Een transformatie van het zorglandschap met betere én goedkopere zorg? Gemeente Nijmegen beoogt dit te bereiken door het zorglandschap – samen met welzijns,- en zorgaanbieders, zorgverzekeraars, huisartsen en de burgers – te gaan transformeren. Hoewel deze transformatie kan plaatsvinden binnen een organisatie is gemeente Nijmegen ervan overtuigd dat de grootste slagen zijn te maken door samenwerking in de zorgketen en het daarbij betrekken van het sociale netwerk van de cliënten. Om de transformatie te bewerkstelligen moet zorgvuldig worden afgewogen waar bezuinigingen moeten worden vergezeld van investeringen om een zogenaamde “zorgzame regio” te blijven. De transformatie is een combinatie van afbouwen én opbouwen. Op welke onderdelen zet je dan meer en juist minder in?
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Topics:
Stakeholders,
Social Return on Investment,
Outcome-sturing,
Transitie,
Maatschappelijke business case
Last week’s “critical mass” event in London – organised by Social Value International and Good Deals collaboratively– brought together a unique blend of social entrepreneurs, impact investors, public servants, government officials and everyone “in between” to discuss how social value can be created, leveraged and be accounted for. Or rather: how critical mass – enough supporters and practitioners to sustain a movement - can be achieved for social value and social value creation. Part of the answer to this lies in bridging the reality gap in social impact measurement.
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Topics:
Impact measurement,
Social impact,
Social Value
During the United Nations’ annual summit last week the 193 UN member-states endorsed the 2030 agenda for sustainable development, including 17 Sustainable Development Goals (SDGs) and 169 associated targets. The ambitious plan – set to commence in January 2016 - focuses on changes the world needs to tackle poverty and climate change, and leverage sustainable and equitable growth, now and in the future. Over the next 15 years governments, NGOs, companies and communities are expected to use these goals in developing policies, allocating finance and implementing measures and actions aimed at building a more inclusive, fair and sustainable world. The agenda fails to address, however, how implementation and performance towards these goals – including money flows - will be measured and monitored.
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Topics:
Impact measurement,
IATI
We believe that the social value an organisation creates is just as important as the financial value, and should therefore be treated accordingly. Why? We all agree that it’s normal that every business publishes their annual reports and is transparent about their financial performance. To do this properly requires processes, such as audits, accounting and reporting. If businesses perform financial accounting, why shouldn’t organisations aimed at creating social value perform social accounting?
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Topics:
Accountability,
Social Return on Investment,
Social accounting
Nu het eerste transitie-jaar ten einde loopt en de contracteer-ronde voor 2016 start, zullen outcomes een grotere rol gaan spelen in gesprekken tussen gemeenten en zorgaanbieders. Zo moeten gemeenten sinds 1 januari 2015 transparant maken welke outcome criteria zij hanteren voor de jeugdhulp. Wat betekent dit voor zorgaanbieders? Welke outcome criteria wegen het zwaarst? Hoe kun je hier als zorgaanbieder op anticiperen?
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Topics:
Social Return on Investment,
Outcome-sturing,
Transitie,
WMO,
Maatschappelijke business case
We all love Excel. For making spreadsheets, analysing data, or simply making some calculations. But when we are measuring and managing social impact, is Excel really the way to go?
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Topics:
Impact measurement,
Social impact
How would you describe an ideal development sector? In my view, this would entail development programmes being designed or adjusted based on continuously updated results of past and current programmes. Not just from your own organisation or region, but from all development and aid programmes carried out by all NGOs that operate worldwide. Wishful thinking, or realistic prospect?
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Topics:
Impact measurement,
Accountability,
Open development,
Transparency,
IATI
Social enterprises are united by one common goal: creating social change through business. Though social enterprises aim for both financial as social impact, many are – at least in part – funded by public money, foundations or do-good investors. These funds are granted not to be cashed back in dividend, but rather with the aim of creating as much social impact as possible. You would expect therefore, that all social enterprises know exactly how much social impact they are creating for whom, and which of their actions is the main value driver behind it. Especially because this knowledge holds the key to further amplify their impact, as well as accelerate and scale their businesses. Yet, many social enterprises do not measure their social impact. This blog post provides three key reasons that will surely convince all Social Enterprises (and their funders) to join the measuring camp!
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Topics:
Impact measurement,
Social enterprise,
Social change
De transitie in de zorg: gemeenten en zorgorganisaties zijn nog aan het bijkomen van de hectiek in aanloop naar 2015, maar de volgende inkoopronde is inmiddels alweer gestart. Hoewel de in april dreigende bezuiniging van 270 miljoen euro op de budgeten voor Jeugd en WMO van de baan lijkt te zijn, blijven kosteneffectiviteit en maatschappelijke meerwaarde kernthema’s in de inkoop voor aankomend jaar. Hoe maak je als zorgorganisatie die maatschappelijke meerwaarde zichtbaar?
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Topics:
Social Return on Investment,
social business case