SROI executive summary
| Main sections | Items (described through quali-quantitative information) |
|---|---|
| 1 Scope and stakeholders | 1.1 A description of the organization: its activities and values (if relevant), the activity under analysis, including location, main customers or beneficiaries |
| 1.2 An explanation of SROI, whether it is forecasted or evaluative, the purpose and scope of the analysis | |
| 1.3 A discussion of stakeholders, i.e. types and numbers | |
| 1.4 A description of how stakeholders were involved and the numbers that were consulted | |
| 2 Outcomes and evidence | 2.1 A description of the theory of change for each stakeholder, i.e. how inputs lead to outputs and outcome (presented in a table as well as in narrative form) |
| 2.2 Description of the indicators and data sources used for each outcome | |
| 2.3 Quantity of inputs, outputs and outcomes achieved for each stakeholder group | |
| 2.4 Analysis of the investment required for the activity | |
| 2.5 The length of time over which the outcome is expected to last or against which the outcome will be attributed to the activity | |
| 2.6 Description of the financial proxy to be used for each outcome, together with the source of the information for each proxy and a discussion of the proxies chosen | |
| 3 Impact | 3.1 Description of the other areas or groups against which deadweight is estimated. Deadweight is defined as the measure of the amount of outcome that would have occurred even if the activity had not taken place |
| 3.2 Description of the other organisations or people to which outcomes have been attributed. The attribution is the assessment of how much of the outcome comes from the contribution of other organisations or people | |
| 3.3 Description of the basis for any estimates of attribution and deadweight, flagging up any data gaps and areas for improvement | |
| 3.4 Description of displacement, if included. It indicates the displacement given by new negative elements that overlap with preexisting positive elements. It is also called the “substitution effect,” because it occurs when the externalities determined by an intervention have negative effects not foreseen by the activity | |
| 3.5 Description of the total impact, including the drop off. The drop off indicates the reduction of the impact across time. The calculation of the impact computes the net present value of each outcome. It is important to consider r in the formula (the discount rate, usually set at 3.5%). Having calculated the present value of the benefits, the value of the inputs (the investment) has to be deducted to arrive at the net present value (NPV). NPV = [present value of benefits] − [value of investments] | |
| 4 Social return calculation | 4.1 Calculation of the social return, showing sources of information, including a description of the type or types of social return calculation used. SROI = Net present value of outcomes Net present value of investment |
| 4.2 Description of the sensitivity analysis carried out and why. The sensitivity analysis is a process through which the calculation is tested by analyzing which assumptions have the greatest effect on the model | |
| 4.3 Description of the changes to quantities as a result of the sensitivity analysis | |
| 4.4 Comparison of the social return in the sensitivity analysis | |
| 5 Audit trail | 5.1 Stakeholders identified but not included and rationale for this |
| 5.2 Outcomes identified but not included, for each stakeholder, and the rationale | |
| 5.3 Any financial proxies not included and the rationale |
| Main sections | Items (described through quali-quantitative information) |
|---|---|
| 1 Scope and stakeholders | 1.1 A description of the organization: its activities and values (if relevant), the activity under analysis, including location, main customers or beneficiaries |
| 1.2 An explanation of SROI, whether it is forecasted or evaluative, the purpose and scope of the analysis | |
| 1.3 A discussion of stakeholders, i.e. types and numbers | |
| 1.4 A description of how stakeholders were involved and the numbers that were consulted | |
| 2 Outcomes and evidence | 2.1 A description of the theory of change for each stakeholder, i.e. how inputs lead to outputs and outcome (presented in a table as well as in narrative form) |
| 2.2 Description of the indicators and data sources used for each outcome | |
| 2.3 Quantity of inputs, outputs and outcomes achieved for each stakeholder group | |
| 2.4 Analysis of the investment required for the activity | |
| 2.5 The length of time over which the outcome is expected to last or against which the outcome will be attributed to the activity | |
| 2.6 Description of the financial proxy to be used for each outcome, together with the source of the information for each proxy and a discussion of the proxies chosen | |
| 3 Impact | 3.1 Description of the other areas or groups against which deadweight is estimated. Deadweight is defined as the measure of the amount of outcome that would have occurred even if the activity had not taken place |
| 3.2 Description of the other organisations or people to which outcomes have been attributed. The attribution is the assessment of how much of the outcome comes from the contribution of other organisations or people | |
| 3.3 Description of the basis for any estimates of attribution and deadweight, flagging up any data gaps and areas for improvement | |
| 3.4 Description of displacement, if included. It indicates the displacement given by new negative elements that overlap with preexisting positive elements. It is also called the “substitution effect,” because it occurs when the externalities determined by an intervention have negative effects not foreseen by the activity | |
| 3.5 Description of the total impact, including the drop off. The drop off indicates the reduction of the impact across time. The calculation of the impact computes the net present value of each outcome. It is important to consider | |
| 4 Social return calculation | 4.1 Calculation of the social return, showing sources of information, including a description of the type or types of social return calculation used. |
| 4.2 Description of the sensitivity analysis carried out and why. The sensitivity analysis is a process through which the calculation is tested by analyzing which assumptions have the greatest effect on the model | |
| 4.3 Description of the changes to quantities as a result of the sensitivity analysis | |
| 4.4 Comparison of the social return in the sensitivity analysis | |
| 5 Audit trail | 5.1 Stakeholders identified but not included and rationale for this |
| 5.2 Outcomes identified but not included, for each stakeholder, and the rationale | |
| 5.3 Any financial proxies not included and the rationale |
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