A New Tool to Describe the Power of Our Work

Funding Provided by: City of Edmonton In Kind Contributions: City of Edmonton Edmonton Social Planning Council Social Enterprise Fund United Way

 History of SROI in Edmonton  Training  Players  Evolution of SROI Edmonton  Sources for Presentation

 Refreshments  Toilets  Mobiles off  Handouts, binders and on- line resources

1. Name? 2. Organization? 3. Why are you here? 4. What activity will your SROI Analysis focus on?

 Four Half Day Sessions  Reading Materials and other Resources  Homework Assignments  One on One and Small Group Support  Final presentation of SROI Analysis  Follows guidelines for assurance by the SROI Network

Session 1Session 2Session 3Session 4 May 26June 23Sept. 22Oct. 27  Guiding Principles  Social Value Creation  Stakeholders  Mapping outcomes  Selecting Indicators  Predictive vs. Evaluative SROI  Financial Proxies  Establishing Impact by Stakeholder  SROI calculations  Report Writing Return in December to present completed SROI reports

Introductions Orientation to the Training Background and theory of SROI Value Creation and the Theory of Change Break Scope Stakeholders Group Exercise Resources Homework and One on One Follow Up Evaluation

1. Understand the process and principles of SROI and how to apply them 2. Identify the scope of your proposed SROI Analysis 3. Name the stakeholders who have a role to play in the value your organization creates

 Cost-Benefit Analysis  REDF (formerly the Roberts Enterprise Development Fund) of San Francisco  Genuine Progress Indicators  New Economics Foundation (nef) 2003

 It’s a method for calculating the impact of the work we do – the value we create  It’s an approach that includes qualitative and quantitative approaches to tell a fuller story  It is a tool to monetize the benefits – whether they be social, economic or environmental  Cost Reallocation  Increased Income  Change in People’s Lives  Decrease in carbon emissions

 Impact (the difference made)  Positive Outcomes  Negative Outcomes  Deadweight & Displacement  Attribution  Drop-off (used for projecting the SROI year to year) Impact = (Positive Outcomes – Negative Outcomes) x Deadweight x Attribution Impact = (Positive Outcomes – Negative Outcomes) x Deadweight x Attribution

 Dis/Prove: Capture and report on the social, economic and/or environmental valued created by a program or policy.  Improve: Use the tool to manage the program for greater impact. It can be used as a tool for: Strategic planning and improving Communicating impact Attracting investment or making investment decisions Managing activities

1.SROI is always time consuming, expensive and impossible without external support 2.SROI is all about the money 3.Organisations or projects can be compared using the SROI ratio

Value generated by an entire organisation or just a specific aspect/program Types: Evaluative or Forecast SROI is underpinned by principles

1.Involve stakeholders 2.Understand what changes 3.Value the things that matter 4.Only include what is material 5.Do not over claim 6.Be transparent 7.Verify the result

Carrying out an SROI analysis involves six stages: 1.Establishing scope & identifying key stakeholders 2.Mapping outcomes 3.Evidencing outcomes and giving them a value 4.Establishing impact 5.Calculating the SROI 6.Reporting, using and embedding

Scope

Decide on the parameters of your SROI analysis Purpose Audience Background Resources Who will do it Activities Period Evaluation or Forecast

Exercise: Scope Is this a forecast or an evaluation? (forecast recommended for training) Decide your activity to analyse (think small for training) Decide the time scale (1 year recommended for training)

 The story of how you seek to make a difference in the world – the wider benefits created for individuals, communities and societies.  This can be framed positively or negatively. “If we don’t provide housing, they will die on the streets” OR “If provided housing, homeless people can enjoy more healthy and productive lives”.

 You believe that doing “x” will result in “y” - “x” is what you are doing, “y” is why you are doing it.  Describe your Theory of Change for the initiative you will use in the training  Think: cause – effect  Write: If ………. Then……..

Stakeholders

Aboriginal people Children (< 12) Ethnic groups, immigrants Families Geographic communities Governments/tax payers Men Neighbours Offenders People living in poverty People with addictions People with mental health issues Persons with developmental disabilities Public at large Seniors (65+) Women Youth (12 +) Stakeholders are the people or organisations that experience change as a result of your activity:

Brainstorm a list of stakeholders: Who benefits (directly and indirectly)? Who invests? (various kinds of resources) Who has an interest in the outcome? Non-human beneficiaries?

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Record on your impact map the key stakeholders you will work with for this training exercise. At a minimum, include an investor/funder and an end user.

At this stage, you are analysing what you think will change (or did change) for stakeholders in order to decide if they should be included or not. This MUST be verified by the stakeholders themselves. Consider how to involve stakeholders at every stage (this will have to happen outside our training sessions)

 Review Checklist for Stage 1 (p. 99 of the SROI Guide)  Determine the scope of your SROI Analysis  Confirm your Theory of Change  Involve others to confirm the key stakeholders for the SROI analysis  Fill in Column 1, Stage 1 of the Impact Map  Read pages 1 – 24 of the SROI Guide  Read Back on Track case study

 NEF SROI Guide  Sustainable Returns Brochure  Check out the Social Evaluator 0n-line tool

 Please fill in honestly – your answers will be used to improve the training  Your answers will be compiled by City of Edmonton staff – anonymous from the trainers point of view