories collected # of internal communications with the Board/ Committees A. Increased staff awareness and action that extends beyond the organization B. Increased ability of the staff to speak about the mission, and motivate and inspire others C. Sense of belonging to a community D. Increased trust in the org. leadership IV.2 SBI RESERVE FUND # of beneficiaries given access # of words translated/ minutes interpreted # of LPs employed # of agencies/shelters served # of staff hours (in kind) # of staff persons engaged A. Increased ability to be held accountable directly for social impact org. creates B. Increased ability to improve well- being of all involved stakeholders (beneficiaries, SPs, staff)
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  8 PILLAR IV. TOOLSSAMPLE METRICS TRANSACTIONS TRANSFORMATION BUILDIN G ORG. CULTUR E & CAPACIT Y Contd. IV.3 DATA MNGMT. PLAN # of data sets to be released to the public A. Increased ability to keep stakeholders informed B. Increased ability to generate evidence based metric IV.4 SOCIAL PROCUR. CRITERIA & HIRING PRACTICES – # of target population people appointed as employees or trainees # of weeks members of target population were engaged on a project % - age of vacancies filled by target population % - the total cost of purchase of goods and services from SEs, NPs with similar or aligned mission % - the total cost of purchase of goods and services from local SEs, NPs with similar or aligned mission # of SEs or local aligned businesses subcontracted Ratio of spent $$ vs. $$ created A. Increased intentionality about alternative infrastructures that also promote our mission and vision B. Increased accountability C. Increased alignment with municipal, provincial or federal development strategies