ImpAct Report | Mott MacDonald | 15
14 | Mott MacDonald | ImpAct Report
5. Our Impact Processes
We embed an impact lens into our decision making across our portfolio and we have developed processes and tools that reflect both how we manage for better outcomes and how we measure the type and degree of change that has resulted from our efforts: We ask what impact we can have; screen for whether there is enough impact and understand how we can manage and deliver those targets; and evaluate and reflect upon whether we achieved what we set out to do. We have aligned with global good practice in impact management and measurement and have incorporated elements from the IMP & 60dB LeanDataSM into our processes and tools. The Impact Management Project IMP provides a forum for building global consensus on measuring, assessing and reporting impacts on people and the natural environment. It is relevant for enterprises and investors who want to manage environmental, social and governance (ESG) risks, as well as those who also want to contribute positively to global goals. IMP⁵ is an initiative with input from over 2,000 impact management professionals globally that aims to build consensus across the industry about how we talk about, manage and measure impact. The foundation framework includes the five dimensions of impact, which outline who is impacted, what the problem is being solved, how much impact is being created, the contribution toward impact of the investment intervention, and the impact risks. We have adopted these five dimensions to assess impact⁶ as part of our due diligence process and in our communications and reporting.
Figure 2: The IMP reached global consensus that impact can be deconstructed into five dimensions: What, Who, How Much, Contribution and Risk Impact dimension
Impact questions each dimension seeks to answer
What
What outcome occurs in period? How important is the outcome to the people (or planet) experiencing it?
Who
Who experiences the outcome? How underserved are the affected stakeholders in relation to the outcome?
How much
How much of the outcome occurs — across scale depth and duration?
Contribution
What is the enterprise’s contribution to the outcome, accounting for what would have happened anyway?
Risk
What is the risk to people and planet that impact does not occur as expected?
LeanDataSM @60dB 60dB (https://www.60decibels.com/) is a techenabled impact measurement company, working in over 76 countries with over 576 MNCs and other businesses, impact investors, foundations and not-forprofits. 60dB’s clients include: Unilever, MasterCard Foundation, Omidyar Network, Rockefeller Foundation, CDC, BRAC and Acumen. What is LeanDataSM @60dB? Listening to beneficiaries: customers, employees, suppliers and wider beneficiaries, using light touch, remote, standardised surveys via phone, SMS, IVR. So far 60dB has spoken to over 180,000 beneficiaries, across four continents. 60dB’s repeatable, rapid approach to gathering impact indicators and customer insights provides clients with genuine benchmarks of impact performance. These benchmarks enable a deeper understanding of impact and help to inform better decision making as well as data-led impact management.
⁵ https://impactmanagementproject.com ⁶ https://impactmanagementproject.com/wp-content/uploads/Impact-data-categoriesworksheet-2.pdf
Bringing it all together; how did we know meaningful change has occurred? We collected impact data in different ways working with our partners. A clear focus on impact performance was built from the design phase, when we worked with partners to understand what impact we can expect. A ‘hybrid’ model to manage impact performance was used: VSCF partners had set thorough data collection at baseline and endline points; however the VSCF Facility Manager, complemented that with its own assessments, using LeanDataSM⁷. Beneficiary feedback studies were designed to bring in depth insights of impact by talking to beneficiaries⁸ and suppliers and gather different perspectives. We used elements of the IMP norms to design our data collection & reporting. Through 2021, we have spoken to over 3,200 workers, farmers or suppliers by following this process.
To report our impact results, we try to make meaningful sense of what has happened for our partners, FCDO, and broader stakeholders. We do this by streamlining impact reporting and reporting against the Sustainable Development Goals, with elements of the IMP in defining impact, highlighting the most important headline quantitative impact metrics, and listening from beneficiaries about that. The balance of key metrics, partners data collection, complemented by our own data collection, consistent frameworks, streamlined reporting and meaningful beneficiaries’ stories let us and our stakeholders know whether and what type of change has resulted from our investments.
Section 8, Beneficiary insights, presents key findings from beneficiary feedback studies. Detailed findings from these studies are presented in Annex 1 of this Report.
Design • • • • •
Sector Country New project ideas Impact Aspirational goals
What impact can we have?
Implement & iterate
Endline
Post endline
• Decision-making filters • Partners monitor & report • Mid-way impact check ‘during’ with LeanData • Clarifying effects & check ToC & targets validity • Data fed into learning and iterative management
• Beneficiary feedback studies with LeanData • Data fed into learning and iterative management • Data shared broadly for scale up models
• Beneficiary feedback studies (gather additional data beyond) with LeanData • Review and finalise impact • Data shared broadly for scale up models
Will it be enough impact? Test value of the information we are reporting with our partners.
Did we generate the desired impact? What have we learnt?
Does impact continue? Test value of the information we are reporting with our partners.
⁷ LeanDataSM uses remote, typically mobile phone-based data collection ⁸ Beneficiaries = workers, farmers or community people
