SOCIAL STRATEGY
MEASURE OF SUCCESS
In the new funding landscape, leisure trusts and operators will increasingly have to monitor and demonstrate social return on investment. Julie Cramer reports on the progress being made
new Clinical Commissioning Groups and Health and Wellbeing Boards (see HCM April 13, p26 and p30). Just a few months before that, on 31 January 2013,
O
n 1 April this year, the public health funding structure took a whole new direction with the introduction of the
the Public Services (Social Value) Act 2012 came into force, requiring all public bodies to consider how they can improve the economic, social and environmental wellbeing of their local areas through the services they procure. Given the huge benefits that leisure and fitness can bring to the community, it has never
been more important for the industry to measure and monitor its successes and find ways to put a value on them. While it has always been sound and
essential business practice to measure return on investment (ROI), the new funding landscape will require that the social returns are also well articulated. For sport and leisure projects, it’s generally accepted that such returns can be anything from improved health, happiness and confi dence, to a reduction in crime and greater social inclusion. Rich Millard, sports development
director for DC Leisure – a leisure provider that works with 30 local authorities (see interview, p30) – says:
“As we bid for contracts in the future, all leisure providers will have to be able to demonstrate whether the schemes they are delivering will have a positive impact on public health, the community, and particular groups such as young people. “In the light of the new public health
agenda, we have to get better at articulating what we do, because the benefi ts in terms of preventative health or social engagement are massive.”
Popular methodology Each leisure organisation will have its own methods for tracking its progress and expressing social value in general terms, but in recent years a defined methodology has emerged that can actually put a monetary value on such benefits: SROI, or Social Return on Investment (see
http://lei.sr?a=2A1h4). This methodology was fi rst
recognised in 2009 in the research of Scottish Enterprise and also set out in an HM Treasury paper. To date, very few organisations have produced detailed, accredited reports using this method, but there are workshops available where organisations can learn
Edinburgh Leisure’s various
initiatives deliver an SROI of at least £32.5m from an investment of £9m
The seven principles of SROI 1. Involve stakeholders
2. Understand what changes 3. Value the things that matter
4. Only include what is material 5. Do not over-claim 6. Be transparent 7. Verify the result
SOURCE: The SROI Network (
thesroinetwork.org) 40 Read Health Club Management online at
healthclubmanagement.co.uk/digital May 2013 © Cybertrek 2013
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