Planning for Scaling Social Impact: Our Work at CASE June 18, 2010 Greg Dees CASE at Duke University

Scale: Major Research Topic at CASE Main Themes Scaling impact is not the same as organizational growth There are many different pathways for scaling impact Lasting, widespread impact may require changing the “ecosystem” in which you operate Organizations need to be strategic in building capacities and resources to scale impact effectively Main Frameworks Matrix of options for “Scaling Out” and Five Rs Ecosystems analysis and Four Cs SCALER capacity building framework 2

How: Mechanisms for Spreading Impact Matrix of “Scaling Out” Options What: Defining the Social Innovation How: Mechanisms for Spreading Impact Dissemination Affiliation Branching Only With TA Loose Moderate Tight Organization Program Principles 3

Scaling Out: Five Rs Designing a promising scaling out strategy requires a judgment based on: Readiness (innovation and organization) Receptivity (in other locations) Resources (difficulty to mobilize) Risks (to society, beneficiaries, your organization) Returns (in terms of timely impact) All of which vary depending on matrix position chosen 4

Ecosystem Analysis Framework Environmental Conditions: Politics, Policy, and Bureaucracy Economics and Markets Culture and Social Fabric Geography and Infrastructure Players: Opponents & Problem Creators Complementary Organizations & Allies Resource Providers: Financial Human Intellectual Technical Social Impact Your Organization Customers/Beneficiaries Competitors: For customers For resources Affected Bystanders 5 5

Ecosystem Change: Four Cs Changing an ecosystem means changing the conditions or the dynamics so that new patterns of behavior are established. This often requires: Credible alternative (to the status quo) Communications skills (to sell the alternative) Coalition building (create base of support) Contingency planning (in anticipation of reactions of opponents and affected bystanders) Note: As with natural ecosystems, interventions can lead to unintended consequences. 6

Most Recently: SCALERS Framework Staffing Labor, Human Capital Public Awareness, Support Communicating Skills outside your Organization Supportive Public Policy Alliance-Building Lobbying Earnings-Generation Replicating Stimulating Market Forces Scale of Social Impact Robust, Regular Financial Flows Geographic Expansion Changing Market Behavior SCALERS was developed by Paul Bloom to capture capacities needed to execute different scaling strategies. For instance, IF your scale strategy is particular dependent on the items on the left, you probably need to be strong in the corresponding capabilities on the right. . . . 7 7

Visit our resource website: www.scalingsocialimpact.org CASE: An On-Going Scale Resource Visit our resource website: www.scalingsocialimpact.org Watch for our new book in October, edited by Paul Bloom and Ed Skloot, including many contributions by leading thinkers: Scaling Social Impact: New Thinking 8