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Presentation given by Emma Vallance, Social Impact Scotland, Forth Sector Development and Rhona MacPherson, Senior Manager, Dumfries and Galloway Council, UK at a FEANTSA seminar on "Funding strategies: Building the case for homelessness", hosted by the Committee of the Regions, June 2012
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Funding strategies Building the case for homelessness
8th June 2012
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Social Return On Investment: Demonstrating value in homelessness services
Introductions
• Emma Vallance
Social Impact Scotland, Forth Sector Development
• Rhona MacPherson
Senior Manager, Dumfries and Galloway [email protected]
Outline
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•What is Social Return on Investment & what is Social Impact?
•Why use it and how does it work?
•What support and information is available?
•Dumfries & Galloway Outcomes Commissioning framework
What is ‘Social Impact?’ & ‘SROI’?
• Social Return on Investment (SROI) is a way to measure your Social Impact
• The effects on various people, resulting from an activity
• The change that happens for people
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Why?
• Communicate the SOCIAL VALUE generated - Increase the Social Impact & improve service
delivery- Evidence- Adjust services- Consider spend and understand what works- Partnerships
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Social Return on Investment (SROI)
• VALUES the impact of an activity experienced by stakeholders (financial proxies)
• Ratio of the investment into the activity: SOCIAL RETURN generated
• Full report – story is essential (Forecast or Evaluation)
Principles
1 Involve stakeholders
2 Understand what changes
3 Value what matters
4 Only include what is material
5 Do not over claim
6 Be Transparent
7 Verify the Result
Social Return on Investment (SROI)
• Whole formalised process?
• Cost savings/effectiveness?
• Broader picture of value (stakeholders)
• Communicate Social Value
SROI = a ratio of investment to social return + a full report detailing the STORY of CHANGE
for your activity
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Theory of Change
Inputs Outputs Outcomes Impacts
‘Outcomes are the changes, benefits, learning or other effects
that happen as a result of your work’ Charities Evaluation Service
Outcomes
Intended
Positive
Unintended
Positive
Unintended
Negative
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Positive
Negative
Intended Unintended
Stakeholder Outcome Indicator Possible Financial
Proxy
Person with mental health
problem
Improved mental health
Level of use of mental health
services
Cost of counselling
services etc.
Getting Started• Why?
– Agenda
• Resources required
– Stakeholder analysis and monitoring practice
– Baseline outcomes data
– Outcomes to be delivered
• Timescales
– Limitations and challenges
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Resources
• Social Impact Scotland
• http://www.socialimpactscotland.org.uk/home.aspx– Impact Arts ‘Fab Pad’ SROI Case study
• Charities Evaluation Service• Evaluation Support Scotland• New Economics Foundation – prove and
improve
Dumfries and Galloway Council
• Unitary authority in south west Scotland• 6426 sq km• Population 150,000• Rural economy• Good working relationships (strategic and
operational) with National Health Service, third sector and private providers
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Drivers
• Decreasing budgets
• Increasing demand
• Desire to ensure spend achieves results
• Capture innovation of providers
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Stage 1- move elected member and officer thinking to outcomes
• Developed a Commissioning and Service Delivery strategy for all Council services
• Emphasis on outcomes for the first time
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Stage 2 – prepare stakeholder groups for the change
• Chief Executive used a large third sector conference to announce the shift to outcomes
• Followed up in weeks that followed by meetings with key players in sector
• Encouraged feedback, consultation and debate on how this would work
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Stage 3 –train our own staff
• Worked with Forth Sector to provide training on concepts and open up internal debate
• Linked the work to what was required in terms of our Commissioning and Service Delivery Strategy
• Offered endless support in preparing commission briefs and outlines
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Stage 4– tender
• First tender would be a stepping stone towards full outcome based commissioning next time
• Use first contract period to collect data on what does and doesn’t work
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Lessons Learned
• No matter how well people embrace the concepts – the harsh reality of outcome based tendering is a culture shock that will be resisted
• Difficult to keep elected members out of detail and returning to input specifications
• Don’t tender close to elections!• Don’t set strategic outcomes for front line staff –
measure the right outcomes at each level
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Service Users and Community Stakeholders
Public, Private and Third Sector Service Providers
Local Authority Commissioning
SOA, Strategic Priorities and
Department Business Plans
National priorities‘Golden Thread’ for Strategic Planning and Reporting of Outcomes
For the impact measurement to be correct, meaningful front line user data needs to be collected.
We recommend the use of a tool such as “outcomes star”. It is easy to follow for both case workers and service users…you can view the tool at
www.outcomesstar.org.uk
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What is measured at service user level?
• Motivation and taking responsibility• Self care and living skills • Managing money• Social networks and relationships• Drug and alcohol misuse• Physical health • Mental health• Offending and criminal behaviour• Emotional and mental health • Meaningful use of time• Managing tenancy and accommodation
•
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Key messages
• The evidence of what does and does not make an impact may generate surprises
• As society changes, so will what works.
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Take the first step….
It’s an exciting journey!
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