Why does this dimension matter?
We assess how much of an effect occurs – and therefore whether it is significant – by considering:
- How deep the effect is, based on whether the effect is a big or small driver of the outcome
- How many people the effect occurs for, based on data about the number of people experiencing the effect
- How long the effect lasts for, based on data about the time from beginning of the effect to end of the effect
- How quickly the effect occurs, based on data about the time it takes for an enterprise to generate its effect
We always want an effect related to an important positive outcome to be deep, to occur for many people, to last for a long time and to be quick to occur. But we cannot say that any one of those individual drivers of significance is necessarily more important than another. Some people may believe that a deep effect for few people is better than a marginal effect for many; others may think it is vice versa; others may see both as equally material. In practice, we analyse all data about the significance of an effect (how big a driver it is of an outcome, the number of people it occurs for and how long it lasts for) and make an overall judgement about whether it is impact we should manage.
What information do we need?
To understand how significant an effect is, we try to collect data on how deep it is, how many people it occurs for, how long it lasts for and how quickly it occurs.
In this section, we bring the dimensions to life through examples of how of a number of enterprises work to deliver employment outcomes for young people with different needs in different geographies. The examples are drawn from specific organisations but illustrate useful approaches for any enterprise or investor – big, small, for-profit or non-profit – managing impact across the five dimensions.
Meet Dream a Dream, an enterprise that works with young people across India who come from disadvantaged backgrounds. Dream a Dream focuses on empowering young people with the knowledge, attitude and skills they need to promote positive behaviour and deal with the challenges of everyday life more effectively (using a creative life skills approach, based on the World Health Organisation’s ‘Partners in Life Skills’ training).
To understand (how much) of the effect is experienced, Dream a Dream developed its own observation-based ‘Dream Life Skills Assessment scale,’ which is standardised, validated and published. The scale provides a framework through which the team can understand the depth of change experienced by each participant, both in terms of how many skills areas are developed, and the degree of change within each skill area. When developing the scale, Dream a Dream created a set of benchmarks by collecting baseline data from over 1,000 disadvantaged children aged 8 to 16 years.
In terms of the breadth of the effect, Dream a Dream engages over 10,000 young people directly every year, referred from over 40 partners. It worked with over 2,200 educators, and 3,000 volunteers, who reached over 75,000 young people over the course of 2013-2016. In order to increase their breadth of change amongst vulnerable young people, Dream a Dream seek to recruit further participants through targeted home, school and college visits.
Dream a Dream monitors the rate of change by tracking its programme ‘graduates’ every three months with phone calls, or through social media channels, to understand whether the young person is moving towards employment outcomes. This has taken place every quarter since 2012. At the end of 2016, 95% of the young people being tracked were either pursuing higher education, in a vocational training program or an internship, or were in employment.
Dream a Dream endeavours to track graduates once a quarter until the age of 23 to gain an understanding of the duration of change. If they are gainfully employed and meaningfully engaged with life at this point, they may decide to stop tracking them.
How does this help us to manage our impact?
We may use this information to improve how much of an important positive effect (or reduce how much of a negative effect) is experienced by certain people or the planet.
To improve (how much) of the effect is delivered, Dream a Dream analyse the data on the skill development of the young people. Recently this data showed that 20% of participants from one particular school hadn’t shown improvement in any of the five life skill areas. The demographic and geographic data indicated that the school was located in a particular slum community and catered largely to a specific minority group. It spoke to school leaders and learned that, due to the culture of this community, these young people had never ventured beyond their neighbourhood. Life skills are most effectively improved when applied in an external environment, so Dream a Dream negotiated with the school and community, and designed an additional programme to help them get exposure to an external environment.
Additionally, to ensure these effects are delivered to the most underserved young people in India (who) – in relation to the outcome of life skills – Dream a Dream sets up its centres in close proximity to informal settlements, and targets people in and around these communities through home visits or school/college presentations.
To ensure the programme focuses on the outcomes (what) that are most important to these young people, Dream a Dream collects data on the positive and negative outcomes experienced by young people through the programme across five skills areas they understand to be most important and relevant to the goals of the young people. The full list of life skill areas (from the WHO’s Life Skills framework) were narrowed down to five based on their relevance to this group of young people through a testing process with focus groups (which consisted of the disadvantaged young people, local teachers, NGO workers, and volunteers). The five areas identified were: understanding and following instructions, managing conflict, taking initiative, overcoming difficulties and solving problems and interacting with others.
Build Healthy Places Network: Tools & Evidence base
This database of resources help us to measure and describe how significantly (HOW MUCH) an organisation is affecting people's health.
What Works Wellbeing
Independent high-quality evidence on what governments and enterprises can do to improve their effects on wellbeing, including various tools for measuring well-being.
World Resources Institute (WRI): Greenhouse Gas Protocol (GHGP)
These tools help us to track our greenhouse gas emissions (HOW MUCH).
Bringing impact management to life
Signposting to the shared fundamentals: B Impact AssessmentDecember 15, 2017
We highlight how the shared fundamentals of the Impact Management Project align with the methodology of the B Impact Assessment - and outline next steps for the collaboration.Read More
Guidance on engaging all affected stakeholdersDecember 12, 2017
How can we really understand and be accountable for the effects of an investment or enterprise’s activities, without understanding the experience of those affected by it? Download guidance on stakeholder engagement and read more about work underway to create survey questions across the five dimensions.Read More
How do we know if we’re contributing to the SDGs?December 1, 2017
To understand an enterprise’s contribution to the SDGs, we need to understand performance across the five dimensions of impact.Read More
Signposting to the shared fundamentals: PPINovember 8, 2017
Based on the Impact Management Project, where is your tool or framework most useful? Read Julie Peachey's new blog about the PPI and where it fits within the five dimensions of impact.Read More
Phase 2: From Theory to PracticeNovember 6, 2017
The next phase of the Impact Management Project is underway. The objective is to make the practice of impact management as easy-to-understand and accessible as possible. It’s time to move from conceptual agreement to practical application. Phase 2 runs through September 2018, and the project will continue to be multi-disciplinary and collaborative. Read on to make sure you’re involved in shaping what comes next.Read More
Impact Management Case Study in Off-Grid EnergyOctober 18, 2017
This case study brings the full impact management process to life from the perspective of Acumen Fund; an investment manager who has made a number of investments in off-grid energy. While impact management is still a work in progress for Acumen, the case study aims to highlight the value of collecting data across all of the dimensions of impact and illustrate how this data is used to re-set goals and improve performance.Read More