1 / 20

Delivering Value in the Third Sector

Delivering Value in the Third Sector. Liz Page UK Director, South Eastern. Westminster Business School Alumni. 8th May 2012. Delivering Value in the Third Sector. Introduction Share with you the challenges we have in ensuring we deliver value

quiana
Download Presentation

Delivering Value in the Third Sector

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Delivering Value in the Third Sector Liz Page UK Director, South Eastern Westminster Business School Alumni 8th May 2012

  2. Delivering Value in the Third Sector Introduction • Share with you the challenges we have in ensuring we deliver value • Use examples from Red Cross, based on experience • Link to measurement in the commercial sector so we can explore the differences

  3. Third Sector QualitiesValue-driven Third Sector Reinvests surpluses generated in the pursuit of their goals Independent of government

  4. What is the Third Sector? • Service provider • Research/advocacy/ campaigning • Self-help groups • Clubs and societies • Intermediary organisations • Social enterprises Support to individuals Changes in policy/practice Direct support to each other Shared interest Skills and advice for sector Re-invest surpluses from business Focus is social value

  5. Total Income and Expenditure in Cash Terms (£bn) Source: NCVO UK Civil Society Almanac 2012

  6. Measuring Not-for-Profit v. Commercial Organisations CommercialNot-for-Profit Prime measure Means to an end Financial returns Social value Non-financial measures Financial measures

  7. Funding Sources – British Red Cross Total: £213.8 million

  8. British Red Cross: Key Information • Part of global Red Cross/Red Crescent movement of 188 national societies • British Red Cross: 3,500 staff and 32,500 volunteers • Vision: world where everyone gets the help they need in a crisis • Mission: to mobilise the power of humanity so that individuals and communities can prepare for, deal with, and recover from a crisis

  9. Turning Vision/Mission into Delivery Programmes Shifts in government and government policy Changing world Financial survival Opportunities for new programmes and partnerships Strategic Direction and Plans Recognising complexity and ambiguity Attracting funding and volunteers Legislative compliance

  10. Planning models are very similar to those in the commercial sector …more emphasis on social value.

  11. Developing and Delivering Strategic Plan in Red Cross • Assess key external trends • Align strategic priorities between senior management team members in context of funding environment • Review with Board of Trustees • Engage staff and volunteers • Implement cycle of annual plans and quarterly reviews • Recognise need to adjust if major emergency occurs • Adjust and improve continuously

  12. Key External Trends Identified for 2010-15 plan • Climate change and extreme weather • Conflict over resources, such as water, food and oil • Ongoing health crises like HIV/Aids and pandemic flu • Global recession, unemployment and government spending cuts • World population growth and urbanisation

  13. Communicating the Strategy: Saving Lives, Changing Lives Delivery Priorities Enabling Priorities Emergency response Building resilience Individual health and social care crises Supporting partners in Red Cross movement Volunteering experience External positioning Efficiency and effectiveness Optimising net income

  14. Measuring Social Value Social value How many people? Beneficiary What difference for each person? Reach - - Outcomes Value for Money Funding

  15. Measuring Social Value for Care in the Home Programme Beneficiary

  16. Challenge is to measure at organisational level Social value How many people? Beneficiary What difference for each person? Reach - - Outcomes Value for Money Measure reach Sample results Funding

  17. Conclusion: delivering value on the third sector • Clear strategic aims to bring together efforts of staff and volunteers • Programme goals based on impact for beneficiaries • Skills to attract funders and “unlock” resources • Measures which demonstrate social value as well as financial survival

  18. Further reading The Public Value Scorecard : A Rejoinder and an Alternative to “Strategic Performance Measurement and Management in Non-Profit Organisations” by Robert Kaplan by Mark H. Moore Hauser Center for Nonprofit Organisations Harvard Univ. May 2003 The Blended Value Proposition : Integrating Social and Financial Returns Jed Emerson California Management Review Summer 2003 Inspiring impact Working together for a bigger impact in the UK social sector Tris Lumley et al. New Philanthropy Capital Dec 2011

More Related