The local authority contract for this charity is to become the subject of a joint
commissioning approach. Wheels-to-Meals wants to contribute to the joint
commissioning process with a credible demonstration of the social value it is creating.
Wheels-to-Meals’ staff and trustees worked together to define the scope of their
upcoming SROI analysis and decided that it would:
Stag Stag
• contribute to the joint commissioning process;
e 1 e 1
• cover all the activities of the organisation over one calendar year;
• be a forecast SROI analysis; and
• be undertaken by internal staff.
Remember that this is an example and is not intended to be a full analysis of scope.
Over to you: Establishing scope and constructing a plan
Consider these questions in relation to the SROI analysis you are undertaking.
1 What is the purpose of the SROI?
2 Who is it for?
3 What is the background?
4 What resources do you have available?
5 Who will undertake the SROI?
6 What activities will you focus on?
7 What timescale (period) will your analysis cover?
8 Is the analysis a forecast, a comparison against a forecast or an evaluation?
Record your answers, as you will need to refer to them during the analysis and when
you come to write your report.
1.2 Identifying stakeholders
Listing stakeholders
Now that you are clear about the scope of the analysis, the next step is to identify
and involve your stakeholders. Stakeholders are defined as people or organisations
that experience change, whether positive or negative, as a result of the activity being
analysed. In SROI analysis we are concerned primarily with finding out how much
value has been created or destroyed and for whom.
To identify the stakeholders, list all those who might affect or be affected by the
activities within your scope, whether the change or the outcome is positive or negative,
intentional or unintentional.
20 A guide to Social Return on Investment
Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80  |  Page 81  |  Page 82  |  Page 83  |  Page 84  |  Page 85  |  Page 86  |  Page 87  |  Page 88  |  Page 89  |  Page 90  |  Page 91  |  Page 92  |  Page 93  |  Page 94  |  Page 95  |  Page 96  |  Page 97  |  Page 98  |  Page 99  |  Page 100  |  Page 101  |  Page 102  |  Page 103  |  Page 104  |  Page 105  |  Page 106  |  Page 107  |  Page 108