Stage 6: Reporting, using and embedding
Assurance
For more information on the options for the assurance of your report go to:
www.thesroinetwork.org
Other
Procurement
nef and the London Borough of Camden jointly developed an outcomes-focused
commissioning model based on SROI principles. Further details of the Sustainable
Commissioning Model can be found on the Sustainable Procurement website:
www.procurementcupboard.org
6 Downloads
Documents available from www.thesroinetwork.org include:
The guide (in full and in sections)
A blank Impact Map
The checklist
Further examples of Impact Maps
An example of an SROI report based on the worked example

7 A summary of the relationship between SROI
and other approaches
Cost-benefit analysis
One difference between SROI and economic appraisal as described in HM Treasury’s
Green Book is that SROI is designed as a practical management tool that can be used
by both small and large organisations, rather than from a macro perspective. SROI
focuses on, and emphasises, the need to measure value from the bottom up, including
the perspective of different stakeholders, while the Green Book appraisal is about
valuing costs and benefits to the whole of UK society. The main similarity between
SROI and the Green Book is that they both use money as a proxy of costs and benefits
arising from an investment, activity or policy.
Social accounting
Both SROI and social accounting are approaches used to measure the creation of
social value. SROI focuses on the perspective of change that is expected or happens
to different stakeholders as a result of an activity. Social accounting starts from an
organisation’s stated social objectives. SROI and social accounting share a number of
common principles but social accounting does not advocate the use of financial proxies
and a ‘return’ ratio. SROI and social accounting can be compatible: the completion of
an SROI report is much easier if it is built on the basis of a good set of social accounts,
Resour
for example.
Resour
ces ces
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