1. How can we evaluate the impact of supported employment and help make a better business case To demonstrate impact we need to measure the social value created by a programme – i.e. focus on what changes Sheila Durie

2. Why does social value matter? Show value for money! 1.Focus on activities (outputs) can be inefficient and tell us nothing about whether we make a difference 2.Spend in one policy area can affect outcomes in another 3.Services can be improved, and understanding the social value created by services can help us identify where to improve 4.We can relate our outcomes to national and local priorities

3. The principles of Social Return on Investment 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 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

4. The questions we ask in SROI Who changes? How do they change? (what happens) How do we measure it? (show me) What is it worth? (relative to other things) What would have happened anyway? (if we hadn’t been here)

5. Identify our stakeholders Engage with stakeholders to ensure we understand change from their perspective in order to identify their outcomes Identify indicators that will tell us if the outcomes happened Use appropriate measurement tools to collect indicator data to provide the evidence of change Find financial proxies to value changes, and engage with stakeholders to collect their valuations Reduce the value of outcomes to reflect that some change happens anyway and some change is created by other factors or partners – to get our IMPACT Add the value of outcomes for all stakeholders and compare with the investment How do we do it?

6. Mapping Outcomes

7. Exercise A small project works with 50 people with mental health problems, following the five stage process of supported employment. 1.Who are the stakeholders? Brainstorm them 2.Chose one stakeholder group from the list– what outcomes might they experience? 3.Choose one outcome from the list – what indicators or bits of information would be needed to ensure that the outcome was achieved? 4.What tools can we use to get this information? 5.How might we value these changes?

8. A note on valuing outcomes (using financial proxies) Outcomes may result in: -Actual changes in costs or income -Potential changes in costs or income -Others- requiring an approximation of the financial value – what is something worth to a stakeholder? E.g. the value of independence -HM Treasury states “the valuation of non- market impacts… should be attempted wherever feasible”

9. Success is – achieving outcomes and changing something Scottish National Outcome We realise our full economic potential with more and better employment opportunities for our people Outcomes from supported employment People get jobs; family members can go back to work; people with disabilities become more employable and learn new skills Scottish National Outcome We have tackled the significant inequalities in Scottish society Possible outcomes from supported employment The employment rates of people with disabilities are raised towards the average Scottish National Outcome We have strong, resilient and supportive communities where people take responsibility for their own actions and how they affect others Possible outcomes from supported employment Discrimination and stigma are reduced; people with disabilities are more independent Scottish National Outcome We live longer, healthier lives Outcomes from supported employment Physical and mental health of people with disabilities improves

10. Real Jobs SROI results Stakeholder Total Value Per person Clients in work£998,000£8,000 Significant others, families£862,000£5,000 Clients who are looking for work but are on benefits£259,000£1,000 Midlothian and City of Edinburgh Council, including social work £254,000 Employers£198,000 DWP£161,000 NHS Lothian£130,000

11. Implications for the business case for Supported Employment “Pays for itself”: for every £1 invested a return of £5 to 12 stakeholder groups was found Sustaining people in work creates more value than getting people into work in the first place The positive impact on families has been underestimated Some of the value created is “soft” but highly valued by service users e.g.: – People feel the same as everyone else – Feel less isolated; greater social contacts; more independent Highlights the value of in-house benefits advice

12. More information The SROI Network at www.thesroinetwork.orgwww.thesroinetwork.org The SROI Project at www.sroiproject.org.ukwww.sroiproject.org.uk Outcomes Star Suite – ‘soft’ outcome measurement tools – at www.outcomesstar.org.ukwww.outcomesstar.org.uk There are many other measurement tools – some are highlighted on the SROI Project website The SROI Project website also contains a database of indicators and financial proxies, including those for use in employment programmes, for projects aimed at people with disabilities and many more…