Sinzer works with different types of organizations, companies and funds on their various impact challenges and questions. Recent work includes measuring the importance of gender-sensitive care, developing an impact investing framework aligned with the SDGs, and advising an educational institution on how to embed impact management in their curriculum.
Outcome evaluation of Women Inc's Gender & Health consortium supported by the Ministry of Education, Culture and Science.
The impact analysis Sinzer conducted consisted of an evaluation that looked back on five years of activities by all 50 consortium members. With this assignment, Sinzer examined and assess the impact of all the crucial pillars (awareness, research, education) of the alliance.
Our conclusion was that the alliance has contributed to significantly more political attention for the importance of gender-sensitive health. It also made knowledge on gender-sensitive care more accessible, and spurred more research into the unique health issues for women.
Through this impact analysis, WOMEN Inc and the consortium have gained crucial insight into the effects of their activities. As a result, the work of the consortium is continued into a new multi-year program, in which Sinzer is involved as an impact partner.
Hivos Impact Investments
Impact reporting of investment portfolio aligned with the Sustainable Development Goals
The ‘Hivos Food and Lifestyle Fund’ of Hivos Impact Investments invest in the ‘missing middle’: early-stage SMEs in Southern Africa with innovative solutions in food and lifestyle sector from-farm-to-fork. Through these investments, the fund aims to realise both a financial return as well as social impact related to less food loss, improved diets, less soil degradation and contributing to fair and sustainable jobs and improved livelihoods in the region.
In 2017 Sinzer supported Hivos Impact Investments in developing a Theory of Change (ToC) for the Fund, that describes how the investments realise the envisioned impacts and how this contributes to several of the Sustainable Development Goals.
Additionally, we developed an indicator framework and implemented this in the Sinzer software tool, which is currently being used to monitor realization of impact per investment as well as aggregated impact for the portfolio as a whole, which is used as management information (are we realizing the impact we envision, and can we do better?) as well as to feed into quarterly impact reports for several stakeholders.
Europeana Foundation: articulating and demonstrating the social impact of (digital) cultural heritage and culture.
Europeana Foundation is the institute for digital cultural heritage in Europe. Sinzer initially helped Europeana with a small-scale impact assessment for 3 of their digital collections. This process commenced with drawing out a Theory of Change in several multi-stakeholder workshops, by answering questions like: who experiences change as a result of accessing or sharing information? What changes do stakeholders experience? How can these changes be influenced by tweaking activities, products and services? Once the Theory of Change was developed, data was collected to test exactly how much change was created for whom by sending surveys to various stakeholder groups.
Besides gaining insights for their own organisation, Europeana got increasingly motivated to share the gained impact expertise and theory with others in the sector. Hence, as a second deliverable the 'Impact Playbook' has been developed: a guide meant for (digital) culture and cultural heritage organisations, like galleries, libraries, museums and archives, with theory as well as practical step-by-step instruction and tools to help these organisations better understand, manage, and demonstrate the social impact they create - which is becoming increasingly important in a time where funding for such organisations is under pressure.
Currently we are collaborating with Europeana to create a 'Playbook part II', which focuses on using elements of 'economic' impact assessment in context of (digital) culture and cultural heritage.
The first Playbook can be downloaded here: https://pro.europeana.eu/page/impact-resources
Photo by Sebastiaan ter Burg, CC BY 2.0
Windesheim Honours College
Train-the-trainer: embedding impact management in Windesheim Honours College's curriculum
Windesheim Honours College (WHC) approach Sinzer with three questions: how can we better understand our impact on planet and people, and use these insights to make better management decisions that maximise impact? Hoe can we better communicate and share our impact with others? And lastly, how can we equip management and staff with impact management expertise and make impact management an embedded element in the College's curriculum?
Sinzer's consultants organised a masterclass series of three interactive workshop days covering both theory and practice of impact management. The programme of WHC served as its own impact case during the workshops. Through co-creation approach a Theory of Change has been developed for the programme - which will serve as strategy document going forward -, as well as an impact framework with indicators that will be used as a monitoring mechanism to collect impact and management information and track progress of impact objectives. From the start of the upcoming academic year onwards, the WHC will start embedding the gained impact expertise in its students' curriculum.
Impact Coaching Utrecht
Impact coaching of local initiatives in and for Utrecht Municipality
Utrecht municipality approached Sinzer to support local initiatives in Utrecht in making their impact more transparent. According to Utrecht, local initiatives are "invaluable and indispensable " because they contribute to the prevention and reduction of social challenges like loneliness and poverty. But how much impact do these initiatives have exactly? For whom and on what? And is there still room for improvement? To answer these questions, the city of Utrecht asked Sinzer to support ten initiatives for a year. In the course of a year, the initiatives were coached by Sinzer on their individual impact questions. For each initiative, impact targets were set, indicators were selected and measurement plans were drawn up. At the end of the year, each initiative presented their results to the municipality and the wider public. The results showed much value the initiatives add to the city. It also gave the initiatives 'ammunition' to convince future financiers. And finally the insights supported initiatives in making more informed decisions on where to spend their time and resources to maximize their impact.