SROI Apresentação
•Download as PPTX, PDF•
1 like•1,346 views
This document discusses social impact measurement and SROI (Social Return on Investment). It provides an overview of Jennifer Rouse from New Economics Foundation and Luis Gorjon Fernandez from CAF who spoke on the topic. SROI is introduced as a way to understand the social, environmental and economic value created by investments. An example is provided of how SROI was used to measure the impact of a drug abuse support programme in Brazil. Stakeholder interviews and financial proxies were used to value outcomes such as employment, health improvements and family relationships. The analysis found the programme generated 2.67 Reais in social value for every 1 Real invested.
Recommended
More Related Content
What's hot
What's hot (20)
Similar to SROI Apresentação
Similar to SROI Apresentação (20)
More from Rodrigo Alvarez
More from Rodrigo Alvarez (13)
Recently uploaded
Recently uploaded (20)
SROI Apresentação
- 1. Palestra sobre SROI Jennifer Rouse – New Economics Foundation Luis Gorjon Fernandez – CAF – Charities Aid Foudation
- 2. Ondas do ISP Corporativo Ação social da empresa Doação como parte dos valores da empresa e da família Mobilização de funcionários anos 90 RSC e ISP Pauta da Responsabilidade Social Empresarial Criação de Institutos e Fundações Empresariais Anos 2000 Reputação Consumidores mais conscientes Associação positiva gera ganhos de imagem da empresa Integração com o Negócio Sustentabilidade Licença Social para operar Anos 2010
- 3. “Apoiar o Investimento Social Privado para o desenvolvimento de uma sociedade mais justa e sustentável” Famílias Fomento ao Investimento Social Privado Empresas ONGs Pesquisas e Publicações; Campanhas; Eventos. Estratégico Planejamento da filantropia familiar; Foundation School; Consultoria estratégica em RSC/ISP; Voluntariado Corporativo; Estratégias de captação de recursos; Estudos de potencial de Captação de Recursos; Operacional Implantação de Projetos Sociais e comunitários; Implantação e Avaliação de projetos sociais e comunitários; Grantmanking; Apoio na captação de recursos; Capacitação; Avaliação.
- 4. SERVIÇOS PARA EMPRESAS e FAMÍLIAS Diagnóstico Planejar Avaliar Implantar
- 5. Portfolio de Serviços Fase Serviços Planejamento Revisar estratégias e políticas atuais Entrevistas com executivos/conselho Análise de Dados Planejamento Estratégico Políticas de ISP Estratégias de Funding Endowments Orçamento Anual Educação Coaching Diagnóstico Estruturação de Fundações e ONGs Desenho de Programas e Projetos Definir Modelo de parcerias Implantação Um parceiro (IDIS ex. BT) Grantmaking com parceiros diversos (IDIS ex. HSBC) Desenvolvimento Comunitário (IDIS ex FLUPP) Due Diligence / Validação Grantmaking Implantação de Projetos Sociais Avaliação de Projetos e Programas Sociais Avaliação Avaliação de Impacto 1. Processo de seleção de parceiros 2. Processo de monitoramento 3. Voluntariado 4. Estratégias de Fundraising para ONGs
- 6. Criado em 1999, o IDIS é uma organização da sociedade civil que dá suporte técnico a investidores sociais familiares ou corporativos. Alguns dos principais clientes:
- 7. Dirigentes Presidente do Conselho: Celso Varga Vice-Presidente do Conselho: Henrique H. Ubrig Conselho Deliberativo Carla Maria Cordery Duprat Consuelo Yoshida Maria Lúcia de Almeida Prado e Silva Zilda Knoploch Conselho Fiscal Helio Nogueira da Cruz Maria Elena Johannpeter Walter Piacsek Diretor Presidente: Marcos Kisil Diretora Executiva: Paula Fabiani
- 8. CAF International Network Escritórios: EUA Austrália Brasil (IDIS) Bulgária Índia Rússia África do Sul Reino Unido Rede internacional na qual o IDIS é parte e atua: • Na criação de um ambiente que favoreça o investimento social • Oferecendo soluções para doadores • Apoiando o terceiro setor
- 9. • • • • • Founded in 1986; UK‟s largest independent think and do tank Inspired by 3 principles: Sustainable development Social justice People‟s well-being Social enterprise founded and owned by nef in 2008 We prove and improve true social, economic and environmental impact Recognised experts in Social Return On Investment (SROI) and well-being measurement. Worked with over 100 organisations in UK, Asia, Australia, Africa, North America. 9 9
- 10. Global context – why are we interested in measuring social, economic and environmental impact? 10 10
- 14. The challenge and solution Measurement across the „triple bottom line‟ The economy The environment People 14 14
- 15. What is social impact
- 16. Trends by stakeholder • Government interest – Economic crisis limited resources value for money – Brazil: after OECD report government interested in public regulatory impact measurement • NGO interest – Prove social impact funding – Improve social impact create more change – Transparency & accountability • Corporate interest – Improve impact of investments – Transparency, accountability & value for money – Innovation & reputation – Brazil: B Corps / Sistema B • Investor interest – Development of „social impact investing‟ desire to have evidence of impact 16 16
- 17. Global corporate trend in planning for impact measurement activities in 2013 Source: http://www.accprof.org/members/2013_trendreport/files/inc/48d8258409.pdf
- 18. Different methodologies GRI – The Global Reporting Initiative : sustainability reporting guidelines that help organisations to report on the economic, environmental, and social dimensions of their activities, products, and services. IRIS – Impact Reporting and Investment Standards. It enables comparisons and performance benchmarking, two critical functions that impact investors have identified as necessary for the growth of the impact investing industry. SROI – Social Return on Investment, is an outcomes-based measurement tool that helps organisations to understand and quantify the social, environmental and economic value they are creating.
- 19. A closer look at SROI… SROI is a way of understanding how effectively money is spent SROI = [Value of benefits] [Investment] • It considers triple-bottom-line benefits and investments (economic, social, environmental) • It is an outcomes based evaluation • It measures change that matters to stakeholders • It can be evaluative or forecastive 19 19
- 20. Drug Abuse Support Programme (DASP) • Programme ran in the town of Alteria, Brazil • Beneficiaries: young people and their family • Activities: detox, counselling and support into employment 875.000 Reais has been invested in the project DASP wants to know the real difference it is making. What is the value of what it is doing? 20
- 21. Focus on outcomes Output Outcome Better family life Number of counselling sessions attended 10 employment workshops completed Improvement in physical health 30% increase in emotional well-being No. of parents engaged with the project Better financial situation 25 young people attend detox clinic
- 22. 10 employment workshops completed ? Better financial situation Only measuring here will enable us to see the real difference we have made
- 23. 1. Speak to beneficiaries “What‟s changed for you?” “Better financial situation” 80 young people
- 24. 2. Measure the change How many young people attended the employment workshops? How many of these young people gained employment? 70 young people Didn’t find work
- 25. 3. Recognise not all of the change is down to your project How many would have got a job anyway? 20 young people would have got a job anyway 50 young people
- 26. 4. Value the change Change in financial situation 12.000 Reais SO 50 people x 12.000= 600.000 Reais
- 27. How do we value Improvement in physical health How much would people be willing to pay for improved physical health How much a drug detox programme cost ?
- 28. Change in financial situation 600.000 Reais Improvement in physical health 450.000 Reais Better family life Increase in emotional wellbeing 800.000 Reais 500.000 Reais TOTAL: 2.350.000 Reais
- 29. Total value of benefits: 2.350.000 Reais SROI = [Value of benefits] [Investment] Total value of investment: 875.000 Reais = 2.67 Reais for every 1 Real invested
- 30. Why measure social impact?
- 31. A vehicle for engaging with local and national politicians to influence policy making Improve reputation with customers and therefore increase sales. Understand supply chain risk. To understand the value its employees generate from volunteering
- 32. Prove it! To the government, your customers. Be proud and shout about what you‟ve achieved Improve it! Make an even bigger difference to people‟s lives next time!
- 33. Palestra sobre SROI Jennifer Rouse – New Economics Foundation Luis Gorjon Fernandez – CAF – Charities Aid Foudation
Editor's Notes
- JRIntros voluntary network
- To have a chance to prevent catastrophic climate change we need to drastically change our usage
- nef adopted SROI because of these three problems that we’ve just talked about. For us then, it was not just another ‘evaluation tool’, but seemed to have the potential to challenge in quite fundamental ways the way we think about measurement and value. most fundamentally, we saw it as a framework for measuring what mattersIt has this potential to ‘measure what matters’ because of its:- triple bottom line focus (despite the poor naming it is about the social, environmental and economics)
- Social impact measurement is a growing field of research, consultancy and decision-making that aims to improve how we make decisions and allocate human, financial and physical resources. For CAF and our clients, measuring the effectiveness of philanthropic interventions is crucial to knowing whether objectives were met and money was well spent.
- Let’s start with the name. There are two bits: Social return - how much social return has been generated On investment – so, for a given investment. We can represent this quite nicely in this formula. This would suggest you could just add up all your benefits, divide it by the investment and you have done an SROI. That, however, would in no way equip SROI to confront the challenges we talked about earlier.SROI can confront those challenges because it is a set of principles as well as a basic calculation. This means that you have to arrive at your valuing of benefits in a particular way and carry out your calculation and reporting in a particular way, details of which we will look at shortly. You can analyse an organisation or intervention in two ways:Evaluative, which you are probable more familiar with: Conducts the SROI analysis based on actual outcomes data. For example, a third sector organisation running an employment training programme wants to know how much social value it is creating. Forecasted – a more recent development. Calculates the SROI for what you would expect to take place. Really useful if you are still in the planning phase. Can help you to see how much social value your intervention would generation. It might help you to make decisions between different ways of structuring the intervention, different kinds of intervention or even whether to go ahead at all. Now the process for both types of SROI are largely the same. For instance, with a forecasted SROI you would still want to do stakeholder engagement to identify outcomes. The difference is simply in terms of the outcomes data. Would use forecasts of what you would expect to take place. Now SROI is much more widely known and has been used in a variety of different sectors and organisations for evaluation and planning purposes, as well as in a policy setting. Organisations that we have worked with include…… I will give you some sample reports at the end of day two so you can see some of the organisations that have implemented SROI.