• Explains how data for SROI analysis can be collected
• Features case studies that demonstrate how SROI analyses can be set up and carried out
• Discusses potential developments in SROI analysis

Autorentext

Volker Then is Founding Director and Executive Director of the Centre for Social Investment at Heidelberg University, Germany.

Christian Schober is Head of the Competence Center for Nonprofit Organizations and Social Entrepreneurship at Vienna University of Economics and Business, Austria.

Olivia Rauscher is Head of Social Impact Analysis and Senior Researcher at the Competence Center for Nonprofit Organizations and Social Entrepreneurship at Vienna University of Economics and Business, Austria.

Konstantin Kehl is Lecturer at the Institute of Management and Social Policy, ZHAW Zurich University of Applied Sciences, Switzerland.

Klappentext

This book introduces and explains how to conduct a Social Return on Investment (SROI) analysis. It discusses the various advantages and disadvantages of different research strategies and designs, and explores the different ways in which SROI analysis results can be used for communication, outreach, and strategic decision-making. It provides insights into how and to what extent SROI analyses can help to meet different expectations, and presents different social impact research designs and methods. It presents an analytical framework for the identification of a proper SROI analysis, and shows readers how to establish an impact model, introducing a stakeholder-based approach.

Inhalt

Preface. 1

Chapters. 3

Contents. 4

List of figures. 9

List of tables. 10 1 Introduction: What is an SROI analysis? How does it relate to other forms of analysis? Why are impacts key? 11

1.1.1 Impacts above everything else? The trend towards impact measurement and analysis. 13

1.1.2 What do we want to contribute with this book? Overview of the approach. 16

1.1.3 How should you read the book?. 17

1.2 How does SROI analysis compare to other methods of impact measurement and analysis? A comprehensive approach 17

1.2.1 SROI analysis in a nutshell. A summary. 18

1.2.2 Social impact measurement vs. social impact analysis. Where should SROI be positioned?. 20

1.2.3 How is SROI analysis distinguished from other methods of (economic) impact analysis or social impact measurement? 23

1.2.4 How is SROI analysis conceptually situated as relates to other methods? A mental and analytical framework with a social sciences focus. 27

1.3 Is there only one form of SROI analysis? Proposed typology. 30

1.4 SROI: the way to measure impact 32

2 What interests do organisations pursue with an impact analysis? A guide. 34

2.1 Introduction: Why impact measurement?. 35

2.2 How does interest in an SROI analysis emerge?. 36 2.2.1 Communication to the outside. 36

2.2.2 The trend toward impact measurement 38

2.2.3 The strategic interests of an organisation. 40

2.3 The joint learning process. 43

2.4 What application of the SROI methodology is intended?. 43 2.4.1 Prospective estimation of the potential for social value added. 43

2.4.2 Formative evaluation of success or prospects for success. 44 2.4.3 Summative analysis of the social value added actually achieved. 45

2.5 Who should perform the analysis?. 45

2.6 Conclusion. 49

3 SROI in the context of policy and governance developments. 50

3.1 Social investment and impact: new policy styles, governance tools, and their implications. 50

3.1.1 From welfare to social investment 51

3.1.2 Challenges for impact measurement and society. 53

3.2 SROI and European policy developments. 55

3.2.1 Impact measurement between specific policy initiatives and market building. 56

3.2.2 Impact measurement and standardisation: process standards. 58 3.3 Impact measurement and public policy: conclusion. 60

4 How are impacts identified? The impact model 62

4.1 Impact model Where does it come from and for what purpose? The introduction. 63

4.1.1 For what purpose is the impact model necessary?. 63

4.1.2 Where does the impact model come from?. 63

4.2 Impact model: What is it?. 64

4.2.1 Conditions: context, target group specifics, inputs (resources), structure. 66

4.2.2 Plan: concept 66

4.2.3 Implementation: process/activities. 67

4.2.4 Outputs. 67

4.2.5 Outcome: impacts. 68

4.3 What levels of impact measurement can be distinguished?. 68

4.4 What does deadweight mean?. 70

4.5 Theory of change or impact model? What is the difference?. 71

4.6 What role do the stakeholders play?. 72

4.7 Who are the relevant stakeholders and how are their impacts identified?. 74

4.8 Summary. 76

5 How can impact dimensions be operationalised?. 78

5.1 What do impact models achieve for the goals of projects and organisations?. 78

5.1.1 Conceptualising and modelling impact through stakeholder dialogues. 78

5.1.2 Selecting dimensions, making decisions, and proving impact 79

5.2 What basic building blocks do all impact models have in common?. 81

5.2.1 Functions and roles of non-profit and social purpose organisations. 81 5.2.2 The special chara...