6.2 Using the results
Unless you do something as a result of carrying out your SROI analysis there was not
much point in undertaking it in the first place. This is one of the most important parts of
the SROI analysis but, often, one to which the least time and resources are dedicated. It
is easy to overlook it after the ‘excitement’ of reaching the SROI ratio.
To be useful, the SROI analysis needs to result in change. Such change might be in how
those that invest in your activities understand and support your work, or how those
that commission your services describe, specify and manage the contract with you.
However, there will also be implications for your organisation, whether you carried out
an evaluative or forecast SROI analysis.
Changes following a forecast SROI analysis
The results of a forecast SROI analysis may make you review your planned activities
in order to try and maximise the social value you plan to create. Its findings may also
require you to review your planned systems for gathering information on outcome,
deadweight, attribution and displacement. See if they need to be adapted for your next
SROI analysis and change them accordingly. Following a forecast SROI analysis you
may also want to build in ways to:
• systematically talk to your stakeholders about their intended outcomes and what
they value; and
• work with partners to explore attribution.
Changes following an evaluative SROI analysis
An evaluative SROI analysis should result in changes in your organisation. Your
organisation will need to respond to findings and think through implications for
organisational objectives, governance, systems and working practices. Ensure that the
organisation acts on the recommendations and that findings feed into your strategic
planning process.
Your ratios will be very useful in communicating with stakeholders. However,
where the ratio has most value is in how it changes over time. This can tell you
comprehensively whether your activities are improving or not. This should also give
your organisation information about how to change its services to maximise social
value in future.
Stag
It is important to secure commitment to further SROI analyses. The way you approach
Stag
e
this will vary depending on your role in the organisation. A starting point might be to
e
present the findings from the study to staff, trustees and stakeholders, stressing the
benefits as well as the challenges of the process. This would give you the opportunity
to also present a plan for making SROI analysis a routine and regular component of the
organisation’s reporting. Such a plan should set out:
A guide to Social Return on Investment
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