A New Tool to Describe the Power of Our Work
Funding Provided by: City of Edmonton
In Kind Contributions:
•City of Edmonton
•Edmonton Social Planning Council
•Social Enterprise Fund
•United Way
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History of SROI in Edmonton
Training
Players
Evolution of SROI Edmonton
Sources for Presentation
 Refreshments
 Toilets
 Mobiles off
 Handouts,
binders and online resources
1.
2.
3.
4.
Name?
Organization?
Why are you here?
What activity will your SROI
Analysis focus on?
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Four Half Day Sessions
Reading Materials and other Resources
Homework Assignments
One on One and Small Group Support
Final presentation of SROI Analysis
Follows guidelines for assurance by the SROI
Network
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
Return in December to present completed SROI reports
Introductions
Orientation to the Training
Background and theory of SROI
Value Creation and the Theory of Change
Break
 Scope
 Stakeholders
 Group Exercise
 Resources
 Homework and One on One Follow Up
 Evaluation
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1.
Understand the process and principles of SROI and
how to apply them
2.
Identify the scope of your proposed SROI Analysis
3.
Name the stakeholders who have a role to play in
the value your organization creates
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Cost-Benefit Analysis
REDF (formerly the Roberts Enterprise
Development Fund) of San Francisco
Genuine Progress Indicators
New Economics Foundation (nef) 2003
It’s a method for calculating the impact of the work we
do – the value we create
 It’s an approach that includes qualitative and
quantitative approaches to tell a fuller story
 It is a tool to monetize the benefits – whether they be
social, economic or environmental
 Cost Reallocation
 Increased Income
 Change in People’s Lives
 Decrease in carbon emissions
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Impact (the difference made)
 Positive Outcomes
 Negative Outcomes
 Deadweight & Displacement
 Attribution
 Drop-off (used for projecting the SROI year to
year)
Impact = (Positive Outcomes – Negative Outcomes) x Deadweight x Attribution
Dis/Prove: Capture and report on the social,
economic and/or environmental valued created by
a program or policy.
 Improve: Use the tool to manage the program for
greater impact. It can be used as a tool for:
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Strategic planning and improving
Communicating impact
Attracting investment or making investment
decisions
• Managing activities
1. SROI is always time consuming, expensive and
impossible without external support
2. SROI is all about the money
3. Organisations or projects can be compared
using the SROI ratio
• Value generated by an entire organisation or
just a specific aspect/program
• Types: Evaluative or Forecast
• SROI is underpinned by principles
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
Carrying out an SROI analysis involves six stages:
1. Establishing scope & identifying key
stakeholders
2. Mapping outcomes
3. Evidencing outcomes and giving them a value
4. Establishing impact
5. Calculating the SROI
Scope
Decide on the parameters of your
SROI analysis
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Purpose
Audience
Background
Resources
Who will do it
• Activities
• Period
• Evaluation or
Forecast
Exercise: Scope
• Is this a forecast or an evaluation?
(forecast recommended for training)
• Decide your activity to analyse (think
small for training)
• Decide the time scale (1 year
recommended for training)
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The story of how you seek to make a
difference in the world – the wider benefits
created for individuals, communities and
societies.
This can be framed positively or negatively.
“If we don’t provide housing, they will die on
the streets” OR “If provided housing,
homeless people can enjoy more healthy and
productive lives”.
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You believe that doing “x” will result in “y” “x” is what you are doing, “y” is why you are
doing it.
Describe your Theory of Change for the
initiative you will use in the training
 Think: cause – effect
 Write: If ………. Then……..
Stakeholders
Stakeholders are the people or organisations that
experience change as a result of your activity:
•Aboriginal people
•Children (< 12)
•Ethnic groups, immigrants
•Families
•Geographic communities
•Governments/tax payers
•Men
•Neighbours
•Offenders
•People living in poverty
•People with addictions
•People with mental health
issues
•Persons with
developmental disabilities
•Public at large
•Seniors (65+)
•Women
•Youth (12 +)
Brainstorm a list of
stakeholders:
• Who benefits (directly
and indirectly)?
• Who invests? (various
kinds of resources)
• Who has an interest in
the outcome?
• Non-human
beneficiaries?
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Record on your impact map the key
stakeholders you will work with for this
training exercise.
At a minimum, include an investor/funder and
an end user.
At this stage, you are analysing what you think will
change (or did change) for stakeholders in order to
decide if they should be included or not. This MUST
be verified by the stakeholders themselves.
Consider how to involve stakeholders at every stage
(this will have to happen outside our training
sessions)
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Review Checklist for Stage 1 (p. 99 of the
SROI Guide)
 Determine the scope of your SROI Analysis
 Confirm your Theory of Change
 Involve others to confirm the key stakeholders for
the SROI analysis
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Fill in Column 1, Stage 1 of the Impact Map
Read pages 1 – 24 of the SROI Guide
Read Back on Track case study
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NEF SROI Guide
Sustainable Returns Brochure
Check out the Social Evaluator 0n-line tool
www.socialevaluator.eu
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Please fill in honestly – your answers will be
used to improve the training
Your answers will be compiled by City of
Edmonton staff – anonymous from the
trainers point of view