Developing Effective Impact Strategies · Aleron Aleron Group Limited 2016 © Plan for this session...

Working together for greater impact and efficiency

Aleron

Aleron Group Limited 2016 ©

Developing Effective Impact Strategies Centre for Youth Impact National Network David Hounsell – Head of Impact 16th November 2016

Aleron Aleron Group Limited 2016 ©

Part One

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Part One: What makes an impact strategy?

Function and Approach

Part One


Aleron supports social purpose organisations to implement ideas, tools, and techniques in order to improve efficiency and ultimately create positive social impact

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Focus on improving social impact and efficiency

Implementation through an analytical, data-led approach

Supporting capacity building

Our 3 key differentiators

Strategy development

Impact measurement

Performance management

Learning

Operating model design

Applied through a range of services

Impact strategy

Part One


My reference points coming into today

One organisation long-term Designing and impact

strategy and measuring impact within a social purpose organisation

Multiple organisations Advising on, and finding

solutions to, conceptualising and measuring impact

Underpinning research Thesis focused on

measuring impact in ‘advocacy’ (influencing –

indirect change)

• OurParklife CIC

• Carers Trust Cambridgeshire

• Together Trust

• Evolve SI

• Evaluation

• Performance

• Impact Reporting

• Systems and Processes

Part One


Plan for this session

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Set-up

• Training – a bit of knowledge sharing, a lot of facilitation and co-creation

• A forum to discuss ideas with colleagues, to share learning, and to use to inform a group strategy

• 3.5 hours - three parts – (as well as coffee, coffee, coffee, and lunch!)

• What makes a good impact strategy?

• Build your own

• Finding solutions to common challenges

Part One


Aims and objectives for this afternoon

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Objective on your agenda Gain knowledge and skills that will allow network leads to start to design, or to develop, effective impact strategies for their own organisations, and to support others to do so.

Session aims

• Understand principles and components of impact strategy

• Understand techniques for implementation

• Develop coaching techniques to enable development of others

• Inform future discussion and work of this network


Some points to consider this afternoon

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• Corporate Strategy vs. Impact Strategy

• The importance of the Operating Model

• Moving from theory to implementation

• Gaining momentum whilst laying foundations

• Organisation and people change curve

Part One


There is no industry standard for Impact Strategy. Focus in the sector is on common elements of function and approach – and learning from experience

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Skills and capabilities


Processes Systems

Scope

Governance

Accountability

Engagement

Learning

Function Approach

Evaluation Reporting

Part One


Impetus PEF Building Blocks of Impact Strategy

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Impetus PEF – Driving Impact (2016)

Part One


The importance of the operating model

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Domain Choices Areas to consider

Centralised hierarchy vs. local self-management

Strategic vs. tactical performance management (Impetus PEF language)

• Recruitment and retention processes • Learning & improvement methodologies

Service delivery vs. advocacy

Direct vs. indirect impact

• Direct intervention outcomes tools • Process tracing & attributed influence

campaign tools

Principles vs. products ‘Off-the-shelf’ package vs. menu to tailor

• Core indicator and measure development • Delivery fidelity and validation

Large reach vs. small reach

Local bespoke approach vs. replicable model e.g. franchising

• Data management systems • Skills infrastructure

Prime delivery agent vs. overt collaboration

Lead designer vs. partnership catalyst

• Theory of Change development • Data ownership

Part One

Aleron Group Limited 2016 © Aleron

A decade of understanding impact theory and developing measurement tools, this has provided a strong base but now we need to turn to smart implementation

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Theory

Implementation

Capacity

staff time, strategic fit

Networks

shared measurement, partners

Systems

IT platforms, usability, data labs

Analytics

skills, reporting, visualisation

“An end-to-end approach”

Income generation

value proposition, learning, growth

Delivery

user engagement, co-production

Part One


Case Study – Age UK’s in Kent – the emerging Kent Impact Model

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Client

Theme

Key Ageing Challenge Addressed

Social Vibrancy

Isolation and loneliness as social networks deplete or change

Theme

Health and Wellbeing

Physical, Mental and Emotional issues encountered as a result of ageing

Theme Empowering Choice and

Independence

Loosing ownership of life decisions and becoming an ‘object of concern’

Theme

Key Org/Network Challenge Addressed

Supporting the Family and Caring Circle

Family and non-professionals caring for clients can become time, money and

energy limited

Theme

Campaigning, Community & Partnerships

Piecemeal engagement with the consequences of demographic changes

Theme

Skills and Education

Meeting current and future demand for quality professional care





Client-Oriented Organisation / Network-Oriented

(including families, organisations, and statutory organisations)

Network

Carers

VCSE

Health

Social Care

Community

Education

Part One


So how do Age UKs in Kent work?

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Consortium

Age UK Folkestone

Age UK Herne Bay

Age UK Faversham & Sittingbourne

Age UK North West Kent

Age UK Maidstone

Age UK Sevenoaks & Tonbridge

Age UK Brand Partners x 8

Age UK Friends (Age Concerns) x 2

Age Concerns non-affiliated

x 4

Other vol sector

partners

Part One


The relationship with Kent County Council (KCC), a key commissioner, has also influenced how AUKs in Kent are structured

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Thanet and South Kent Coast

Age Concern Deal

Age UK Thanet

Age UK Dover

Age UK Folkestone

Age UK Hythe & Lyminge

Romney Marsh Day Centre

Ashford & Cantebury

Age UK Faversham & Sittingbourne

Age UK Canterbury

Age UK Ashford

Tenterden Day Centre

Age UK Herne Bay

Age UK Whitstable

Dartford, Gravesham,Swanley and Swale

Age UK North West Kent

Age UK Sheppey

Age Concern Darent Valley

West Kent

Age UK Sevenoaks & Tonbridge

Age Concern Malling

Age UK Maidstone

Age UK Tunbridge Wells

• In 2010/2011 Age UKs and Age Concerns were asked by KCC to form local consortia and to appoint/elect a lead charity to hold and distribute the core grant

• From April 2015 KCC collapsed all the existing grants and rolled them into one single payment to each Age UK/Age Concern. KCC also asked that the local consortia be changed to reflect KCC’s ambition to co fund in future with CCGs. Thus new geographical groupings have been designed to be co-terminus with CCGs.

Part One


We identified primary objectives that form the basis of our Impact Measurement Framework

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CLIENT - ORIENTATED ORGANISATION/NETWORK - ORIENTATED

Social Vibrancy Health and Wellbeing

Empowering Choice and

Independence


Supporting the Family and

Caring Circle


Theme

Combatting Social Isolation in older

people

Responding to the health and wellbeing needs of older people

Sustaining control and self-direction in

the life of older people

Developing social care knowledge and best practice in staff, volunteers and the wider community

Providing targeted services and a

resilient network to informal carers

Engaging with individuals, public

and private organisations to best support older people

Clients Clients Clients

Staff, Volunteers, Trainees, Health and

Social Care professionals

Family, Carers, and others in the Caring

Circle (Non-professionals)

Public, Private and Third Sector

Individuals and Organisations

Primary Objective

Key Audience/ Beneficiary

Part One


To measure impact, Level 1 Objectives were broken down into Level 2 Objectives that are linked to the impact questions in our questionnaires

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•Companion-ship

•Education

•Emotional support

•Friendship

•Nutrition

•Positive experience

•Regular contact

•Self esteem

•Social interaction

•Community engagement / belonging

•Companion-ship

•Educational opportunities

•Friendship

•Respite •Social

interaction

•Friendship

•Feeling valued

•Regular contact

•Access to professional support

•Safeguarding

•Mobility

•Flexibility

•Personal Hygiene

•Nutrition

•Postural Stability (falls prevention)

•Sensory Support

•Stamina

•Fluids / Rehydration

•Crisis Recovery

•Confidence building

•Dementia mental stimulation

•Non-Dementia Mental Capacity

•Dementia Physical Stimulation

•Security

•Appearance

•Companionship

•Friendship

•Emotional wellbeing

•Entertainment

•Food enjoyment

•Having fun / laughter

•Self esteem

1. Facilitating living in and around one's own home

2. Facilitating movement between locations

3. Providing trusted advice with life choices

4. Enabling voice to be heard

5. Providing and promoting trusted information about options and choices

6. Providing mobility & access support in service delivery

7. Enabling financial security

1.Providing opportunities to meet outside of the home

2. Providing opportunities to engage with others in communal spaces

3. Facilitating social interaction in domestic settings

Providing accessible and regular points of contact with staff/volunteers

1.Supporting clients to maximize their physical abilities

2. Providing support to meet mental needs

3. Providing opportunities to improve clients’ emotional wellbeing

•Confidence

•Education

•Emotional wellbeing

•More in control

•Independence

•Safety

•Self-esteem

•Community engagement

•Independence

•Freed om of movement

access to services and activities

•Inclusion

•Safety

•Access to professional input

•Overcome challenges

•Guidance

•Support to reach goals

•Enable decision making

•Self direction / control

•Feeling understood and supported

•Access to resources

•Personalised support

•Accessibility of services

•Comfort about financial issues

•Meeting needs

Social Vibrancy Health and Wellbeing Empowering Choice and Independence

Level 2 Objectives Level 1 Level 2 Objectives Level 1 Level 2 Objectives Level 1

Part One


We developed different questionnaires for different audiences and beneficiaries that are linked to our impact themes

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CLIENT - ORIENTATED ORGANISATION/NETWORK - ORIENTATED

Social Vibrancy Health and Wellbeing

Empowering Choice and

Independence


Supporting the Family and

Caring Circle


Theme

Clients Clients Clients

Staff, Volunteers, Trainees, Health and

Social Care professionals

Family, Carers, and others in the Caring

Circle (Non-professionals)

Public, Private and Third Sector

Individuals and Organisations

Key Audience/ Beneficiary

Process of delivery

Frontline staff at each client contact (as outlined below).

Manager’s responsibility to plan the use and coordinate the delivery of questionnaires

Client Questionnaire

Client Higher Needs Questionnaire

Staff&Volunteer Questionnaire

Family&Caring Circle Questionnaire

External Stakeholders Questionnaire

+

Part One


The basic process of data collection and the different roles involved

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Process re-initiation

Client contact

Data gathering & service delivery

Data entry

Planning & coordination

Frontline Staff

Frontline Staff

Administrators

Managers

On a high level, impact measuring can be seen as a circle of activities consisting of four steps:

Having established the initial client contact, frontline staff gathers data as part of the service delivery process. The process of data entry remains the administrator’s responsibility. The process of overall planning and coordination of data collection activities is the managers’ responsibility. On the one hand, this is to ensure that frontline staff re-initiates the process of data collection. On the other hand, it means that managers need to select target audiences and approach external stakeholders for data collection purposes.

1.

2.

3.

4.

Part One


Snapshot: COs and Managers need to be strategic planners and control and understand all activities of the impact measuring process

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Motivation

• Ability to motivate other members of staff to change their behaviour in order to promote the impact measuring process

• Motivation to learn new methods of data gathering and planning

Individual Competency Framework for Managers

Knowledge

• Understanding of impact measuring and the different steps required throughout the process across the organisation.

• Sufficient IT skills to produce report, do some basic data analysis in Excel and summarise results in PowerPoint presentations

Vision

• Strategic planning and monitoring skills

• Ability to adapt and introduce changes

• Ability to give instructions and support as well as being able to exert control

Motivation

Knowledge Vision

IMPACT MEASURING

Part One


• Each locality with 3 cohorts per year, recruited in a specific month

• Each cohort with a minimum of 5 clients, interviewed 3 times in a year (every 4 months)

• Assuming 5 clients in cohort, this makes 15 interviews per cohort, a total of 45 interviews per locality per year

Impact Cycle delivery pattern and principles

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Month M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12

Cohort Data Collection Pattern

C1a C1b C1c

C2a C2b C2c

C3a C3b C3c

Guided Conversation

Questionnaires Ongoing data collection &

analysis + =

Key: ‘C1a’ stands for ‘Cohort 1, first data collection with client’; ‘C1b’ is ‘Cohort 1, second data collection with client’, and so on.

Part One

Systems - Key tasks The SIF facilitates 4 key tasks:

Data entry Survey

Dashboard Export

Part One

Reporting - Aggregate and Benchmark

Aggregate

Benchmark (compare)

The platform contains multiple levels. Data collected at the project (AgeUK center) level, can be aggregated and benchmarked in the community level. This allows AgeUK to gain insight into the total impact of all AgeUK’s centers (aggregation), as well as compare the different centers (benchmark).

Part One


Exercise: What makes a good impact strategy?

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• Two groups – with a defined impact strategy, and without – then mix the groups so representatives from both

• Start with those who have an impact strategy – what does it look and feel like?

• Then move onto those who don’t have an impact strategy – which components of Approach and Function do you focus on?

• All parties

• (a) what areas are critical to effective impact implementation

• (b) what is your ‘Thursday priority #1’

• Group feedback and discussion

Part One


Part Two

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Part Two: Build Your Own

Part Two


Four trends in the social sector, covering different components of Impact Strategy – the good points and the learning points

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1. A positive trend of a single senior leader having accountability for impact, however this is often a bolt-on to existing responsibilities and the individual may not have all of the skills, experience, or time required to enact that section of their brief

2. Early signs that sectors, areas, and networks are thinking about their impact collectively, however there remains a fairly limited range of examples of practical implementation of collective impact

3. Funders (broadly defined) are engaging in more open and strategic dialogue with the providers of impact, however performance management and contractual management is still misaligning the incentives to focus on longer-term impact

4. There are more and more ‘impact professionals’ entering the sector – yes, including me! – and overall the use of robust methodologies is increasing, however this has identified/ accentuated a ‘methodology of implementation’ gap and a broad skills and capabilities gap

Part Two


Approach and Function

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Processes Systems

Scope

Governance

Accountability

Engagement

Learning

Function Approach


Part Two


Organisation 1 – the new start-up

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Your organisation has been in existence for 2 years and it now has two main offices – Nottingham and Sheffield. You were founded by a school teacher who had started to work after school hours to locate, identify, and engage with children who were regularly absent from school. There was a high rate of absence amongst young people aged 14-16 across the city. The teacher believed that young people who were regularly absent were also getting involved in negative gang situations, and were at risk of wider exploitation and abuse.

Over the two years the organisation has grown into a service deliverer reaching approximately 250 young people, although the exact numbers and characteristics of the young people are unknown. Your service is broadly similar to an evidence-based programme you read about online, which had originally been delivered in New York, and was now being tested in Dorset. Your organisation was then invited across to deliver work in Nottingham, after a service visit from a commissioner. The commissioner has asked for some advice on how to engage young people who are regularly absent from school, and what the accompanying risks are. There may be an opportunity to deliver services as a result of this consultation and engagement work.

Your income is generated through three sources: local authority contracts, a major donor based in Sheffield, and some small one-off donations by people who come across the organisation. You are fortunate that you have a data scientist and contract law expert on your trustee Board, as they are friends of yours from the area you live.

You recently attended a Centre for Youth Impact event and were overwhelmed by the need to develop robust impact management and impact measurement. The key areas that keep you up at night are:

• How to diversify your income to ensure you have sustainable finances

• You need to know more about the characteristics of the young people you work with, and those who you could work with

• You aren’t sure if you are targeting the right geographical areas to reach the young people you need to

• You are using Google apps to collect and store information, but you know it’s not sufficient

Part Two


Organisation 2 – the old hopeless wanderer

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Your organisation has been in existence for 90 years and it has 15 offices across the Midlands and the North of England. It was set up in the decade following the end of the First World War to provide food and shelter for young people who had to relocate to work in factories, and for whom many had lost family during the war. Since then the organisation has taken a number of different directions including briefly running independent children’s homes, delivering literacy and numeracy education classes for 12-16 year olds, providing safe houses for homeless young people, and most recently delivering health mentors to secondary schools.

You current service portfolio includes:

• 22 health mentors in secondary schools programmes

• Partnering to deliver 3 food banks in deprived areas

• 4 drop-in advice services for homeless young people who are mainly aged 17-21

• Ad-hoc professional young people’s participation and service design advisory work for local professionals

You income is driven by a supporter base that is ageing and knows you best for your work in the 1970’s, 1980’s, and 1990’s, as this was then they first became a supporter. The remaining 20% of your income comes from Clinical Commissioning Groups and Local Authority Public Health teams. You have an income of £12m, and employ 1 Monitoring & Evaluation specialist.

You recently attended a Centre for Youth Impact event and were overwhelmed by the need to develop robust impact management and impact measurement. The key areas that keep you up at night are:

• Your supporters are ageing and you are struggling to acquire new supporters

• You struggle to resource your services due to their varied nature

• You are collecting a lot of data from a new case management and reporting system, but do not analyse or report it

• You are not sure what direction you charity should take next

Part Two


Some points to consider

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• TASK: Develop and Impact Strategy that (a) improves your impact approach in the next twelve months, and (b) is future-proofed for the potential routes that you might take as an organisation.

• Take account of your operating model (current and potential future)

• Cover all areas of Approach and Function discussed

• Develop an effective chronology of activity

• Identify your ‘goals for impact’ in five years time

• What could throw you off course?

• Be creative – remember, there isn’t a blueprint – it’s all about application and implementation

Part Two


Part Three

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Part Three: Getting Ready to Coach Others

Part Three


South West Network (1)

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Impact Strategy Operating Models

N = 8

Part Three


South West Network (2)

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Accountability

Engagement N = 8

Review cycle

Part Three


Champion role

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Mentoring

• Giving suggestions

• Link to others

• Navigation

• Involved in goal setting

Coaching

• Guidance

• Enabling

• Principles-led

• Others set their goals

Champion

Part Three

Note: The next two slides are guides only; please feel free to draw on the techniques and tools you learnt about yesterday


GROW, WOOP – models for personal and group change

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WOOP

• Wish - What is your wish?

• Outcome - What is the best outcome?

• Obstacle - What is your main inner obstacle?

• Plan - Make a plan?

G Goal

The Goal is the end point, where the client wants to be. The goal has to be defined in such a way that it is very clear to the client when they have achieved it.

R Reality The Current Reality is where the client is now. What are the issues, the challenges, how far are they away from their goal?

O

Obstacles

There will be Obstacles stopping the client getting from where they are now to where they want to go. If there were no Obstacles the client would already have reached their goal.

Options

Once Obstacles have been identified, the client needs to find ways of dealing with them if they are to make progress. These are the Options.

W Way Forward

The Options then need to be converted into action steps which will take the client to their goal. These are the Way Forward.

Part Three


The impact change curve?

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Part Three


What skills will your organisations and your people need to change?

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Practice a change scenario:

• In pairs select a common impact challenge – one of you acts as champion, the other acts as a senior leader seemingly unwilling to change

• Work through a change scenario using either the WOOP or GROW model

• Now select a second common impact challenge – flip the roles so the other person is the champion, but the non-champion in this scenario is a frontline practitioner

• Re-apply WOOP or GROW, or another model of your choice

• Task: Capture the challenges and enablers you possess as impact champions

Part Three


Final reflections - Approach, Function, and Collective

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Processes Systems

Scope

Governance

Accountability

Engagement

Learning

Function

Approach


Part Three

Impact in isolation


Thank You

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Thank You

[email protected]

07545 824732

@DavidHounsell

Part Three

Developing Effective Impact Strategies · Aleron Aleron Group Limited 2016 © Plan for this session...

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