1. Sarah Stevenson Social Enterprise Session 6

2. Module Aims to support the learner in understanding the importance of monitoring and evaluation in a Social Enterprise setting to facilitate exploration of the learners’ immediate and wider work context in order to promote professional developmentObjectives By the end of this session you will be able to: Identify the difference between monitoring & evaluation Understand the importance of monitoring and evaluation Consider a Triple Bottom Line approach

3. What is monitoring? Monitoring is about collecting information that will help you answer questions about your Social Enterprise. It is important that this information is collected in a planned, organised and routine way. The information that you collect will help you to report on your enterprise and will help you to evaluate.

4. What is evaluation? Evaluation is about using monitoring and other information you collect to make judgements about your enterprise. It is also about using the information to make changes and improvements to what you do

5. The importance of Monitoring & Evaluation Check that your enterprise is offering:- Prove that you are making a difference:- QualityProvide information to funders and other stakeholders CredibilityLearn from evaluation AccountabilityUse for organisational planning and management EfficiencyUse to set standards EffectivenessReview key resources Value for MoneyUse for policy change Use for strategic planning

6. How to monitor & evaluate Step 1 What are your aims? Step 2 What are your objectives? Step 3 How do you know? Step 4 Monitoring – how well are you doing? Step 5 Evaluation – what changes have you made?  Activity 1 –Can you identify how your enterprise monitors and evaluates it’s activities?

7. Where does Monitoring and evaluation fit? IdentifyMonitorEvaluateDisseminateUseReview

8. What is success for Social Enterprise? Traditionally, for ‘conventional’ enterprises money is the measure of success. For social enterprises, there are a number of measures of success, not only whether you are meeting your stated mission and aims, but also the wider impacts that you have:- Social Environmental Economic Otherwise known as a Triple Bottom Line approach (Elkington 1997)

9. Triple Bottom Line  Activity 2 – Return to the Social Enterprises that you identified in earlier modules. Can you find evidence of their impact? Do they look at the Triple Bottom Line

10. Measuring Triple Bottom Line Social Accounting and Audit A process that enables an enterprise to account fully for its social environmental and economic impact. This process allows an enterprise to report on its performance and identifies the information required for planning future action to improve performance Social Return on Investment A measurement tool that helps enterprise understand and quantify the Social, Environmental and Economic value they are creating. SROI measures the value of a wide range of outcomes and translates them into a monetary value whether or not they already have a financial value

11. Measuring Triple Bottom Line Co-operative Environmental and Social Performance Indicators (CESPIs) A set of 10 indicators that allow co-operatives to monitor and manage their performance on social and environmental issues. Global Reporting Initiative (GRI) Used widely worldwide, but historically more in the corporate sector, GRI is an independent institution with the mission to develop and globally disseminate reporting guidelines on sustainability, helping enterprise report on the social, economic and environmental dimensions of their work

12. References and Links Elkington, J. (1997) Cannibals with Forks: the Triple Bottom Line of 21st Century Business Oxford: Capstone Publishing. Charities Evaluation Services - www.ces-vol.org.ukwww.ces-vol.org.uk NEF Prove and Improve - http://www.proveandimprove.orghttp://www.proveandimprove.org Social Accounting and Audit – www.socialauditnetwork.org.ukwww.socialauditnetwork.org.uk Social Return on Investment – www.thesroinetwork.orgwww.thesroinetwork.org CESPI – http://www.uk.coop/resources/documents/guidance-co-operative-social- and-environmental-performance-indicators-members-cohttp://www.uk.coop/resources/documents/guidance-co-operative-social- and-environmental-performance-indicators-members-co Global Reporting Initiative – www.globalreporting.orgwww.globalreporting.org

13. This resource was created by the University of Plymouth, Learning from WOeRk project. This project is funded by HEFCE as part of the HEA/JISC OER release programme.Learning from WOeRk This resource is licensed under the terms of the Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales license (http://creativecommons.org/licenses/by-nc-sa/2.0/uk/).http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ The resource, where specified below, contains other 3 rd party materials under their own licenses. The licenses and attributions are outlined below: 1.The name of the University of Plymouth and its logos are unregistered trade marks of the University. The University reserves all rights to these items beyond their inclusion in these CC resources. 2.The JISC logo, the and the logo of the Higher Education Academy are licensed under the terms of the Creative Commons Attribution -non-commercial-No Derivative Works 2.0 UK England & Wales license. All reproductions must comply with the terms of that license. Author InstituteUniversity of Plymouth TitleMonitoring & Evaluation in Social Enterprise DescriptionPowerPoint Presentation Date CreatedMay 2011 Educational LevelLevel 4 Keywords UKOER, LFWOER, UOPCPDLM, Leadership, Management, Monitoring, Evaluation, Social Enterprise Creative Commons LicenseCC-BY-NC-SA Back page originally developed by the OER phase 1 C-Change project ©University of Plymouth, 2010, some rights reserved