How to show your social value – reporting outcomes & impact Thursday 6th April 2017

What are outputs? Outputs are the direct results and beneficiaries of your work Usually outputs show that certain people receive something, learn something or take part in something as a direct result of what you do or how you do it Outputs are the easily countable things like the number of people involved or the number of hours of training delivered

What are outcomes? Outcomes are the changes, benefits, learning or other effects that actually occur as a result of your activities They can be wanted or unwanted, expected or unexpected, positive or negative Some outcomes may not describe a change – they may involve keeping a situation the same or preventing something from happening. These outcomes still describe an effect of the activities of your business.

What is impact? Impact is the big picture change Impact is the changes in the wider world that the work you are doing is contributing to This could be a change in people’s lives, the community, the environment or the local economy

Why measure outcomes & impact? To show the difference you are making to your beneficiaries, stakeholders, funders & commissioners For staff motivation and development To implement a change in monitoring and information collection To show evidence of need for your services

The relationship between the inputs, outputs, outcomes and impact can be represented like this Staff Budget Venue Advertising One to one support sessions Group work Outreach Increased: Confidence Awareness Access to education/ training Reduced: Social exclusion Teenage pregnancy

Identify aims and objectives Aims and objectives always go together. They are quite different but are sometimes confused Aims are the changes you hope to achieve as a result of your work Objectives are the activities that you will undertake to make the change happen (achieve your aims)

South Derbyshire CCG Aims & Objectives Vision - Our vision is to continuously improve the health and wellbeing of the people of Southern Derbyshire, using all resources as fairly as possible Objectives - • providing local clinical leadership to the NHS, and working with everybody who can contribute to our aims; • being open and accountable to our patients and communities; ensuring they are at the heart of everything we do; • understanding our population and addressing inequalities so that services are in place to meet needs; • planning services that best meet those needs now and in the future; • aiming to secure the best quality, best value health and social care services we can afford; • using our resources fairly and effectively.

Aims for Beneficiaries - CYP Overall Aim: Improve health outcomes for children and young people through effective commissioning of services which prioritise early intervention and integrated care Outcome 1 – reduce hospital admissions and identify opportunities to reduce hospital usage for children

Setting aims and objectives Planning Triangle Start from the top down Start with the changes you want to make for your target beneficiaries – you can then identify the best services to make those changes happen To help set the aims think about why you offer your service? What do you hope the effect will be?

(This is why we do our work) Overall aim Specific aims (This is why we do our work) Objectives (This is what we do)

Developing outcomes from aims Once you have defined your aims and objectives, it will be easier to identify your outcomes. Each of your specific aims can be broken down into outcomes. Usually, each specific aim will encompass a few outcomes.

Words of change & activity To describe aims use words like: Aims Enable Improve Reduce Increase Maintain To describe objectives use words like: Objectives Provide Run Support Establish Offer

Children & Young People Specific Aims Example outcomes Improve health outcomes for children & young people Better access to healthcare for children and young people with behavioural and emotional difficulties Prioritise commissioning for early intervention and integrated care Reduction in the number of hospital admissions

Assessing outcomes There are 4 steps: Decide what information to collect Use your existing systems and information wherever possible Decide how to collect information Decide when to collect information

An example of the process - Aims to Outcomes Volunteer Centre Derby CCG Aim – A volunteer service that enhances the contribution of health and well-being related groups and services to improvement in health outcomes for volunteers and service users Required Outcomes Helping volunteer involving organisations run more effectively Increasing skills and confidence of volunteers and making them more employable Improved health & well- being for volunteers

An example of the process - Practical Steps Activities / Outputs Indicators Monitoring Data requirements Evaluation Report Embed into Organisation Social Accounts produced

Impact The process of providing evidence that you are doing something that provides a real and tangible benefit to other people or the environment Organisational learning and improvement External evidence for funders, commissioners Not all tools are the same nor appropriate for everyone

Proving your social value How do you prove the difference you are making? What resources will be needed? What data do you need to collect? How much is sufficient? How do you present this information? Do you need any other measurement tools?

Social Return On Investment SROI is an outcomes-based measurement tool that helps organisations to understand and quantify the social, environmental and economic value they are creating Developed from traditional cost-benefit analysis and social accounting, SROI is a participative approach that is able to capture in monetised form the value of a wide range of outcomes, whether these already have a financial value or not Can be time intensive Requires some expert input

- = Value of Volunteering VIVA (Volunteer Investment to Value Audit) Calculations is a tool to quantify the economic value of activities carried out by volunteers within an organisation. Total Volunteer Value (equivalent hourly rate, number of volunteers, number of hours) - Total Volunteer Investment (management, induction, training, expenses) =

Social Accounting and Audit Social Accounting and Audit establishes a framework for ongoing monitoring, evaluation and accountability to stakeholders both internal and external to the organisation Help an organisation to investigate its performance against social, environmental and economic objectives, and ensure that it is working in accordance with its values. In the private sector, social accounting is aligned with corporate social responsibility Can be verified externally Not as complex as SROI but time intensive

Theory of Change A specific type of methodology for planning, participation and evaluation Defines long-term goals and then maps backward to identify necessary preconditions Makes the distinction between desired and actual outcomes Requires stakeholders to model their desired outcomes before they decide on forms of intervention to achieve those outcomes

Any Questions?