would be healthier. However, during initial discussions with stakeholders, it soon
became clear that for many residents this was not where the story ended. As a result
of exercise sessions, residents were fitter. This resulted in a reduction in falls. Several
residents said things like, “Well, I don’t end up in hospital as much for a start!”
when they were asked what they thought happened to them as a result of coming to
the luncheon club. This outcome had not been identified as significant before but it
appeared to be an important part of the story for many of this stakeholder group.
To understand this, Wheels-to-Meals considered the ‘chain of events’ that was
occurring as a result of the outputs. So, for this example of fewer falls, the chain of
events was:
Stag Stag
Activity Example output Outcome 1 Outcome 2 Outcome 3
e 2 e 2
Luncheon group activities, as a result as a result as a result
club including exercise residents were they fell less they ended up
sessions fitter in hospital less
These three outcomes are all describing different stages of one change.
The activity and output(s) are summarised together in the outputs column.
The outcomes are summarised together in the outcomes description column.
By involving stakeholders, Wheels-to-Meals also identified an important unintended
negative outcome – by coming to the luncheon club, some residents were no longer
being supported by neighbours who had been popping in and doing shopping for
them. Neighbours were a new stakeholder group, so a new row was included in the
Impact Map and inputs, outputs and outcomes for this group were recorded.
In exploring a chain of events, you may notice that there are different chains for
different groups of people within a single stakeholder group. Where this happens
you may feel that the differences are significant and you may need to split a
stakeholder group into one or more groups, each with a different chain.
Over to you: Finalising what to measure
Once you have asked your stakeholders about outcomes and considered other
factors, fill in the outcomes column on your impact map. This chain of events is
often described as a theory of change. You can write up the theory of change for
each stakeholder and the relationship to the activity covered in your scope. This
will form part of your report.
This is also a useful point at which to check your Impact Map to make sure you have
only included material outcomes and make any appropriate revisions. Check that you
aren’t missing anything significant or including something that is not relevant. Take a
moment to look at your Impact Map and decide what you will finally include before
moving on to measurement. If you make a decision to exclude any outcomes, make
sure you document this, and the reasons why, in your SROI report.
A guide to Social Return on Investment
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