Jeremy Nicholls is a director and one of the founders of Social Value International, a membership organisation for individuals and organisations supporting principles and standards in accounting for social and environmental value. He works part time with the Impact Management Project and is Professor of Social Value at Staffordshire University.
He is also a non-executive director of the FRC Group (a social business based in Liverpool), the Social Investment Business (a social investor) and the Social and Human Capital Coalition. He chairs the British Standards Institute’s social value committee and is a member of Accounting for Sustainability’s Expert Panel; the IRIS advisory committee; and the UK Social Value Taskforce.
He originally qualified as a chartered accountant, including time as the Finance Director for Tanzania Railways.
"Could we have created more value with the resources we have available?" This is the question that board members need to be asking in order to truly embed an effective impact measurement approach in their organisations.
"Few organisations are geared up to know if they are creating as much social value as they can with the resources they have" – Jeremy Nicholls argues that better is not good enough, it's time to start optimising social value creation.
Is the private sector putting social enterprises to shame on social value accounting? Think it’s enough to have a social purpose without checking if you’ve made a difference? Try telling that to anyone who didn’t get a job at the end of your employability project, says Jeremy Nicholls.
The Social Value Act provides a real opportunity to increase the value being created for communities by public commissioning. All good, but one of the biggest risks is aligning local with social, says our regular columnist Jeremy Nicholls.