By 2020, we envision a society where social impact management is widely recognized and
practiced in order to solve various social issues.
2017年06月04日Information SIMI：活動レポート Publication of Social Impact Measurement Initiative Road Map 2017-2020 (Ver.1.0 )
Social Impact Measurement Initiative(SIMI), launched in June 2016, cre
WHAT IS SIMI?
The Social Impact Management Initiative (SIMI) is a collaborative effort of diverse stakeholders in Japan,including nonprofits and businesses, funders and funding intermediaries, governmentagencies, intermediary support organizations and think tanks, evaluators and researchers. Through this multi-sector initiative, SIMI promotes social impact management throughout Japan.
As of January 2019 more than 160 member organizations made up SIMI.
The SIMI 2020 VISION
By 2020, we envision a society where social impact management is widely recognized and practiced in order to solve various social issues.
Given both the rapid population decline and historically unprecedented speed of ageing in Japan, social issues are becoming more diversified and complex. Many people have come to realize that it is not possible to effectively respond to these issues with the conventional efforts mainly led by the public sector. Today, different stakeholders including nonprofits and social businesses as well as private companies that are attracting attention as the new players in solving social issues. For that to happen, it is necessary to pay attention to social impacts of projects and initiatives, and bring together different stakeholders so they can share common ground.
However, the practice of social impact management is still limited to a small number of organizations, with few champions for promotion and dissemination.
SIMI was established in 2016 to promote social impact measurement in Japan.
In recent years, in the United States and Europe, where social impact measurement is strongly promoted, the focus has shifted to not only to measuring impacts but also to conducting impact-focused management. SIMI has realized that measuring and evaluating social impact is important,but not sufficient by itself. It is imperative to strengthen the social impact focus of society as a whole and to spread the social impact management practices throughout the world. Based on this understanding, in January 2019 SIMI changed its name from Social Impact Measurement Initiative to Social Impact Management Initiative.
After its establishment in June 2016, SIMI had developed a “roadmap” that summarizing the actions necessary to promote social impact measurement and management in Japan by 2020. The roadmap was created by working groups consisting of representative from a few dozen organizations voluntarily participating in the initiative.
For details of the roadmap, click here (URL: English and Japanese).
Since January 2020, the Beyond 2020 Working Group has been working to develop a roadmap and vision beyond 2020.
Social Impact Day
SIMI holds a “Social Impact Day” every year to inform members and the public of the latest trends in social impact measurement and management in Japan and abroad. The keynote Past speakers so far are:
2016 Tris Lumley, NPCClick here for the event overview & report (URL: Japanese only)
2017 ____________Click here for the event overview & report (URL: Japanese only)
2018 John GarganiClick here for the event overview & report (URL: Japanese only) Click here for the keynote speaker interview (URL: English & Japanese)
2019 Clara Barby, Impact Management ProjectClick here for the report (URL: Japanese only)
Social Impact Management Award (SIMA)
In 2020, SIMI started the Social Impact Management Award with the aim of accelerating the generation of social impact by sharing examples of excellent social impact management practiced by businesses and including nonprofits.
Click here (URL: Japanese only)for the outline and report about each year’s award.
ABOUT SOCIAL IMPACT MANAGEMENT
What is Social Impact?
Social impact is the social and environmental outcomes that result from projects and activities, including short-term and long-term changes.
At SIMI, the term “social impact” is used almost synonymously with “outcome” as used in program evaluation.
* This is the definition by the Cabinet Office, Government of Japan in its report, “Promotion of Social Impact Measurement – Basic Concepts of Social Impact Measurement and Its Future Use for Solving Social Issues” (March 2016, Japanese only).
What is Social Impact Management?
Social impact management consists of management practices that make decisions based on information about the social impacts and value of projects generated through business operations. Improving social impact requires both increasing positive impacts and reducing negative impacts, which may be measured quantitatively as well as qualitatively.
Why Social Impact Management?
The practice of social impact management has different implications for different stakeholders:
- 1)Corporate and nonprofit practitioners should learn from their own management practices and promote decision making and business improvement based on information about social impacts and values.
- 2)Other stakeholders should obtain information on the progress and social impact of projects and initiatives, and participate in decision-making and business improvement processes depending on their involvement.
- 3)Based on these efforts, the society as a whole will promote cooperation between stakeholders and recognize their respective contribution to the solution of social issues and the generation of social value. This will result in the accumulation and utilization of knowledge regarding social impact, not only for individual projects but also for diverse stakeholders working collectively for common goals.
Practice of “Social Impact Management”
Social impact management can be put into practice by going through the “impact management cycle” and incorporating various evaluation tasks into it.
The Impact management cycle
The “impact management cycle” is a management cycle for operating businesses and consists of the following four stages and one element that supports them.
Stage 1: Plan
Stage 2: Do
Stage 3: Assess
Stage 4: Report & Utilize
Element Supporting All Stages: Culture & Governance
The cornerstone of implementing social impact management is to effectively carry out the “impact management cycle.”
Evaluation for social impact
Social impact management involves different evaluation approaches depending on the phase of impact management. It highlights information about the outcome and/or value of a single or multiple projects or initiatives, and has the following two major characteristics.
(1)Emphasis is placed on systematic investigation and evaluation of the effectiveness of projects and activities with a particular focus on “social impact”.
(2)It is performed according to the “5 + 2 principles of evaluation for social impact.
GUIDING DOCUMENTS FOR
SOCIAL IMPACT MANAGEMENT (SIM)
There are three guiding documents for SIM as recognized by SIMI:
- 1)The “Principles for Social Impact Intention “, developed by SIMI in 2018, which outlines actions to be taken to improve social impact.
- 2)The “Social Impact Management Framework” which provides a framework for business operations based on the principles of social impact intention.
- 3)The “Social Impact Management Guidelines” established in November 2018, which provides concrete guidelines for social impact management implementation.
Principles for Social impact Intention
The SIMI considers the social impact intention is a way of thinking that emphasizes the improvement of social impact generation through various initiatives that contribute to the resolution of social issues and the creation of social value. The SIMI has established the following principles that amplify the social impact intention.
Regardless of our differences in positions and roles in society, we collectively aim to create a better society by engaging in projects and activities with the following social impact intention.
1. Work on project development and improvement with an emphasis on social impact
Clarify the path, period, and resources for solving social issues and realizing the creation of social value with a long-term perspective, evaluate the social impact against the intended outcome, and run the PDCA cycle. Stakeholders that support businesses in various ways should proactively identify and support those that place a strong emphasis on social impact.
2. Working together with various stakeholders
Bring together nonprofits, corporations, funders, intermediary support organizations, citizens and government agencies to best utilize their respective strengths such as knowledge, experience and technology in order to solve social issues and create social value.
3. Disseminate good business models
Proactively disseminate and share knowledge gained from individual efforts to create a business model that can spread to diverse regions and sectors, and increase social impact by replicating those business models.
Social Impact Management Framework
This Framework outlines business management methods that increase social impact by adhering to the principles for social impact intention. Click here (URL: Japanese only).
Social Impact Management Guidelines
These Guidelines expand upon the Social Impact Management Framework and provide a concrete direction. Click here (URL: Japanese only).
The Practical Guide and tools
The Practical Guide illustrates the steps that businesses can take to advance social impact management. It provides guidance for the construction of logic models, the identification of outcomes to be measured, and the selection of measurement methods.
In the Practical Guide, the 10 steps are described for working through the impact management cycle based on the “5 + 2 principles” of evaluation for social impact.
- Step 1: Preparation
- Step 2: Information gathering / research (SIM first stage: Plan)
- Step 3: Identification of issues and setting objectives (SIM first stage: Plan)
- Step 4: Verification of logic for strategy implementation (SIM first stage: Plan)
- Step 5: Examination of indicators and measurement methods (SIM first stage: Plan)
- Step 6: Creation of project plan and evaluation plan (SIM first stage: Plan)
- Step 7: Project implementation and process management / monitoring (SIM second stage: Do)
- Step 8: Data collection (SIM 3rd stage: Assess)
- Step 9: Data analysis (SIM 3rd stage: Assess)
- Step 10: Reporting / utilization (SIM 4th stage: Report & Utilize)
Click here for the details of each step (URL: Japanese only).
Logic models and specific cases by sector
In Step 4: Verification of logic for strategy implementation of the Practical Guide, a few examples of logic models by sector are introduced.
In the social impact management, it is recommended that the companies or nonprofits running the project and stakeholders, who are supporting or are benefiting from it, work together as much as possible by:
•Sharing the understanding of the causal reasoning represented by the logic model through learning and discussion;
•Implementing the project based on intended outcomes, and;
•Evaluating the project success or failure by using the agreed upon indicators.
The following logic models by sector are available:
- ●Employment support
- ●Community development
- ●Environmental education
- ●Culture and art
- ●Welfare (elderly care)
- ●Parenting support
- ●Disaster prevention
- ●Homeless support
- ●Social capital
Click here (URL: Japanese only) for more information on the logic model of each field.
Outcome Indicator Database
n the Outcome Indicator Database, some commonly used indicators to measure outcomes are presented along with how to measure those indicators.
Click here (URL: Japanese only) for the Outcome Indicator Database.
HOW IS SIMI ORGANIZED?
Steering Committee & Secretariat
The Social Impact Management Initiative consists of operating members and supporting members. SIMI promotes activities in “Working Groups” that are composed mainly of operating members. The Steerting Committee brings together Working Groups and is responsible for all SIMI the decision making of SIMI. The Secretariat is responsible for day-to-day operations and facilitates the activities of the Steerting Committee.
Steering Committee members (as of December 2019)
- Katsuji Imata (CSO Network Japan)
- Ken Ito (Social Value Japan)
- Sawa Ito (Johnson & Johnson)
- Yoshihiro Kamozaki (Japan Fundraising Association)
- Masaki Kochi (K Three)
- Yuko Koshiba (Social Innovation and Investment Foundation)
- Ayaka Matsuno (Sasakawa Peace Foundation)
- Asami Takagi (EY Japan)
- Yasuhisa Yamada (CANPAN Project)
As part of SIMI’s activities, Working Groups (WGs) have been formed to pursue activities according to the roadmap to promote social impact management. WGs are voluntary groups composed primarily of operating members
WGs are formed by those interested in specific themes based on the premise of contributing to the achievement of the SIMI vision.
The 2019 Working Groups
- •Case Collection and Utlization Working Group
- •Funders Working Group
- •Evaluation Trainers Working Group
- •Corporate Engagement Working Group
- •Beyond 2020 Working Group
Secretariat and Task Forces
- •Promotion and Dissemination Task Force
- •Membership Task Force
- •Guidelines and Tools Task Force
- •SIMA (Social Impact Management Award) Task Force