Managing benefits from projects - the NHS way - 23rd Sept 2015
Hugo Minney PhD
The Social Return
1 Hour practical session to
Pick the right stakeholders
Know what makes a
Measure and report to drive
Exercise in Stakeholder
Exercise in Benefits mapping
15 mins introduction and
20 mins stakeholder mapping
20mins benefits mapping
5 mins sum up
Who am I to talk?
1990 – PhD and Computer Salesman
2000 – Cap Gemini
2004 – NHS Modernisation Agency
Developing national policy including Emergency Care Practitioner
(ECP); Regionally, locally, arms length bodies in NHS
For profit and not-for profit NHS and social care facing roles
CURRENTLY: Company Secretary of GP-led federation with 170,000
AND: The Social Return Company lead consultant
AND Registered Project Professional, Fellow of APM
Basics of Benefits Management
A benefit is a result that a stakeholder perceives to be of
Benefits Management is the identification, definition,
planning, tracking and realisation of business benefits
Social Return on Investment (SROI) is a framework
for measuring and accounting for a broad concept of
value; it seeks to reduce inequality and environmental
degradation and improve wellbeing by incorporating
social, environmental and economic costs and benefits.
Benefits can be more than profit
Not-for-profit - how to measure return on
• Savings on other possible costs to the public purse
• A value assigned to Quality of Life, or Happiness
• Future impact on the economy
For Profit and Commercial
• Customer satisfaction – an indicator of future business
• Staff satisfaction – R&R and productivity
• IP portfolio
Making Change Happen
Change doesn’t happen on its own –
duh! (while not all changes do lead to
improvement, all improvement requires
Change happens because people
make it happen
A clear vision
A way to measure progress
A clear connection between what is done and what is achieved
Something that motivates people (The basic benefits questions
of any Change):
• Who is it all actually for?
• What do they really want out of it?
• What makes this choice better than Plan B?
Four stages when you apply Benefits
• WHY – business case, sponsor, stakeholders
• WHAT & HOW
Project planning, measurement schema
Project delivery, decisions to maximise benefits
• HANDOVER – handover capability, plus motivation
Measuring and reporting
Tweaking and adjusting for even better outcomes
Case for Investment
deferred and how
to monitor them
Benefits Management and
WHY WHAT &
Considering Social Return on Investment
(and any other investment which plans to achieve more than PROFIT)
1. Establish Scope and identify key stakeholders (Stakeholder Mapping and
2. Map outcomes (impact map/ theory of change) including 2nd and 3rd level
3. Evidence outcomes and give them a value (Value is only what is described
by stakeholder. What numbers are defendable?)
4. Establish impact (what would have happened anyway? What is attributed to
5. Calculating SROI – and if you want to do it properly, sensitivity analysis
6. Reporting, using and embedding
•Define what service, what periods
•Define stakeholder groups and engagement
•Outcomes/benefits from stakeholder interviews
•Cross-reference between stakeholders - which benefits contribute to
more than one group
•Triangulate responses and add desk-based research
•Sanity-check calculations with original respondents
•Attribution to this or other initiatives
•Deadweight - what would have happened anyway
•Drop-off - how long do the costs last, how long do the benefits last?
•Ensure you've captured all the costs, and attributed them correctly to the
correct stakeholders. Are some 'in kind' costs?
•Capture all benefits. Avoid double-counting
•Minimum and maximum for sensitivity analysis
•Stakeholder review and comments
•What is found to be most valuable by the recipient - can you do more of
•What could be improved?
Introduction to Airedale Integrated Care
“1 Patient 1 Record”
Stakeholder Mapping – ‘Circle of
Take one of the stakeholders from the
centre and list the non-financial benefits
they want to see
A benefit is a result that a
stakeholder perceives to be of
Measuring the SRoI
Care Commissioners want to see empowered
patients (on the assumption that empowered
patients take more care of themselves and so make
less demand on resources)
• Understand their condition and what they can do about
• Take action to self-manage (scale?)
• Impact on other resource use
Benefits Mapping – on computer
(Needs to look like)
MEANS WAYS ENDS
Map the links from “1 Patient, 1 Record” to
More Empowered Patients
Benefits Mapping – on computer
(Needs to look like)
Patient at the
No carousel of faces
MEANS WAYS Benefits by
“I can tell my grandchildren ‘I did a good job
this week’ “
Lower Sickness/ Absence
Easier Recruitment/ Retention
Getting much more done
Engaged with corporate objectives – even to
The calculations for Empowered
How many people are more empowered?
How much are they more empowered (may need to
segment into types of empowerment)?
What difference does it make:
• Quality of Life (and what’s our value assigned? Who for?)
• Happiness (value assigned)
• Use of resources (over next 12 months, next 36 months,
next 5 years?) – predicted based on experience/ research
What would have happened anyway?
What’s the normal progression of disease/
decrepitude? (without empowerment)
• When do they need residential care?
• When do they need hospital care?
• What’s changed in society’s attitudes?
How much would this normally cost?
The price of happiness
Sickness (loneliness and heart disease.
Demotivation and obesity)
What I would want for myself – an how much
of someone else’s money will I assign to it?
How much would I spend for myself?
What gets you up in the morning?
Nobody comes in to work to do a bad job (well,
We all want to make a
difference – make the
world a better place
Very few people work
just for the money*
• Osterloh & Frey 2007 Does pay for performance really motivate employees?
• PwC NextGen 2013: Millennial workers want …
“I can tell my grandchildren ‘I did a good job this week’ “
We (the people who talk to the client/ do the work) see
the need/problem first!
We know what to do about it (have the most
We can inspire*
We won’t resist our own
design for change
(a new problem –
Malcolm Gladwell – Tipping Point
When the best leader’s work is
done, the people will say:
“We did it ourselves”
PhD, Acc Prac SROI, F APM, PRINCE2,