CAN Invest logo

Provider: CAN Invest

Location:
  • London

Website: http://can-invest.org.uk/

Contact:B.Pearce@can-online.org.uk

Sector experience:

Areas of expertise:

Organisation overview:

CAN is a charity trading as a social enterprise. Our mission is to help charities and social enterprises become more sustainable and deepen their impact, which we deliver by providing premises, advice and funds. For the advice strand, CAN Invest provide consultancy and capacity building to help VCSEs with:
- Impact readiness – ability to understand, deliver and improve social impact; and
- Business readiness – ability to win and deliver contracts and/or sales.

Why choose us?
- The CAN Invest team have worked with 100+ VCSEs
- We specialise in capacity building techniques and bottom-up approaches to leave a lasting legacy for both frontline staff and management
- We have been successful in securing support for our clients as an approved provider of Big Potential, ICRF, IRF and other programmes
- We believe that working in collaboration with other providers can maximise benefit for our clients

Case study 1: Brightside

Sector:

  • Employment, training & education

Focus of project:

  • Programme design / theory of change facilitation
  • Developing impact plans
  • Performance management
  • Data management & analysis
  • Building impact measurement tools
  • Reviewing external evidence

Brightside provide online mentoring to help less advantaged young people to get into university. CAN worked with Brightside to create a Theory of Change and develop and embed impact and quality frameworks based on robust indicators. The objective was to enable the venture to measure, manage and report on outcomes and assure quality. As a result, Brightside have improved their ability to manage data in business planning and project design and are therefore able to understand how their activities create change and for which specific profiles of beneficiary.

CAN also worked with Brightside to produce a financial model that presents Brightside’s financial and HR requirements in different scenarios of growth. This enables Brightside to plan and resource for new projects and large contracts.

Brightside’s Chief-Exec: “The work will enable Brightside to measure its approach to quality in a much more sophisticated way than previous metrics. For the first time, we have an impact management framework that we will be using across our portfolio. Impact data will also be used as a communications and business development tool, with the aim of a real step change in the size of the organisation driven by a sophisticated understanding of the difference we are making to young people's lives. We had specific requirements in relation to the development of working tools on quality and impact in particular, and CAN has delivered. CAN were receptive, responsive and easy to work with.”

Case study 2: Manor House Development Trust (MHDT)

Sector:

  • Citizenship & community

Focus of project:

  • Programme design / theory of change facilitation
  • Developing impact plans
  • Data management & analysis
  • Leadership development
  • Building impact measurement tools
  • Reviewing external evidence

MHDT run a range of activities aimed at empowering their community. MHDT commissioned CAN Invest to help them understand how and why it creates social value and the extent of this value. The work included developing a Theory of Change, Impact framework, and Impact Report, for the organisation as a whole and a specific £1M BLF-funded project.

A key finding was MHDT identifying that it was able to maintain long-term engagement with local residents and that this long-term engagement was crucial in creating lasting social impact. But generally, MHDT can now estimate the social value of their work for a range of stakeholders, and through our capacity building approach, now have the tools and skills in place to continue to develop how they manage their impact. At a strategic level, they have positioned themselves as an emerging leader among London community-based organisations that are truly committed to measuring and managing the impact they create.

Our work with MHDT has resulted in them securing large scale (£300k+) funding for further work, winning a national sector award for social impact measurement and organisational buy-in and financial investment in 2016/17 for strengthening organisational-wide impact management systems. This includes CRM, staff & volunteer training, formal processes to analyse impact data and encourage impact-driven decision making across major projects, and recruiting an impact specialist as a Trustee to lead further work.

Case study 3: London Early Years Foundation

Sector:

  • Employment, training & education

Focus of project:

  • Programme design / theory of change facilitation
  • Developing impact plans
  • Performance management
  • Data management & analysis
  • Leadership development
  • Culture change
  • IT systems support
  • Building impact measurement tools
  • Reviewing external evidence

LEYF is the UK’s largest childcare social enterprise. CAN worked with LEYF to develop a social impact strategic roadmap to enable LEYF's Board and EMT to develop a three-year plan for impact-driven decision-making across the whole organisation. LEYF have used this impact management strategy roadmap to systematically prioritise measurement and management of impact from Board to frontline.

On the frontline, we also produced a simple tool to enable practitioners to deliver high quality support in relation to the HLE, aligned with academic research and LEYF's values. CAN also created a Theory of Change outlining how LEYF influences the Home Learning Environment (HLE), which is the first of its kind in the early years sector, incorporating best practice academic research, meaning they can lead sector-based thinking on this crucial area. We then developed metrics to measure, manage, and improve impact related to the HLE that were piloted in three nurseries.

LEYF is now able to demonstrate the importance of the HLE as an extension of nursery provision through robust data collection. This will enable LEYF to invest in higher quality HL support and develop stronger relationships with parents/carers to manage impact within the HLE. In time, they will be able to demonstrate and manage impact eg. Which interventions work best with different types of children/families. This provides LEYF with a richer offer to families and gives them an advantage in bidding for contracts/investment.