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Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"
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Outcomes Matter: Calculating and Communicating Your Social "Return on Investment"

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Matt Kouri, President & Executive Director, Greenlights for Nonprofit Success

Matt Kouri, President & Executive Director, Greenlights for Nonprofit Success

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  • Very useful!
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  • Thanks for the feedback je_brown. Glad you enjoyed it and found it valuable. If you or anyone else interested in further discussion, we're housing that in the new 501(c)ommunity here: http://www.501community.org/discussions/viewtopic/421/104?post_id=254#p254
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  • Wonderful presentation. It helped me fill in the gaps between corporate solution selling/value justification approaches & logic models. Your SROI moved in both directions: for the corporate sponsor and for program people with a clearer understanding of social outcome--all is definable, concrete ways. Thanks.
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  • Introduce Virginia and ask to say few words on behalf of MSDF Introduce GL team – here if you have any questions about the day REMINDER: keep using your passports throughout the day – valuable TNS registration to be drawn from completed passports at the end of the day (must be present to win)
  • Use in business world: primarily around what a business can deliver to its current or potential customersanalysis of benefits, costs and value (Value = benefits – cost)Helps consumers differentiate a given product/service based on price and qualityExplains the value brought to the market in a clear and compelling way 
  • In the nonprofit world, it is a core message that helps someone say yes to a request from your organization:A request to fundA request to participate (attend an event/exhibit/support group)A request to speak kindly about your workA request to serve on the board/directly volunteer
  • A Deeper Look: Examples from the field 8 minOne from direct human services arena, another from the arts:Dallas CASA To ChildrenTo the CourtsTo CPSTo the Community BroadlyArt Alliance AustinTo arts enthusiasts (“fans”)To artists and arts organizations
  • A Deeper Look: Examples from the field 8 minOne from direct human services arena, another from the arts:Dallas CASA To ChildrenTo the CourtsTo CPSTo the Community BroadlyArt Alliance AustinTo arts enthusiasts (“fans”)To artists and arts organizations
  • A Deeper Look: Examples from the field 8 minOne from direct human services arena, another from the arts:Dallas CASA To ChildrenTo the CourtsTo CPSTo the Community BroadlyArt Alliance AustinTo arts enthusiasts (“fans”)To artists and arts organizations
  • A Deeper Look: Examples from the field 8 minOne from direct human services arena, another from the arts:Dallas CASA To ChildrenTo the CourtsTo CPSTo the Community BroadlyArt Alliance AustinTo arts enthusiasts (“fans”)To artists and arts organizations
  • A Deeper Look: Examples from the field 8 minOne from direct human services arena, another from the arts:Dallas CASA To ChildrenTo the CourtsTo CPSTo the Community BroadlyArt Alliance AustinTo arts enthusiasts (“fans”)To artists and arts organizations
  • A Deeper Look: Examples from the field 8 minOne from direct human services arena, another from the arts:Dallas CASA To ChildrenTo the CourtsTo CPSTo the Community BroadlyArt Alliance AustinTo arts enthusiasts (“fans”)To artists and arts organizations
  • Transcript

    • 1. Outcomes Matter:Calculating and Communicating Your Social "Return on Investment" 2012 TEXAS NONPROFIT SUMMIT SEPTEMBER 21, 2012 All contents © Greenlights for Nonprofit Success G R E E N L I G H T S . O R G
    • 2. LEARNING OBJECTIVES 1. Provide you with powerful tools to:  Enhance your program measurement and evaluation  Attract more resources and advocates in the community 2. Share some recent Greenlights research on program evaluationGREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 2
    • 3. IMAGINE IF……GREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 3
    • 4. NONPROFITS YARDSTICK STOCK EXCHANGEGREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 4
    • 5. COMMUNITY NEEDS BROADCASTING CHANNEL Habitat for Humanity Reports Strong 2nd Quarter Housing Starts Red Cross +67.51 BBBS +13.29 Komen +2.25 Nonprofit Sector Industrial Average (NSIA) 1.25 on strong performance Q3 Philanthropic Giving Forecast to Beat Main Street Estimates…….GREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 5
    • 6. BREAKING NEWS…“STEVE JOBS UNVEILS NEW FOSTER CARE INITIATIVE” iParent Apple reinvents the foster care system GREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 6
    • 7. GREENLIGHTS 2012EVALUATION & IMPACT STUDY▸ 93% conduct some type evaluation, at either the program or organizational level▸ More than half of respondents are not confident in their organization’s evaluation efforts  Larger organizations are more confident▸ Greatest barriers in conducting evaluation are limited staff and funding, and lack of tools and technology▸ Primary motive is to improve programs and establish program goals▸ Many funders require organizations to conduct evaluationGREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012
    • 8. CHALLENGES TO CONDUCTING EVALUATION ▸ 81% rely on executive and management staff to conduct evaluation ▸ Funding for evaluation tends to come from general operating funds, and less than half of respondents have it built into program grants ▸ Only 37% of respondents are tracking long-term client outcomes, and roughly 50% collect data on medium-term client outcomes ▸ Only 36% of respondents use pre/post data collection, so it’s difficult to measure changeGREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012
    • 9. INPUT FROM FUNDERS ▸ How program evaluation is typically funded:  Allocate 30-40% of the total grant amount to general operating funds or capacity building (including evaluation)  Include evaluation as a dedicated line item in program grants or contracts  Directly hire an external evaluator or conduct the evaluation themselves as funders ▸ How the funder community strengthens evaluation:  Technical assistance and infrastructure, e.g. database creation and maintenance, templates, and other tools  Professional development to build evaluation capacity and connect grantees to other resources, consultants, and expertsGREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012
    • 10. 3 SETS OF POWERFUL TOOLS: Logic Models GOOD  Enhancing existing or creating new logic models to(but necessary) advance your mission and improve how you demonstrate impact Value PropositionsBETTER  Uncovering and clearly enunciating for whom and in what ways your programs add value in the community Value Chain Analysis BEST  Breaking old habits to use business-like value chain tools to place real value on the impact of your work GREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 10
    • 11. Logic Models G R E E N L I G H T S . O R G
    • 12. LOGIC MODELSGREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 12
    • 13. WHAT IS A LOGIC MODEL? …aka “Logical Framework”, “Theory of Change”, or “Impact Map” ▸ A strategic tool for boiling your mission (or that of one of your programs) down to its essential parts ▸ A visual representation of how your organization does its work and achieves impact ▸ A theory of causality, linking the resources you use, to the things you do, to the impact you have ▸ Has roots in value chain analysis from the for-profit world (raw materials  production of finished goods  marketing and sales  customer value)GREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 13
    • 14. ARE THEY VALUABLE TO YOU? ▸ For program teams, logic models…  Define how your programs support mission achievement  Help staff and volunteers get clarity about what their work is ultimately producing  Support and frame program evaluation efforts ▸ For development teams, logic models…  Demonstrate how giving leads to impact and “social ROI”  Provide accountability for meaningful performance and signal sophistication to certain “performance oriented” funders  Depict the logical case for funding ▸ For communications/marketing teams, logic models…  Provide fodder for clearly and simply explaining your work ▸ For EDs and Boards, logic models….  Provide a “strategic screen” through which they can filter major decisions and opportunitiesGREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 14
    • 15. THE BASIC LOGIC MODEL Inputs Activities Outputs Outcomes Impact Your Planned Work Your Intended Results Source: Kellogg Logic Model Development Guide©GREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 15
    • 16. LOGIC MODEL COMPONENTS ▸ INPUTS: The resources an organization needs to do its work (facilities, staff, volunteers, grants, technology, etc.) ▸ ACTIVITIES: The core programs and initiatives of an organization (what you actually, physically do) ▸ OUTPUTS: Direct products of program activities (number of hours of service delivered, number of clients served, etc.) ▸ OUTCOMES: Specific changes in clients or program participants (skills gained, milestones reached: short, medium, and long term) ▸ IMPACT: Ultimate benefit to the community/clients you serveGREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 16
    • 17. SAMPLE DETAILED LOGIC MODELGREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 17
    • 18. SAMPLE HIGH-LEVEL LOGIC MODEL Activities Outputs Outcomes/ImpactGREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 18
    • 19. LOGIC MODEL WORKSHEET AMERICORPS Logic Model Worksheet NEED INTERMEDIATE END INPUTS ACTIVITIES OUTPUTS OUTCOMES OUTCOMES We expect that once We expect that if In order to address our We expect that ifThe unmet need in our In order to accomplish completed or underway completed or ongoing problem or asset we will accomplished this community that our our activity we will need this activity will produce this activity will lead to conduct the following activity will lead to theactivity will address is the following: the following evidence or the following activity: following end changes: described as follows: service delivery: intermediate changes: HOW MEASUREDGREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 19
    • 20. ACTIVITY: PERSONAL LOGIC MODELInputs Activities Outputs Outcomes ImpactGREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 20
    • 21. ADDITIONAL RESOURCES ▸ Kellogg Foundation Logic Model Development Guide  Available as a free PDF download at: http://www.wkkf.org/knowledge-center/resources ▸ Americorps Logic Model Resources  http://www.nationalserviceresources.org/star/ac-logicGREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 21
    • 22. Value Propositions G R E E N L I G H T S . O R G
    • 23. VALUE PROPOSITIONSGREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 23
    • 24. WHAT’S A VALUE PROPOSITION? In the business world: What you can deliver to benefit your current and potential customers, shareholders, and others.GREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 24
    • 25. WHAT’S A VALUE PROPOSITION? In the nonprofit world: •A list of the components of value a stakeholder group receives as a result of your work • A core message that helps someone say “yes” to your organization • Part of your overall business model • Elements of a case for fundingGREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 25
    • 26. EXAMPLE: DALLAS CASA ▸ The “value” of Dallas CASA… To children To the court system To CPS To the community broadlyGREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 26
    • 27. VALUE PROPOSITION EXAMPLE: DALLAS CASA ▸ The Value of Dallas CASA A powerful voice in the court process. To A constant presence during a difficult, frightening time. Children… Greater access to important resources. Greater chances for permanence, well being and success. Information that helps courts make critical decisions about the needs and safety of children. To the Thousands of hours of volunteer time every year. Courts… Increased focus on the needs and concerns of the children. The community’s perspective on the court process.GREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 27
    • 28. VALUE PROPOSITION EXAMPLE: DALLAS CASA, CONT. ▸ The Value of Dallas CASA An additional set of eyes on each child. To Child Volunteer involvement to increase resources and safety for Protective children. Services… Strong support from the community for the protection of children. Resources for meeting children’s needs. Longer-term better results for children. Increased awareness of abuse, neglect and the needs of children in To the protective care. Community Effective and efficient use of donor and taxpayer dollars, leveraged Broadly… through a dynamic private-public partnership. An important way for all community members to play a role in making our community safe for children.GREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 28
    • 29. A RELATED TOOL: BUSINESS MODEL STATEMENT ▸ A companion for mission, vision, and value proposition statements ▸ Brief summary that spells out your nonprofit’s main economic drivers and revenue sources ▸ Examples:  “We produce plays and conduct youth workshops, sustained through a mixture of ticket sales, foundation grants, workshop fees, and an annual benefit event.”  “We provide nonprofits with valuable consulting, training, and related services that are either free or very affordable. Nonprofits pay about half the costs of our services thanks to the generosity of our donors.”GREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 29
    • 30. VALUE PROPOSITION WORKSHEET ▸ The Value of ________________ (Org or Program/Activity) To donors To the community at largeGREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012
    • 31. VALUE PROPOSITION WORKSHEET ▸ The Value of ________________ (Org or Program/Activity) To clients To ________GREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012
    • 32. VALUE PROPOSITION WORKSHEET ▸ The Value of ________________ (Org or Program/Activity) To ________ To ________GREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012
    • 33. Value Chain Analysis and Social Return on Investment G R E E N L I G H T S . O R G
    • 34. PRODUCT DEVELOPMENT EXAMPLEGREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 34
    • 35. VALUE CHAINS AND VALUE CREATION ▸ For some time, for-profit buzzwords for success have included some form of “value”  “Maximizing shareholder value”  “Optimizing the value chain”  “Creating value for customers” Michael Porter’s For-Profit Manufacturing Value ChainGREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 35
    • 36. COST VS. WORTH VS. VALUE ▸ Cost  A fact; it is what it is objectively; set by the seller/provider  A measure of the resources needed to fulfill a requirement ▸ Worth/Price  Depends on the person; more subjective (situationally); must be agreed-upon by buyer and seller  A measure of the usefulness, importance, or merit of something  Influenced by supply and demand and influenced by comparable worth of something similarGREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 36
    • 37. COST VS. WORTH VS. VALUE, CONT. ▸ Value  Entirely subjective; in the eyes of the buyer/user  Reflection of personal or organizational beliefs and standards  Often most difficult to measure accurately Definitions courtesy of The Nonprofit Outcomes Toolbox by Robert Penna, PhD.GREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 37
    • 38. VALUE CHAIN EXAMPLE: COMPUTERS• Materials cost per • Manufacturing • Cost of packaging • Cost of • Cost of 3-yr unit (screen, hard cost per unit : $50 and shipping: $10 marketing and service drive, etc.): $175 display: $20 contract: $40 • Value of • Value of packaged • Retail price at • Price of 3-yr manufactured PC: & shipped Office Max: service $250 PC: $300 $450 contract: $100 Total cost per PC: $295 Price at which PC + service contract is sold (it’s market worth): $550 Total profit per PC (value added) : $255 Lifetime value to the buyer: $1000+ ??? GREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 38
    • 39. TRANSLATING VALUE TO NONPROFIT SPEAK ▸ Nonprofity ways we say “value creation”  Making an impact  Meeting client/customer needs  Delivering outcomes  Achieving our mission  Changing lives  Creating social profit  Strengthening our community  Etc., etc……GREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 39
    • 40. COMMON NONPROFIT MISTAKES ▸ We often (mis)define “value” in terms of  The activities we undertake • “What we do is important so please fund us!”  What it costs us to deliver XYZ • Cost per program, per unit of service, etc.  Our interpretation/guesstimate of customer/client needs • “That African village must really need clean water…”GREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 40
    • 41. NONPROFIT “SOCIAL VALUE” ▸ Social Return on Investment: a measurable indicator of the societal value created by nonprofit and social programs, typically expressed using financial “proxy” values that do not often have market values. Typically includes a combination of monetized, quantitative but not monetized, qualitative, and narrative types of information about value relative to resources invested.GREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 41
    • 42. PUTTING “VALUE MEAT” ON THE LOGIC MODEL “BONE” Inputs Activities Outputs Outcomes Impact• Direct costs of • Staff salaries • Comparable • Near-term or • Longer-term supplies, • “Cost” or value market immediate value (often materials, etc. of volunteer cost/value of the value of your difficult to• Indirect and time related to service you program to measure) of support costs delivering your provide (e.g. one participants/ your (rent, overhead, program(s) hour of training) stakeholders program to etc.) • Direct revenue participants/ generated from stakeholders• Dollars invested by funders, etc. your activity (if • Total Social any) Return on Investment (SROI) GREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 42
    • 43. EXAMPLE: FREE NONPROFIT MEETING SPACE Inputs Activities Outputs Outcomes Impact• Unused meeting • Staff time to • 233 meetings • Recouped and • Community space market, manage held by nonprofits redirected staff “goodwill”• Google calendar and support use • $69,900 in room time not spent value for scheduling of the space rental costs on searching for accruing to ($22,000 cost) avoided by meeting space Mitte and• $25,000 grant to (estimate 60 Greenlights Greenlights from • $3,000 in direct nonprofits (at minutes per • 100+ Mitte Foundation non-salary costs $300/rental for equipping market price) meeting X nonprofits• Small marketing $26/hour in staff better able the space, space • $3,500 in new costs to spread time=$6,000) cleaning, membership to focus on the word supplies, and revenue to achieving upkeep Greenlights their missions GREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 43
    • 44. EXAMPLE: VALUE/SROI CALCULATION Investment Measurable Value / SROI True SROI $69,900 in Room Rental Cost$25,000 Grant Avoidance for Nonprofits Goodwill and Mission $3,500 in New $6,000 in Achievement Membership Refocused Staff Value to Revenue to Time for Mitte, Greenlights Nonprofits Greenlights, and $22,000 in Nonprofits Employment Value to Mitte Measurable Value Created: True SROI: •At least $79,400, a 218% SROI Impossible to •At best $101,400, a 306% SROI Measure GREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 44
    • 45. VALUE CHAIN WORKSHEET Inputs Activities Outputs Outcomes Impact• Description, costs • Direct costs • Quantification • Quantification • Ultimate (mainly indirect costs), required to carry and/or immediate and/or longer measures of and/or amount of out activities measurable worth term value to long-term, inputs needed to customers/ customers/ holistic value stakeholders stakeholders created GREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 45
    • 46. QUESTIONS? DISCUSSION?GREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 46
    • 47. KEEP THE CONVERSATION GOING! http://501community.org/TXNS ▸ Find this session, titled “Outcomes Matter: Calculating and Communicating your Social ROI” ▸ Ask me questions, comment on the session, and share your own ideas on calculating outcomes.GREENLIGHTS.ORG TEXAS NONPROFIT SUMMIT - 2012 47
    • 48. Thank You! G R E E N L I G H T S . O R G

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