1. Philip Clegg CASE, University of Huddersfield 2015 In partnership with The Social Audit Network

2.  Overview of CASE and my role at the University of Huddersfield  Overview of the Region, the School for Social Innovation and why I was invited  The brief I was given and my approach  The future and CASE/SAN approach

3. Innovative consultancy service based in the Duke of York Young Entrepreneur Centre, University of Huddersfield Consultancy services to other HEI/FEI/SU’s and independent Social Enterprises/Social Entrepreneurs Social Return delivered on campus to UoH students/recent graduates providing complimentary advice/support Specialising in collection, measurement and dissemination of Social Impact Research led model - EntD

7. School started in 2011 Delivers programme of pre-start/start-up support for students and community project leaders Mission to solve existing social problems in the Omsk region 53 Social Enterprises started in Omsk Omsk model is leader in the Russian Federation Roll out of programme across the entire federation

8. To share best practise methodology in supporting Social Enterprise To bring added value to the Omsk region and the School for Social Innovation To build an international support network for the region

9. Language Culture Pitch level Method of learning Time Managing expectations

10. Vision/Mission/Social Aims Pyramid Basic Principles 3 Elements Case Study Approach Jamie Oliver 15

11. Knowing what social impact means and the importance of defining, capturing and measuring An understanding of what sort of things can and should be measured and how What are the barriers to, and benefits of, measuring social impact? Examining and learning from a case study

12. VisionHow you would like the future to look MissionThe reason you exist Values The ethos of your organisation Objectives What you want to achieve Activities Individual tasks or projects Outputs Quantitative (e.g. number of workshops) Outcomes Qualitative (e.g. Case studies) ImpactSocietal change

13. Social Impact considers more than just the financial and easily quantifiable measures. It can include: ◦ Happiness ◦ Confidence ◦ Mental Health/Wellbeing ◦ Inclusion ◦ Empowerment ◦ Community Cohesion

14. Values Walking the Talk. Outcomes The change Evidence The story, testimony, proof Additionally Social Impact will demonstrate; Improvement & innovation Added value Value for money

15. Vision Mission Objectives Values

16. Knowing what social impact means and the importance of defining, capturing and measuring An understanding of what sort of things can and should be measured and how What are the barriers to, and benefits of, measuring social impact? Examining and learning from a case study

17. Positive, negative and no change situations Extent of change – how much difference? Experience of change – what did it feel like? Benefits achieved – social, economic and environmental differences and impacts

18. … a logical and flexible framework which enables an organisation (and its partners) to build on existing documentation and reporting systems and develop a process in order to… …Prove! - account fully for and report on social, environmental and economic performance and impact… …Improve! – provide the information essential for planning future actions and improving performance; and …Account! – be accountable to all those they work with and work for…

19. Knowing what social impact means and the importance of defining, capturing and measuring An understanding of what sort of things can and should be measured and how What are the barriers to, and benefits of, measuring social impact? Examining and learning from a case study

20. What are the general barriers to, and benefits of, measuring social impact? If your groups paper has red text – discuss the BARRIERS If your groups paper has green text – discuss the BENEFITS Discuss in your groups for 5 minutes and write down 3 – 5 barriers or benefits Feedback

21. BARRIERS Time and cost involved Difficult to ‘measure’ social impact Benchmarking – comparing like with like is not easy Lack of dedicated resources ‘Too many other things to do…’

22. BENEFITS Can prove that you are achieving your social mission Provides information for marketing/funding/CSR Makes tendering easier and more likely to succeed Allows you to demonstrate innovation and values Reassures funders /stakeholders that you are accountable Motivational for staff – sharing success Managing performance – living the values See the ‘whole picture’…

23. Knowing what social impact means and the importance of defining, capturing and measuring An understanding of what sort of things can and should be measured and how What are the barriers to, and benefits of, measuring social impact? Examining and learning from a case study

25. To create one of London’s finest restaurants by using the magic of cooking to give young people who've faced enormous challenges in their lives, the opportunity to unlock their true talent, through great training and mentoring

26. To train disengaged young people for careers in the food industry.

27. Dedicated kitchen based training – practical skills College based food education course – academic knowledge Personal development coaching – confidence and well-being Work experience in other top London restaurants – experience away from Fifteen

28. On your table discuss and make brief notes on how you might measure or account for one element of this social impact Consider how the information gained may be best shared We will ask each table to feedback 10 minutes to complete

29. Request for a full translation of the book for use in Omsk and proposed replication Consultancy services from SAN/CASE to help embed Joint research and publications