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Measuring the “impact”

Measuring the impact in impact investingIvy So & Alina StaskeviciusMBA 2015 Harvard Business SchoolFaculty Supervisor: Alnoor Ebrahim2015 This report was developed as part of an independent project through the Harvard Business School Social Enterprise Initia-tive in fall 2014, under the supervision of Alnoor Ebrahim. We welcome comments, feedback, and thoughts on this report. Please feel free to contact us: Ivy So and/or Alina Staskevicius of ContentsList of Figures 4 Executive Summary 51. Context 112. Definitions and Scope 123. Objectives Behind Impact Measurement 144. Understanding Current Methodologies Expected Return Theory of Change and Logic Model Mission Alignment Methods Experimental and Quasi-Experimental Methods 405. Cross-Cutting Themes Incentives Additionality 536. Putting It Together: Integrated Approach to Impact Management 557. Conclusion 57 List of FiguresFigure Continuous Cycle of Measurement Objectives Figure Map of Measurement Methodologies to Measurement Objectives Figure Summary of Measurement Method AnalysisFigure Integrated Model of Impact MeasurementFigure Organizations InterviewedFigure Continuous Cycle of Measurement ObjectivesFigure Map of Measurement Methodologies to Measurement ObjectivesFigure Steps in SROI processFigure Excerpt of SROI Calculations from REDF ReportFigure Logic Model FrameworkFigure Contingency Framework for Measuring Social PerformanceFi

examples include social value criteria and scorecards used to monitor and manage key performance met-rics. 4. Experimental & quasi-experimental methods are after-the-fact evaluations that use a randomized control trial or other counterfactual to determine the impact of the intervention compared to the status quo.

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