The Good Economy Partnership logo

Provider: The Good Economy Partnership

Location:
  • South West

Website: http://www.thegoodeconomy.co.uk/

Contact:anton@thegoodeconomy.co.uk

Sector experience:

Areas of expertise:

Organisation overview:

The Good Economy Partnership is a social advisory firm focused on the role of business and finance in creating an economy that works for everyone. We provide advisory and data analytic services to investors, business, government and social purpose organisations. Our work includes helping develop practical, user-led social impact measurement and management systems. We have a small core team and work with experienced associates on the delivery of projects.

For us, impact management starts with your organisation; your pathway to effectively and consistently delivering on your intended outcomes for your stakeholders (and recognising and avoiding negative outcomes). Our experience is that all parts of an organisation contribute to impact, and that understanding and operationalising this is at the heart of good impact management. This means working with the entire organisational system - theory of change, strategy, quality and performance management, HR management, risk management, information systems (including impact measurement), organisational culture & learning and governance.

Case study 1: Funding Affordable Homes

Sector:

  • Physical health

Focus of project:

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

As social advisor for Funding Affordable Homes helped revise FAH's proposed Theory of Change, working with three Board members and the management team. This articulated FAH's impact goals and how to understand and assess impact. We then developed a practical tool for FAH to consider all investments from a social impact perspective. This uses a stakeholder engagement process to understand how the investees will deliver on affordable housing and positive outcomes for residents. For example, we worked with YMCA Bedfordshire to understand how they would manage a new 78-bed homelessness hostel to deliver on positive outcomes for young homeless people. We provided advice on the use of the Outcomes Star for Homelessness as a tool for providing tailored support to individuals and tracking outcomes and will be carrying out an annual review with the YMCA to see how the outcomes information gathered can be useful for both reporting results and improving practice.

We also designed a resident's survey and case history work to find out first hand the experience of resident's and extent to which FAH is helping deliver positive impact.

Our work has enabled FAH to have a systematic and outcomes-focused approach to impact management and measurement. Our services ensure that FAH has a high level of transparency and accountability to its social purpose, its investors and all stakeholders.

Case study 2: Roast

Sector:

  • Housing & local facilities

Focus of project:

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

GEP worked with Roast, a social enterprise restaurant, to provide practical and operational recommendations on how to manage the business to maximize impact rather than an approach that focused on measuring impact.

The analysis was based on both qualitative and quantitative information comprised of:
• In-depth interviews with IW to understand his mindset, motivations, gather evidence on impact, and understand ambitions related to his business and its social value
• Stakeholder interviews with key organisations that Roast has supported
• Assessment of social impact data provided by the organisations supported. The focus was on gathering evidence of social outcomes achieved as a result of Roast and IW’s support.
• Benchmarking performance against comparable measures where available or applying a score or rating.
• Producing an overall social value scorecard as a measurement framework.
• Analysing the findings to produce a set of conclusions and implications for future business strategy.

Case study 3: Ugafode, Uganda

Sector:

  • Employment, training & education

Focus of project:

  • Programme design / theory of change facilitation
  • Developing impact plans
  • Performance management
  • Data management & analysis
  • Developing new products and services
  • Leadership development
  • Culture change
  • Building impact measurement tools

Ugafode provides loans and savings to support self-employed women in Uganda.
It had high rates of loan default, a reputation harsh debt collection practices, had not grown for several years, and high staff turn-over.

Anton Simanowitz first conducted a diagnostic process talking to Board, management, front-line staff and clients, and working through findings in half-day workshop. Ugafode identified a need to be much more focused on clients as being at the heart of both delivering impact and succeeding as an organisation. Changes identified included making branches more accessible to low income clients; improving the repayment terms of loans to better fit client cashflow; appointing customer service officers in each branch; increasing flexiblity and ability to respond to individual circumstance in the debt collection process rather than requiring 100% on time payment.

The more humane, client-focused approach, combined with loans that better fitted with client business needs had a dramatic impact. Clients stopped fearing the organisation and started to recognise its value. Their loan investments in their businesses became more effective, leading to more profitable businesses and with higher repayment rates (rising from 88% to 97%) and client retention (increasing from 85% to 95%). Word of mouth led to rapidly increasing numbers (increasing from 14,000 to 28,000 18 months later). Happier clients led to less stress for staff and lower staff turnover (falling from 10% to 4%).