1. Gathering a credible evidence base
Jane Gibbon
Newcastle University Business School

2. Useful and credible evidence within a social enterprise setting
Context for appropriate models and tools
Using elements of models and tools
Gathering evidence
Characteristics of useful evidence
Presenting evidence

3. Evidence impact and learning
Mission
Outcomes
Activities
Evidence impact and learning

4. Social Accounting 1. Deciding and managing the scope
Focusing on certain aspects
Building completeness over time
Doing what is possible
2. Agreeing indicators
3. Collecting the quantitative and qualitative data
Facts, figures and narrative
Stakeholder consultation
Getting the questions right
Consultation methods
Consulting the community
Choosing methods
Other tools
4. Report on the social, environmental and economic impacts
5. Social Accounting Plan
Resources
Plan
6. Implementing the Social Accounting Plan
Collect data
Assessment: Social Accounting Plan that works and consultation and data results

5. Mapping Impact Inputs Staff & Funding Activities
Improve knowledge management
Outputs
Strengthen policy, research & campaigning work
Outcomes
Influence government policy
Desired Impact
Deliver social change

6. Issues with impact mapping
Measuring beyond outputs and understanding outcomes?

8. Evidence within a specific setting
Does the evidence improve decision making?
Does the evidence improve outcomes?
Does the evidence improve clinical quality or patient safety?
Does the evidence improve the care experience?
Does the evidence improve efficiency and lower costs?
Does the evidence improve our services?
Does the evidence empower patients and families to improve their health?

9. Awareness of expectations regarding accepted metrics

10. Issues with acceptable evidence?

11. Soft Indicators and outcomes
Interplay between indicators and outcomes
Indicators are the means by which to measure whether outcomes have been achieved
A soft indicator can be used to refer to the achievements that demonstrate progress towards an outcome
A project could explore whether an individual’s motivation has increased during the scheme
Subjective judgement but indicators such as improved attendance, improved timekeeping or changes in communication skills could suggest that motivation has increased.

12. Soft outcomes
Outcomes from training, support or guidance interventions which cannot be measured directly or tangibly
Could include achievements relating to:
Interpersonal skills such as social skills and coping with authority
Organisational skills such as personal organisation and the ability to order or prioritise
Analytical skills such as the ability to exercise judgement, managing time or problem solving
Personal skills such as insight, motivation, confidence, reliability and health awareness

13. Measuring progress?
Two or three good indicators for each outcome make them more measurable
Templates over time show progress made can be for each individual (distance travelled)
Reasons for ratings identify soft indicators and imply soft outcomes
Templates over time can show achievement

14. Example of a template…
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15. Social Audit Study at HMP Kirklevington Grange

16. Credible evidence… Includes many forms of evidence
Includes both hard and soft indicators and outcomes
Is longitudinal in nature
Should be regularly reviewed for relevance
Is clearly linked to strategic aims
Has a structured framework for managing data
Is relatively easy to capture