alternative obe models

8/12/2019 Alternative OBE Models

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CONFIDENTIAL

Balanced Scorecard

1

Summary

Applicability to Lifecycle Stages Observations

Measures operational performance in terms of financial, customer, business process, and learning-and-

growth outcomes

Advocates integration of these outcomes into strategic planning processes.

Framework for collecting and integrating the range of metrics of the Impact Value Chain and is

adaptable to an organisationsstage.Helps coordinate evaluation, internal operations metrics and external benchmarks, but is not a

substitute

Feasibility is high for

organisations willing to

undertake monitoring andmanagement decisions as

well as data collection and

analysis

Assessment Purposes in Investment Process


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CONFIDENTIAL

Acumen Scorecard

2

Summary


Entails tracking progress on short and long term outcomes, which is assess in terms of outcome

milestones and benchmarks.

Progress on selected outcomes is interpreted according to the method as likely to lead to investment

impact (outcomes net of what would have happened without the ventures existence)

Although the outcome measurement strategy is good, the system does not measure true impacts at thecurrent time but as these usually are only apparent in the medium to long term.

High feasibility and low

cost if an organisation

already intends to collect

the needed cost, revenue,and outcome data to

screen potential ventures



3/11

CONFIDENTIAL

Ongoing Assessment of Social Impact

3

Summary


Developed to assess the social outputs and outcomes for non-profit agencies

It is a customised, comprehensive, social management information system (MIS)

Integrates the organisationsinformation tracking practices and needs, and then implementing the

information to measure progress on short to medium term (2 years) outcomes.

Methods outcome measurement strategy is good and has high social science credibility compared withother methods used by double bottom line ventures.

Moderate feasibility if the

organisation is willing to

undergo monitoring, data

collection, analysis andmanagement decision-

making due to the

moderate to high cost.



4/11

CONFIDENTIAL

Social Return on Investment

4

Summary


Developed to help place a dollar value on ventures with social objectives.

Approach combines both cost-benefit analysis and the tools of financial analysis used in the private

sector.

Practically more accessible to a broader range of users due to the reduction of technical jargon and

complicated techniques.Methods credibility is higher than most other approaches as it can be based on actual data of the

organisationsoutputs and outcomes, and on proxy research.

High feasibility and low

cost if an organisation

already intends to collectthe needed cost, revenue,

and outcome data.Assessment Purposes in Investment Process


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Cost-Benefit Analysis

5

Summary


Type of economic analysis in which the costs and social impacts are expressed in monetary terms.

These are then assessed to one or more of three measures:

net present value

cost-benefit ratio

internal rate of return

Credibility of the analysis

depends on the use of an

appropriate research

design to measure impacts.

Conclusive analysis cannotbe conducted until social

impacts are measured.



6/11

CONFIDENTIAL 6

Summary

Logic Model

Balanced

Scorecard

Acumen

Scorecard

Ongoing Assessment

of Social Impact

Social Return

on Investment

Cost-Benefit

Analysis

Mixture of financial and non-financial measures each compared to a target value.

Gives consideration to the companys vision and mission during the preparation.

Tracks progress on short and long term outcomes, which is assessed in terms of outcome

milestones and benchmarks.

Progress on selected outcomes is interpreted as likely to lead to investment impact

Social Management Information System

Integratesorganisationstracking needs and practices and implements it to measure progress

on short to medium term outcomes.

Helps to place a dollar value on ventures of social objectives.

Combination of cost-benefit analysis and other financial analysis tools.

Social impacts and costs are expressed in monetary terms.

Then assessed to one or more of three measures: Net present value, Cost-benefit ratio and

Internal rate of return.


7/11

CONFIDENTIAL

OBE Models Credibility Risks

7

Logic Model

Balanced

Scorecard

Acumen

Scorecard

Ongoing Assessment

of Social Impact

Social Return

on Investment

Cost-Benefit

Analysis

Selection of inputs, outputs, and/or outcomes that are not actually related to impactsor overall

financial performance.Weak correlation between outcomes chosen and true impacts.

Lack of counterfactuals.

Reliability of data collection procedures, including factors like cooperation of investees.

Poor impact measurement based on weak research design.Poor social accounting framework.

Lack of counterfactuals (outputs or outcomes may be misinterpreted as impacts).

Missing important intangible impacts and/or costs.

Poor impact measurement based on weak research design.

Poor social accounting framework.

Missing important intangible impacts and/or costs.

Poorly specified impact value chainFailure to articulate key assumptions about causal links in model.

Weak analytical tests of causal links in the model.

Misinterpretation of research evidence, especially in terms of claiming impacts.


8/11

CONFIDENTIAL

Summary of Key Characteristics

8

METHOD

Logic Model

Balanced Scorecard

Acumen Scorecard




PROCESS IMPACT MONETIZATION


9/11

CONFIDENTIAL

SCREENINGPARTNERSHIP

FORMATIONRETROSPECTIVE

EVALUATIONSCALING

MANAGEMENT

OPERATIONSEXIT

EXTERNAL

REPORTINGSIMPLICITY

APPLICABILITYTO LIFECYCLE

STAGES

ASSESSMENT PURPOSES


9

METHOD

Logic Model

Balanced Scorecard

Acumen Scorecard

OASIS

SROI



10/11

CONFIDENTIAL

SCREENINGPARTNERSHIP

FORMATIONRETROSPECTIVE

EVALUATIONSCALING

MANAGEMENT

OPERATIONSEXIT

EXTERNAL

REPORTINGSIMPLICITY

APPLICABILITYTO LIFECYCLE

STAGES

ASSESSMENT PURPOSES


10

METHOD

Logic Model

Balanced Scorecard

Acumen Scorecard

OASIS

SROI


Logic Model is suitable in all of our choosing criterias.


11/11

CONFIDENTIAL

Impact Value Chain

11

Logic Model

Balanced Scorecard

Acumen Scorecard




Inputs Activities Outputs OutcomesGoal

Alignment

alternative obe models

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