The six stages of SROI analysis
1. Establishing scope and identifying key stakeholders 2. Mapping outcomes 3. Evidencing outcomes and giving them a value 4. Establishing impact 5. Calculating the SROI 6. Reporting, using and embedding
SOURCE: The SROI Network (
thesroinetwork.org)
the basics of the approach and apply them in their own settings. The SROI Network – a membership
organisation – offi cially promotes the use and development of SROI methodology around the world, trains consultants who can then coach organisations, and accredits SROI reports. It defi nes the method as follows: “SROI measures change in ways that are relevant to the people or organisations that experience or contribute to it. It tells the story of how change is being created by measuring social, environmental and economic outcomes, and uses monetary values to represent them. “SROI is about value rather than money. Money is simply a common
May 2013 © Cybertrek 2013
unit and as such is a useful and widely accepted way of conveying value.” Nevertheless, giving social benefi ts
a fi nancial value turns it into a powerful language for health and leisure providers. In April 2010, North Lanarkshire Leisure (NLL) – a charitable organisation that delivers sport and recreation in North Lanarkshire – commissioned consultants Baker Tilly to carry out a social impact evaluation on a proportion of its services. The report fi ndings, which were published in December 2010, showed that NLL was delivering benefi ts to the community amounting to a value of £41m – four times greater than the level of public funding it received, meaning its SROI ratio was defi ned as 1:4.
NLL chief executive Blane Dodds
described the report as “exciting and high impact”, while chair Jim Logue said the results defi ned the organisation as a “forward-thinking, innovative charity” that had clearly justifi ed its place in the delivery of services to the community. In June 2012, Edinburgh Leisure made
equally eye-catching headlines when it published the fi ndings of its SROI study, also conducted by Baker Tilly. The trust, which manages sport and leisure facilities on behalf of Edinburgh City Council, was found to deliver a return of nearly 3.5 times its funding level – an SROI of at least £32.5m from an investment of around £9m. The report calculated that
healthcare costs saved thanks to Read Health Club Management online at
healthclubmanagement.co.uk/digital 41
Leisure and fi tness can bring huge benefi ts to a community, but the sector needs to fi nd ways to put a value on this
“SROI TELLS THE STORY OF HOW CHANGE IS BEING CREATED BY
MEASURING SOCIAL, ENVIRONMENTAL AND ECONOMIC OUTCOMES”
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