Session 1
Session 2
May 26
June 23
 Guiding
 Mapping
Principles
outcomes
 Social Value  Selecting
Creation
Indicators
 Stakeholders  Predictive vs.
Evaluative
SROI
Session 3
Session 4
Sept. 22
Oct. 27
 Financial
 SROI
Proxies
calculations
 Establishing  Report
Impact by
Writing
Stakeholder
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Debriefing the Readings from Last Session
Outstanding Logistics (Social Evaluator)
Theory of Change Unbundled
Stages 2 and 3 of the Impact Map
 Outcomes
 Inputs and Outputs



 Materiality
 Indicators
Break
Measurement Options
Homework and One on One Follow Up
Evaluation
Expand your theory of change
Identify how stakeholders can be involved in
mapping outcomes and indicators
3. Understand the range of indicators that might be
appropriate to your SROI
4. Identify ways to measure the difference your work
makes
5. Articulate your standard for materiality
1.
2.


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Theory of Change is your story about how
your work makes a change in the world – how
you use resources to create value for
communities and individuals
The Theory of Change connects the dots
between the resources (inputs), activities
(outputs) and outcomes achieved
Must clearly articulate the chain of events
and how they are linked, “if this, then….”
Understand
change
7

Each organization take a turn at sharing their
theory of change
 Group Discussion: is the clear and effect clear;
reasonable
 Questions arising
Inputs are things that stakeholders contribute in order
to make the activity possible. You must capture the
value of the investments in the program.
Outputs are a quantitative summary of activities
For each stakeholder, record on your impact map:
1.
2.
The inputs (the cash and in-kind resources that
have been invested)
The outputs that summarise the activity
As a result of the outputs we deliver, there
are consequences or outcomes
An outcome is
the change that results from an activity
Outcomes can be:
intended / unintended
positive / negative
Outcomes can be felt in the short, medium
and long term
Less is more.
 Focus on what’s most important (not
just what’s easy to measure)
 Provide enough detail that the
reader/audience can follow the logic
13
Material to stakeholder
Not material
Easy to measure
outcomes
Difficult to measure
outcomes
Can measure
Find ways to measure
Avoid temptation to
measure
Don’t measure
IF MATERIAL:
• Identify more intangible outcomes and try to
find proxies to reflect the impact
• Don’t give up on valuing the benefit of “being a
contributing member of society” just because
it’s hard to quantify!
Costs Related to Poor Living Conditions (Ambrose and Randles, 1999)
Resident Point of View
External Point of View
•Poor Physical Health (H-M)
•Higher Health Service Costs (H)
•Person Years of Life Lost (H)
•Poor Mental Health (M-NQ)
•Higher Health Service Costs (H)
•Uninsured Content Losses (H)
•Higher Policing Costs (H)
•Underachievement at School (M-NQ)
•Extra cost of School Budget (H)
•Social Isolation (NQ)
•Higher Health Service Costs (H)
•Loss of Future Earnings (M)
•Loss of Talent to Society (NQ)
H=Can be Quantified
M=Could be Quantified if Had Better Data
NQ= Probably Non-Quantifiable
Exercise: Understanding change
Record on your impact map a description
of the outcomes for each stakeholder.
(What happens as a result of the
“intervention” for each stakeholder?)
Describe at least one unintended or
negative outcome
An indicator is information that allows change to be
measured
How will you know if the outcome will happen (or has
happened)? If I ask you to ‘prove’ it, what would you
show me?
Think about an end user, before and after, the
“intervention”. What story would they tell?
Has most direct tie to outcome
(importance)
 The connection is simple to
understand (logic)
 Measurable, ideally by data already
collected by you or others
(credibility)

Goal #2: Increase Prosperity of Participants
Outcomes
Indicators
A. Increase employment
1. Increased employment income
income
B. Increase access to
1. Increased access to worker benefits
benefits
2. Decreased access to government
benefits
C. Improve net assets
1. Decreased unsecured debt (not backed
by assets)
2. Increased assets
3. Better debt to equity ratios
Same person(s) before
and after?
 Similar person(s) who
didn’t take the
program (comparison
group)
 Data about this
population from a
credible research
source


Since SROI measures the DIFFERENCE
between status quo and your program or
policy results, start with the status quo:
 What are the costs?
 What are the results?
 What do you want to change?
 Why do you think it will be better than the status
quo?
Exercise: Indicators
For each outcome on your impact map, record:
1.
2.
3.
4.
5.
A measure (indicator);
Where you got it from (source)
How long the outcome lasts (duration)
How much of the change happened
(quantity)
What you are comparing against
(benchmarks)


Check out the SROI project website which
has an indicator’s database
http://www.sroiproject.org.uk/sroidatabase/better-personal-skills.aspx
You can select an outcome and get ideas
about what indicators you could use
 Review Checklist for Stage 2 (p. 99/100
of the SROI Guide)
 Involve stakeholders in deciding which
outcomes are most material. These are
the ones on which you will base your
SROI analysis. Include at least one
‘difficult to measure’ outcome.
 Select indicators for these outcomes



Read pages 28-63 in the SROI guide
Read the SROI Network’s Assurance
Read the Women Building Futures Case
Study. Complete a one page summary
of how well it complies with the
Assurance Criteria.

Explore indicators “Prove and Improve”
section of the NEF website, particularly the
section on indicators
www.proveandimprove.org/new/meaim/index.php
 Check out the indicators database at the SROI UK
website http://www.sroiproject.org.uk/sroidatabase/better-personal-skills.aspx


Check out the Social Evaluator 0n-line tool
www.socialevaluator.eu
Download the Impact Map in Excel