Measuring Social Outcomes: Social Return on Investment

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1 Measuring Social Outcomes: Social Return on Investment Presentation for bankmecu-vcoss Finance Network 11 June 2014

2 About Net Balance Founded in 2006, now one of Australia s leading sustainability consultancies Expertise in environmental and social sustainability Sustainability strategy and advice Climate change and energy Environmental services Social and community investment Economics and policy Supply chain Net Balance Foundation is the not-for-profit arm of the consultancy

3 Why measure social impact? Informs the design of your programs and services by understanding the social, environmental and economic impacts of interventions Enables you to evaluate the impacts of your programs and services Develops social metrics to measure the outcomes of your programs and services Measurement of results drives where resources are allocated and where accountabilities are established 2

4 Problems with measurement 1. Financial measurement: limited measure of value 2. We allocate resources to the things we can measure 3: Stakeholders are often left out of decision making

5 What s the best approach for measuring outcomes? There is not a best approach Each methodology has its strengths and weakness So how can you ensure you get the best, most useful approach for the budget you have? Choose the most suitable and appropriate approach based on your needs There may be value in not using a specific approach There may be a role for multiple approaches depending on your needs Remember the principles of good outcomes measurement Involve stakeholders Understand what changes Understand impact or added value 4

6 What is SROI? A way of understanding how effectively money is spent A way of comparing the value of change created to the investment required to create the change SROI = [Value of change] [Investment] e.g. $3.60:$1 It is an adjusted/enhanced form of cost-benefit analysis which considers triple-bottom-line benefits and investments (economic, social, environmental) It measures outcomes, not outputs It measures change that matters to stakeholders It can be evaluative or forecastive

7 Why use the SROI approach Reasons for using SROI include: Demonstrating the social impact and outcomes of a delivered program and/or service and evidencing value for money in funding requests Improving program and/or service effectiveness and outcomes Strategically aligning core programs and/or services with finances (whether grants, investments or donations) Creating a consistent framework for evaluation of programs and/or services Ensuring greater transparency in communicating and reporting outcomes. 6

8 SROI A Principles based approach 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 Analysis Report & verify

9 Stages of an SROI 1. Set scope and identify stakeholders 2. Identify outcomes through a Theory of Change 3. Establish indicators 4. Value change 5. Understand impact 6. Model 7. Report 8

10 Scope What? Whole organisation? Specific funding stream? Specific intervention? One site? Multiple sites? Forecastive or evaluative? Who? Which stakeholders do you want to include Consider materiality Time period Duration of the program/intervention When do outcomes begin? May be a trade off with resource feasibility

11 Theory of change A theory of change depicts how a program is intended to achieve meaningful, positive changes for clients not simply a description of what the intended change is 10

12 Theory of Change for a Microfinance Program Stakeholder Unsuccessful Clients Successful Clients Outputs / Activities Referral services Links with other parts of the microfinance and financial counselling sector Ethical, fair, accessible and responsible credit products, Referral services Links with other parts of the microfinance and financial counselling sector Short Term Changes Learning: Knowledge, Skills, Motivation Knowledge of credit status Knowledge of outstanding debts Accepting responsibility for defaults Willingness to get help to sort out personal finances Knowledge of appropriate lending institutions Familiarity with loan contracts and terms Knowledge of required documentation Motivation to see a financial counsellor Knowledge of future expense needs Knowledge of budgeting techniques Interaction with financial support services Ability to pay basic bills Taking responsibility for past debts Decreased depression Decreased stress Ability to afford necessities Ability to take advantage of new opportunities Liberated from past constraints Aware of support services Ability to look after self Able to provide for their family Gain trust of friends and family Medium Term Changes Action: Behaviour, Practice, Decisions Ability to make appropriate and informed decisions when dealing with financial products and institutions in the future Working towards adopting positive budgeting practices Changing household purchase priorities Paying off old debts Keeping to a strict budget Planning for the future Ability to repay loans Surrounded by positive influences Have a sense of stability Make positive changes for the future Increased independence Achieve what was previously thought to be impossible Enthusiastic about new opportunities Have a positive outlook for the future Setting new goals Long Term Change Increased knowledge of financial system Increased awareness of financial position Increased control of personal finances Increased confidence

13 12

14 Evidencing outcomes SROI evaluates material outcomes for stakeholders, not just outputs or those outcomes that are easy to measure. Find out what is important, then seek to measure Find out what is easy to measure, then seek to value it We are quantifying the outcomes identified via qualitative stakeholder engagement Key questions: How do we know how many people have experienced this outcome How do we know the extent to which this change has taken place?

15 Capturing magnitude of change Outcome Achievement Level Indicators Very Low - I am always short of money for basic expenses - I am unable to pay any of my regularly scheduled bills - I have no idea of what my outstanding debts are Increased control of personal finances Low Average - I often find myself short of money for basic expenses - I often default on my regularly scheduled bills - I know that I owe money but don t know how much or how I can pay it back - I have tried using a budget but found it difficult to follow - I occasionally fall behind on my regularly scheduled bills - I am aware of the extent of my debts and want some help to clear them up High - I am using a budget regularly but sometimes tend to lose track of my expenses - I am making some changes in my habits to be able to afford my regularly scheduled bills - I am seeking help to begin to payback my previous debts Very High - I am able to purchase my basic requirements and stay within a budget - I never default on my regularly scheduled bills - I have been able to eliminate all my outstanding debts OR - I am following a payment plan to wipe out my outstanding debts 14

16 Valuing and Pricing Value is contextual It means different things to different stakeholders Similar outcomes for different projects might have vastly different values SROI uses financial proxies to estimate the social value of non-traded goods to different stakeholders.

17 SROI strengths and weaknesses Strengths Stakeholder focused process provides great insight into stakeholders and programs Powerful as a design and evaluation tool Provides a framework for understanding added value Is a basket of best practice tools can be applied in its full form or using component parts Speaks the language of some funders/decision makers Has wide applicability across sectors and subject matter Weaknesses Overemphasis on the ratio Heavily reliant on subjectivity and assumptions -will evolve and strengthen over time The valuation process is often a source of discomfort/contention It is complex and resource intensive Often used in a snapshot or retrospective context which constrains data quality Comparison of ratio is inevitable but not always appropriate 16

18 17 Example : Red Dust Role Models (2013)

19 Contact Arjun Ravi Senior Associate Net Balance Phone : (3) Arjun@netbalance.com 18

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