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

2. 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

3. 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.

4. 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

5. 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

6. 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

7. 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)

8. 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.

9. 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

10. 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?

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

12. 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.

13. 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

14. 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

15. 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

16. 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

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

18. 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

19. 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?

20. 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

21. - = 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) =

22. 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

23. 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

24. Any Questions?