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We track our performance against our KPI on a quarterly and annual basis, and below you will find actuals of 2013, compared to targets and actuals from the previous year.


The top KPI is number of children supported, and we are very proud to have touched the lives of over one million children in 2013. This is accomplished even with a lower than targeted result in some of our other KPI:s.



There are some external factors in play, that have influenced the outcome related to some of our KPI:s. In Russia our main partner, Tele2 Russia, was sold. Tele2 AB decided generously to support the existing entrepreneurs in our program, but no entrepreneurs were added during the year. In Africa the Search and Selection was pushed into early 2014 in many markets. This has affected Change Leaders in programCo-workers involved and Applicants detrimentally.


Also, the work to touch a broad set of Opinion leaders were deprioritized during the year in all regions in favor of more focus on building stronger relationships with a much more narrow set of Key stakeholders. The KPI will be updated for next year to reflect this and other developments in strategy.


Regional results





Definitions and metrics of 2013 KPI:s


All targets on the KPI’s are set on a yearly basis and are to be measured by years end. The KPI’s are tracked quarterly, if applicable, otherwise annually and shared by years end.


Number of children supported


Definition: Children supported are children, who, as a direct or indirect consequence of the activities of all social entrepreneurs in our programs or our own activities, have had increased opportunities to have their rights fulfilled in accordance with the UN Convention of the Rights of the Child. As in the convention, we define children as being below the age of 18. The number of children refers to this calendar year only.


How to measure: Measure all children that are supported direct or indirect through the social entrepreneurs operation. By support we mean that the child have been in program, or used a service/product that strengthen children’s rights. By direct, we mean face to face with the child. By indirect, we mean through other channels or individuals. This can be for example media directed towards children or through trainings or information for parents or professionals working with children.


We measure the activities of:


  • Our social entrepreneurs in the incubator (we track actual quarterly)
  • The social entrepreneurs in other programs, eg Management program (track by years end)


This indicator does not include the number of actions or hours spent in the programs. Neither do children being reached by marketing campaigns.


Number of social entrepreneurs in programs

Definition: The number of selected and active social entrepreneurs that participates in our programs at end of year.


How to measure: Social entrepreneurs that are getting support in the Incubator or in other programs (Management program) are calculated. Newly selected entrepreneurs are added to the social entrepreneurs in the Incubator. Teams of two people that share one place in incubator are counted as one entrepreneur. Entrepreneurs that get a No go-decision during the year are not added though they have got support the full year. Entrepreneurs that are dropped out during the year will also be excluded and also entrepreneurs that have gone through the full program and will not continue next year.


The percentage of organizations in the incubator that scale up

Definition: We measure the scaling of the social entrepreneurs in the incubator on a yearly basis. The ideas we choose must have potential to be scalable, meaning that they eventually will change the lives of many children. Scale for us, is measured in four dimensions, describing the complex development of both financial and impact capacity.


How to measure: We gather information from each social entrepreneur in four different dimensions: children supported, financial turnover, geographic footprint and human capital. We compare the evolution from year zero to year one, year one to year two etc in order to see a positive development in each category. The organization needs to show a positive trend in at least three out of four dimensions to be regarded as a scaling. If the scale appears on just one of four dimensions, it is considered as a negative trend.


  • Number of Children supported: The total number of children supported during the operational year.
  • Footprint: Footprint, or geographic presence, with the aim to expand from concentration in a local arena to a more distributed geographic pattern (scale out). It shows how the scattering of the number of children supported is distributed. The unit to evaluate depends on operation. It can be a physical market as a toy library, math workshop, or number of schools/cities/regions/countries. It can also be products, where an estimate on users/buyers spread on different geographic regions/countries needs to be done. Most important is to set a standard, together with each entrepreneur entering the incubator as a starting point that can be followed during the entire incubator period.
  • Turnover: Compare the turnover this operational year with the last year.
  • Human capital: Describes the human resources in the organization. Based on the number of employees, volunteers, interns or others you have engaged in your work.


Number of co-workers involved

Definition: Co-workers from Reach for Change’s partner companies actively engaged in our mission.


How to measure: Calculate all co-workers that have participated in our activities, our community or contributed to the development of our work. Keep track on co-workers that leave their employment or co-workers that express that they do not want to support Reach for Change any more. They shall not be counted the following year.


Awareness and pride of Reach for Change among co-workers

Definition: The awareness, liking and opinion of Reach for Change among co-workers of our partners in order to create larger engagement.


How to measure: We measure the co-workers opinions in different ways depending on regions. It can be done through a yearly anonymous survey to co-workers of our local partners in order to understand how we manage to spread our message internally. A survey template is developed for that.



Definition: The number of individuals taking action by submitting an application and thereby contribute to our movement by stating their idea.


How to measure: All applications that are submitted in first step in the application system are added. It is not enough to start an account, or start an application that are saved but not submitted. All duplicates shall be erased. It is the deadline date of the first step that determines which year that the applications will be calculated on.


Numbers of opinion leaders in interaction

Definition: The numbers of opinion leaders that we, and our social entrepreneurs in the incubator are in dialogue with about our cause.


How to measure: To be in dialogue with an opinion leader means to have a two-way correspondence. Examples of that are; meetings, mail correspondence but also to reach them live through lectures/seminars.


Opinion leaders are persons that influence opinion, i.e. what other people think. Examples of opinion leaders:


  • Politicians
  • Ministers and officers of ministries
  • Municipal government and councils
  • Influential and important leaders in private, the nonprofit and the public sector
  • Influential celebrities
  • Chief editors, influential writers and columnists, leading debaters and political commentators.


People who are not opinion leaders:


  • Principals and professionals in school, in health care, etc.
  • Officials and clerks at authorities.
  • Decision makers at smaller organizations/businesses.


Administration cost as a percentage of total revenue

Definition: To keep track on administration costs meaning to be transparent about the part of costs that is not for the aim, programs, or fundraising.


How to measure: Calculate how much of the revenue goes to administration costs.


Revenue means operating revenue and on-going financial income.


Administration costs are costs that can’t be considered as costs for the aim or fundraising. It comprises such costs that are necessary to administer the actual organisation. A certain amount of general administration is required to ensure the organization’s controls and reporting maintains a high level of quality, both externally and internally. This consequently includes costs for accounting, auditing, board meetings, directors’ fees, annual meetings, rent and administrative personnel, etc. If a cost refers neither to aims nor to fundraising, it will be deemed to constitute an administration cost.


Costs that can be related for the aim or fundraising: Costs for the aim refer to such costs that are directly linked to the fulfillment of the aim in accordance with our statutes. Such costs include salaries and payroll, and equipment that are required for the aim. Costs for the aim also include costs for opinion-forming activities. Costs for the aim also include costs for a representative office that has been established in a country solely on the basis of the collection organisation having one or more aid projects in this country.


Fundraising costs refer to direct costs for the fundraising work. Direct costs comprise salary costs for the employees involved in fundraising, as well as costs for fundraising activities, campaigns, mailings and donor registers. They also include the joint costs allocated to the fundraising costs. Costs for brand reinforcement, profiling and positioning also constitute fundraising costs. Pins and poster stamps, picture postcards, stickers, etc., are viewed as a type of receipt or donation certificate and also constitute fundraising costs. The same applies to information about activities that is sent to the donors.

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