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Replication. March 21 st 2013. What we don’t want to replicate. BSC Aims. Build a social investment market that supports organisations to: deliver social value from financial capital to become stronger and resilient and more able to effect change

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March 21st 2013

bsc aims
BSC Aims

Build a social investment market that supports organisations to:

deliver social value from financial capital to become stronger and resilient and more able to effect change

attract capital on basis of real, sustainable and proven delivery of social value

innovate, replicate and grow new social business models (specific intervention, public service, trading model)

social value in a maturing market
Social Value in a Maturing Market


Simple social thresholds

Evidence of strategies, knowledge and delivery



Evidence and analysis of social value, risk assessment and performance

Impact measurement and reporting

Social Value


Growing range of stakeholders within an investment/funding structure


Funder to recipient


Mission clear/well organised

TSOs with clear mission and well organised, but vulnerable and asset poor

Resilient TSOs with strong mission, well organised, secure asset base

Resilient/asset rich

Vulnerable/asset poor

Vulnerable and asset poor TSOs with weak and poorly organised.

Resilient asset rich TSOs with weak mission, and poorly organised

Mission drift/disorganised

Northern Rock Foundation Third Sector Trends Study: Journeys and Destinations

a strong social organisation
A strong social organisation

Northern Rock Foundation Third Sector Trends Study: Journeys and Destinations

  • Resilience

Strength and identity is shared by the Board, leaders, managers, staff and volunteers

  • Assets

In the form of property, investments, diversified contracts, people, ideas and practices

  • Mission

Knows the change that it wants to make and who it serves

  • Competence

Well organised and able to marshall it’s assets

a socia l impact plan 1
A Social Impact Plan (1)
  • What is the change you want to make?

Clearly articulate the change that you intend to make. Your mission statement captures the vision for your organisation, the difference you want to make, and the overall purpose of your work. It is not just a summary of activities or charitable objectives. You show how you understand the context and environment you operate in.

  • Who do you serve?

Who are your main and how many are you seeking to help. How have you assessed and listened to their needs. How will your activities be inclusive so that they can be accessed without barriers such as language, affordability or transport. You show that you understand how the wider context may affect your beneficiaries and that you have a baseline for measuring progress.

  • How do you link activities and revenues?

Show how your products, services and interventions are intrinsically linked to your ability to generate revenue. It shows how your activities respond to the beneficiary needs identified and how this links into your fundamental business success and growth in a congruent way.

a socia l impact plan 2
A Social Impact Plan (2)
  • How do you show your competence?

Shows your commitment for evidencing your social impact and describes the quality of your measurement system. You show that your indicators are specific, simple and practical and show changes over time. Your targets are realistic and set explicit goals (how many, how much, who for, how good, desired quality, linked to revenues), link back to your mission as well as beneficiary needs and expectations. Your system for measurement and reporting is proportionate to you and what you are trying to achieve.

  • How do you learn and improve?

A good impact plan will give you essential information for performance managing, learning and improving.   Bad results as well as good are a crucial part of the learning process. You can draw lessons to improve and develop your future strategy and to build your resilience, competence and, your mission.

  • Frontline Guidance (

Guide on what investors expect to see in a social sector organisation’s impact plan

  • Outcomes Matrix (

Standard, simple, definitions to articulate strategies and collate results

  • Outcomes and Indicators

Background mapping on each outcome area with suggested indicators and applicability

  • The Good Investor (

Best practice guide for social investors led by Investing for Good working with the Investor Group

looking for help
Looking for Help

Social Audit Network

Social Impact Analysts Association

Social Reporting Standard

The Social Return on Investment (SROI) Network

Triangle Consulting

CAN Invest

Charities Evaluation

The Good Analyst

New Economics Foundation

New Philanthropy Capital