Empowering for social impact: IS_Prototyping

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January 21 and 22 saw the start of the fifth edition of IS_Prototyping in social impact assessment. Since 2013, 4Change has been running the Social Impact Program, now the Social Impact Community in partnership with the Montepio Foundation, CASES (Cooperativa António Sérgio para a Economia Social and Santa Casa da Misericórdia de Lisboa), which has been pioneering the training of social economy entities with the aim of including elements of management and social impact assessment in the regular practices of project management and implementation.

37 organizations went through this process, with the results shared and published in the reports available on www.impactosocial.pt.

The methodology applied has been a distinctive and innovative feature in the process of training organizations in impact assessment. Using on-the-job training with close mentoring from a specialist consultant, the aim is to train technicians from the organizations in impact management and evaluation, involving other technicians and departments within the organizations, seeking to ensure that the tools and content are adopted by more members of each organization.

In the previous 4 editions, the impact assessment methodology was SROI (Social Return On Investment), and this year, continuing the vanguard path that 4Change has been following in this area, we are once again going to innovate and test a methodology inspired by the principles of SROI but with outputs that are simpler but more incisive in the information revealed, and above all, easier for organizations to implement (see interview with Constança Morais).

In this year’s edition, which completes the Social Impact Community’s IS_Beta process that began in 2018, 10 organizations are participating, as in previous years, and for the first time we have a local authority taking part (Torres Vedras City Council), in line with the Social Impact Community’s objectives of progressively involving public sector entities in the theme of social impact.

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