2. A project supporting ex-offenders into employment counted the contribution to
economic output, decreased benefit payments and increased taxes in its analysis.
From the point of view of the state these benefits would have a high displacement
rate as these are most likely jobs that are now denied to someone else that could
have made similar contributions. This is irrespective of any other economic benefits
to the individual or community that this project might produce.
If you think that displacement is relevant and your activities are displacing
outcomes, you may find that there is now another stakeholder being affected by the
displacement. You could go back and introduce the new stakeholder into the impact
map or you could estimate the percentage of your outcomes that are double counted
because there is some displacement, calculate the amount using this percentage and
deduct it from the total.
Top Tip: Set yourself a limit on how much time you spend gathering data to
establish impact
Do not spend too much time searching for information that you think should be
available. You might consider setting a time limit on this stage. Always remember:
the purpose of establishing impact is to help your organisation manage change.
Avoid spending too long chasing false accuracy. This means you should be
comfortable with estimates that are based on the best available information.
Stag Stag
The worked example – deadweight and displacement
e
Look at the Impact Map for Wheels-to-Meals on page 104: the yellow section shows
e
you how the column for deadweight has been completed.
For example, for the outcome of ‘healthier volunteers’, although the luncheon
club had a demonstrable effect on the amount of physical activity reported by all
volunteers, it was considered that if they hadn’t been volunteering for Wheels-to-
Meals they might have been volunteering somewhere else or doing other things
with this time (such as going for a walk) that would have led to the same outcome.
However, as part of the volunteer annual assessment the volunteers identified that
the luncheon club involved more physical exercise than they might have otherwise
sought. Volunteers were asked to estimate how much more. The average was around
45% more. So if the benchmark is 100%, because all of them would have done some
other exercise anyway, the increase is therefore 145%. The estimate of deadweight
is 100%/145% or 70%. This was used as the estimate for the activity that would have
happened anyway.
For the outcome of ‘residents having nutritious meals’, the nutritious meals, and
resulting health improvements, were identified as the change that the council
expected. However, this change would have happened anyway: if Wheels-to-Meals
were not delivering this contract, the council would have another provider deliver
it, as a meals-on-wheels service, to a similar standard of nutrition (specified in the
A guide to Social Return on Investment
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