Workshop F, A healthy respect for benefits by David Waller and Hugo Minney
A Healthy Approach to
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
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
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?
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 real
2. Map outcomes (impact map/ theory of change) including 2nd and 3rd level impacts
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
Who doesn’t like SROI, and alternatives to
If everyone can be measured using the
same framework – exposure(!)
Using untrustworthy numbers or
anecdotes – whoever let fact spoil a
LM3, Environmental Impact Analysis,
Return on Investment, SROI-lite
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
• Understand their condition and what they can do about it
• Take action to self-manage (scale?)
• Impact on other resource use
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?
Map the links from 1 Patient, 1
Record to More Empowered Patients
and through to the BSC Objectives
Use the Information Project template
as a guide
What gets you up in the morning?
Nobody comes in to work to do a bad job
(well, almost nobody)
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
We know what to do about it (have the most experience)
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”
Acc Prac SROI M APM, PRINCE2 07786 961837
MBA MBCS CEng CITP