PM5 Impact: from measurement to leadership• Andrew Barnett, Director, Calouste Gulbenkian

Foundation (UK)• Richard Piper, Director, Roald Dahl’s Marvellous

Children’s Charity (previously Head of Improvement and Innovation, NCVO)

A reflection: George Bernard Shaw

The reasonable man adapts himself to the world: the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.

Common Assumptions

• leaders are born, not made;• leadership is a rare and uncommon talent;• leaders are necessarily charismatic;• leadership is found only at the top

organisations;• leaders are smarter and more creative than

the rest of us.

The Paradoxes of Leadership

• compassionate yet tough and assertive;• audacious yet humble;• consulting yet and motivating;• visionary yet realistic;• intentional yet authentic;• enthusiastic yet questioning;• uniters and also disrupters;• leaders but followers too.

When it comes to impact, maximising and measuring are two sides of the same coin

Our world is changing

• Resources are depleted• Need is greater - homelessness up - youth unemployment up - demands of our ageing society greater• Problems are more complex and inter-related

The challenge for our sector

• Reconfigure organisational structures• Collaborate• Innovate • Demonstrate what works• Scale and replicate

1. Diagnosis2. Guiding principles3. Coherent action

Our diagnosis

• We have the scope to work across agenda and build unusual coalitions

• We are small suggesting a focus on innovation and strategic philanthropy

• We are part of something much bigger and international

Guiding Principles

Transformation over Transaction, acting:• Innovatively• Internationally• and involvingly.

Coherent action: the lifecycle of a programme

1 •Scoping: research and consultation to identify most effective intervention in response to an issue/problem

2 •Objectives and outcomes: developing a plan of activity to maximise beneficial impact including determining what success might look like.

3 •Implementation: might include funding pilot projects.

4 •Evaluation: assessing impact and discerning learning.

5 •Dissemination: targeted communication of the learning to those who can make a difference, can change systems, scale or replicate successful initiatives.

6 •Exit: concluding the programme

The quest to measure value

Funders and commissioners have a vital role to play in incentivising good outcomes measurement – funders need to incorporate evaluation data into subsequent rounds of grant giving in order for organisations to see a return for their efforts, and commissioners need to put money aside in contracts specifically for the evaluation of projects.

Measuring Social Value Demos 2010

Our experience: drivers and lessons• Need to maximise impact• Need to tell a compelling story to partners and

collaborators and to the wider sectors• Need to extract learning from individual

activities• Desire to set an example and to lead: to be at

the forefront of thinking and practice

A vital planning tool: the delivery cycle

Our emerging ‘theory of change’

• Scoping• Coalition building• Persuading• Demonstrating• Learning and improvement

Coalitions co-founded by Gulbenkian

Thank you