1. SROISIA

2. 5 6 1 7 (social impact) ? 9 (social return on investment) ? ? 2 3 (Theory of Change) (Impact Value Chain) (Base Case Scenario) 4 1: 1 2 3 4 5 (Impact Value Chain) 6 7 2: 8 9 (Base Case Scenario) 10 (monetization) 11 12 13 14 (projection) 15 (SROI) 3: 16 4: 17 1: (Social Impact Indicators) 2: (Social Impact Assessment) 3. 5 ... () ... ... (social enterprise) (SROI: Social Return onInvestment) (cost effectiveness) (Social Impact Assessment SIA) The SROI Network (http://www.thesroinetwork. org) New Economics Foundation (http://www.neweconomics.org/) 4. 6 7 1 (social impact) ? (social return on investment) ? ? (social impact) ? (profit and loss) (social impact as- sessment) (social impact) 5. 8 9 (People) (Planet) (Profit) TBL (social return on investment) ? 1 10,000 1,000 - (Triple Bottom Line TBL) (Profit) (People) (Planet) SROI (Social Return on Investment: SROI) (social impact) (monetized value) 1 (Return on Investment : ROI) SROI ROI SROI (key values) 6. 10 11 ROI SROI ? 5 (5%) 1 (SROI) SROI=2:1 2 1 ( 21) 1 (Return on Investment: ROI) Return on Investment (ROI) ROI(%)=-/ x 100 1,000,000 2,000,000ROI((2,000,000- 1,000,000)/1,000,000 )X 100 = 200% 1 2 7. 12 13 R R R () R R R R R ( ) R ( ) R R 8. 14 15 ? (start-up) ( )( ) ( ) SROI SROI R / - (projection) R - R - (evaluation) 9. 1716 2 (cost-benefit analysis) 7 10. 18 19 ( 2 ) () (stakeholders) (beneficiaries) ( ) (context) (stakeholder) - 1 ( ) d.light Design 11. 20 21 3 (financialproxy) (financialproxy) ( ) 2 200..2554 1,000 .. 2553-2555 ( ) ? ( ) 12. 22 23 ( ) ? - ( ) 4 ? 1,000 10(1) (materiality) () ( ) 13. 24 25 ( ) (selectivity bias) (rule of thumb) 5 ( ) 5 500 900-500 = 400 44 (400 / 900) 900 400 900 500 ( ) ( !) (attribution) 900 ( ) ( ) () 14. 26 27 6 SROI SROI SROI 7 (benchmark) 4-5 150 900-150 = 750 150 15. 28 29 3 (Theory of Change) (Base Case Scenario) (Impact Value Chain) (Theory of Change) (Impact Value Chain) (Base Case Scenario) (social impact assessment) (social return on investment) (Define) (Quantify) (Monetize) (Define) (Quantify) (Monetize) 16. 30 31 (output) ? ? ? 1-4 5-9 9-15 (Theory of Change) ? ... (Input)( , ) (Outcome Impact) ( , ) (Theory of Change) (Impact Value Chain) (Base Case) (Cost-Benefit Analysis) (social impact) (SROI) 17. 32 33 - - ( ) ( ) (Theory of Change) P P P P P 18. 34 35 (Impact Value Chain) (Impact Value Chain) (Activities) (Output) (Input)- (Outcome Impact) (Output) ( ) (Indicators) (SocialImpactAssessment) (Input) (Acvitivies) (Output) (Outcome) (Input) (Activities) 24/7 (Output) ( ) (Outcome Impact) ( ) ( ) ( 3) 19. 36 37 (Outputs) (inputs) (activities) () () () () (Social impact indicator) (Social Impact Assessment) (Outcome / Impact) (Outputs) (Outputs) (Outcome / Impact) (Outputs) (Outcome / Impact) (inputs) (activities) (outputs) (outputs) (Inputs) (activities) (outputs) (outcome/impact) (outcome/impact) 20. 38 39 dive master ETC l 10% l l l PADI l l l VDO l l l l l ETC (Inputs) (Outputs) (Activities) (Outcome /mpact) 21. 40 41 BEP l l l l l l UHT Gasification l l l l l l l (Inputs) (Outputs) (Activities) (Outcome /mpact) BEP 22. 42 43 8 Sanergy Sanergy l l l l l l l l l l l l l l l - (Inputs) (Outputs) (Activities) (Outcome /mpact) Sanergy 23. 44 45 (Base Case Scenario) (objective) (Base Case Scenario) SROI (displacement) (deadweight) (base case) 7 5 7-5 = 2 7 1. 2. (attribution) 3. ( - deadweight) 4. ( - displacement) 5. (dropoff) X 10 2 20 3 254 24. 46 47 (deadweight) (benchmark) (deadweight) (deadweight) (displacement) 25. 48 49 4 3 16 4 17 1 1 2 3 4 5 (Impact Value Chain) 6 7 2 8 9 (BaseCase Scenario) 10 (monetization) 11 12 13 14 (projection) 15 (SROI) 26. 50 51 ( ) 1-15 4 ( ) 27. 52 53 1 SROI ? SROI ? (Social Impact Assessment) (SROI) (Impact Value Chain) (Social impact indicator) 1 4 5 6 7 2 3 ? ? ? ( ?) ? ? ? ? () (attribution)? (Social impact indicator) (output) ? ? 28. 54 55 1. 2. ( ) () 1. 2. (Theory of Change) ( 3 : ) 1 2 29. 56 57 1. 2. 3. 4. ( ) 3 1. 2. ( ) 3. (focus group) 30. 58 59 // MillRaceIT(http://millraceit.co.uk/) MillRace IT (refur- bished) MillRace IT ( MillRace IT) MillRace IT InterAct MillRace IT RDC MillRace IT: R R R (IT) R R : R R R InterAct () R RDC ( MillRace IT) R R R 31. 60 61 4 (SROI) ( ) 3 ? 1 ? 5 ? 3 ( (Theory of Change) 1. // 2. 3. 1. / ( ) 2. / ( ) 3. / 11 12 32. 62 63 1. () 2. 3. 4. MillRace IT 3 MillRace IT 1 () MillRace IT : Essex ( ) 33. 64 65 () () ( ) Wheels-to-Meals Wheels-to-Meals 30 5 50 Wheels-to-Meals R R 1 R ( 1 ) R 2 34. 66 67 5 (Impact Value Chain) (ImpactValueChain) 3 (attribution) ( deadweight 3 ) 9 ( ) (Outcome Impact) (attribution)( deadweight) (Inputs) (Outputs) (Activities) (Outcome /mpact) 35. 68 69 1. (Impact Value Chain) 1. (deadweight) 1. 2. - (ImpactValueChain) (attribution) (deadweight) (Outcome Impact) (ImpactValueChain) 12 2-3 36. 70 71 R Vaccine Pac R Vaccine Pac 5,000 () R Vacccine Pac R Vaccine Pac R R 4.6 R 6 (Social impact indicator) (ImpactValueChain) (SROI)(Socialimpact indicator) (Social impact indicator) (Output) R ( ) R () R () (Inputs) (Outputs) (Activities) (Outcome /mpact) 37. 72 73 (outcome/impact) (/ ) (Social impact indicator) 12 6 38. 74 75 (Social Impact Indicator) (Impact Value Chain) ? ( ) 1. : / 39. 76 77 2. : ( ) (objective) 3. ** : (?) ( ) ( ) (qualitative information) (-objective) (-subjective) 40. 78 79 ** 4 ( Kumar, 1999) 1. (Face Validity): ? 2. (Content Validity): ? 3. (Concurrent Validity): ? 4. (Predictive Validity): ? ? R ( , ) R R R R R R 41. 80 81 (Social Impact Indicator) IRIS Taxonomy Impact Reporting & Investment Standards (IRIS) Global Impact Investing Network(GIIN)(http://iris.thegiin.org/materials/1460) 2 : R ( 5) R R 1. 2. 7 42. 82 83 2 ? ? (projection) 8 12 13 14 15 9 10 11 (Base Case Scenario) (deadweight) ? (dis- placement) ? (attribution) ? (financial proxy) ? ? ? SROI ? ( ) ? (timeframe) ? ? ? (discount rate) ? 43. 84 85 8 (focus group) R R (workshop)flipchart R R R R R 1. ( ) 2. 3. 4. ( ) 5. 2 1. R ? R ? 2. R ? R ? R ? 44. 86 87 ( 9 ) (attribution) ( ?) ( 9) 1. 2. 9 (Base Case Scenario) (attribution) (deadweight) ( displacement) ? . . (!) .. 2553 45. 88 89 5 5 ? 2 .. 2550-2553 525542555 (deadweight) 5-2 = 3 2554 2555 () ( (extrapolate) ) (dead- weight) (deadweight) ( ) 2552 2554 2550 75 76.50 78.03 79.59 () 83.57 87.75 2555 2551 2553 46. 90 91 (deadweight) ( ) (deadweight) ( 16-24 ) 16-24 (deadweight) 47. 92 93 (deadweight) (displacement) ( ) (BaseCase Scenario) 1. / 2. (deadweight) 1. // 2. // 3. (doublecount) ( ) () ( ) ( ) 1. () 2. 3. () 48. 94 95 10 (monetization) 1-9 (socialimpactassessment) (financialproxy) (Social Impact Assessment) 3 4 ( 16 17) (social return on investment: SROI) 10-15 R R R R R () R R R R R R R 49. 96 97 R R R R R R () R R ( ) R R ( ) R R R R R R 50. 98 99 3 9 ? (cost-benefit analysis) (Revealed Preference) (Stated Preference) 1. 2. (HedonicPricingModel:HPM) ( ) Hedonic () ( ) 3. (Travel Cost Method: TCM) 51. 100 101 4. (Prevention Cost Method: PCM) () (fixed cost) (variable cost) 5,000 100,000 ( ) 5,000 100,000=50,000 50,000 100 50,000 x 100 = 5 5. - ( ) (average household spending) (socio-economic survey: SES) ( ) 52. 102 103 ContingentValuationMethod(CVM) ? ? 1. 2. ( 5 ) ( ) ( ) 0.5 ( 15 ) 15 53. 104 105 (SROI) (Base Case) ( 10 ) ( 10 ) (Sensitivitiy Analysis) 14 15 OneWorld Vaccine Pac 5 (first order analysis) (second order analysis) ( ) OneWorld Vaccine Pac OneWorld (extrapolate) Vaccine Pac Vaccine Pac () 54. 106 107 11 ( ) ( ) ( ) ( 4 ) 3 3 : 55. 108 109 12 (fixedcost) (variable cost) () True Cost Accounting REDF (www.redf.org) () () 56. 110 111 13 5 (allocate) 1. 2. 1. 2. () 3. 2 // True Cost Accounting REDF (www.redf.org) 1. 2. 57. 112 113 14 (projection) ( ) () ( ) 5 100/5 = 20 20 5 ( ) (terminal value) 3 5 ( ) ( 5)(BaseCaseScenario) 150 3 3 spreadsheet Microsoft Excel 1. 2. 3. 58. 114 115 1. (terminal value) 2. 3 5 (terminalvalue) REDF (www. redf.org) 1. 2. 3. Wheels-to-Meals 4 50 305 10- 1 =1,539.00 1 (50 ) 2 1 1,539.00 10% 1,539.00 x 0.9 = 1,385.10 3 2 1,385.10 x 0.9 = 1,246.59 4 3 1,246.59 x 0.9 = 1,121.93 5 4 1,121.93 x 0.9 = 1,009.74 1 (1 ) 50 59. 116 117 15 (time value of money) 1 1 (opportunity cost) (discountrate) (presentvalue) (social return on investment: SROI) (discount rate) ? ? 305 5 SROI ( ) ( ) (discountrate) (grant) (5 ) (weight averagecostofcapital:WACC) 60. 118 119 (sensitivity analysis) (sensitivity analysis) 1 ( socialreturnoninvestment:SROI) (paybackperiod) (SROI 1 1 1) 12 () = / 12 1. 2. 61. 120 121 1. 2. 3. Social Beta ( ) terminal value SROI REDF 1. 2. ( ) 3. spreadsheet Excel(=NPV,discountrate,value1,value2) (r ) Youth Work r = 3.5% 0.035 1 (1+r) 3 (1+r) 3 5 (1+r) 5 4 (1+r) 4 2 (1+r) 2 1 2 3 4 5 448,875 448,875 (1.035) 1,750,444 414,060 414,060 (1.035)2 389,935 389,935 (1.035)3 355,648 355,648 (1.035)4 319,005 319,005 (1.035)5 1 (1 ) 50 62. 122 123 (SROI) Wheels-to-Meals 3.5 SROI = 81,741.93 SROI 81,741.9 42,375 1 Wheels-to-Meals 1.93 = 1.93 : 1 63. 124 125 3 / / ? ? ? 16 16 SROI : R R R R R R R R R SROI R R R 64. 126 127 1. 2. 1. 2. 2 65. 128 129 4 SROI ? ? ? 17 17 66. 131130 SROI SROI SROI SROI ?... ? SROI SROI SROISROI 67. 132 133 SROI SROI SROI X Y 68. 134 135 SROI SROI SROI SROI SROI 1) 2) ( v. ) SROI SROI SROI SROI SROI SROI 69. 136 137 3 AA1000 1999 AccountAbility AA1000 6 www.accountability.org.uk 4 Defining Materiality AccountAbility: www.accountability.org.uk 3 4 6 11-13 14 15 16 17 The Blended Value Map: Tracking the Intersects and Opportunities of Economic, Social and Environmental Value Creation http://www.blendedvalue.org/Papers London Business Schools SROI-primer: http://sroi.london.edu New Economics Foundation : http://www.neweconomics.org/ 70. 138 139 5 W.K.KelloggFoundationLogicModel www.wkkf.org 6 The Global Reporting Initiative (GRI) Sustainability Reporting Guidelines 1999 GRI www.globalreporting.org 11-13 SROI Methodology Paper True Cost Accounting: the Allocation of Social Costs in Social Purpose Enterprises www.redf.org 14 SROI SolutionMatrix LTD www.solutionmatrix.com SROI Methodology Paper REDF www.redf.org 15 GuidelinesforSocialReturnonInvestmentCaliforniaManagement Review Social Return on Investment Analysis: Valuing What Matters New Economics Foundation SROI Methodology Paper REDFwww.cmr.berkeley.edu,www.neweconomics.org,www.redf.org 16 ACCESS www.accountability.org.uk/research/default.asp?pageid=114 AccountAbilityAA1000 www.accountability.org.uk/aa1000/default.asp AA100 Assurance Standard 17 OASIS REDF An Information OASIS (2002) www.redf.org Double Bottom Line Methods Catalog Rockefeller OASIS www.rockfound.org Operations Evaluation Department : www.worldbank.org/oed 71. 140 141 (Social Impact Indicators) Impact Reporting and Investment Standards (IRIS) - Version 2.2 IRIS (reporting period) 1 (Social Impact Indicators) < (Sector): < (Sector): < (Sector): < (Sector): * < (Sector): < (Sector): < (Sector): 72. 142 143 (Indicator Name) (Reporting Format) (Definition) : R () R : ( - ) / ( ) ( ) (Sector): (Sector): (Indicator Name) (Reporting Format) (Definition) - - - / () () () () 73. 144 145 (Sector): (Sector): (Indicator Name) (Indicator Name) (Reporting Format) (Reporting Format) (Definition) (Definition) : R R : () () () () () 74. 146 147 (Sector): (Indicator Name) (Reporting Format) (Definition) x x R : x (Sector): (Indicator Name) (Reporting Format) (Definition) : - () - () 75. 148 149 (Sector): (Sector): (Indicator Name) (Indicator Name) (Reporting Format) (Reporting Format) (Definition) (Definition) : : Clean Development Mechanism (CDM) () () () () () () () () () () 76. 150 151 (Sector): * (Sector): * (Indicator Name) (Indicator Name) (Reporting Format) (Reporting Format) (Definition) (Definition) ( ) 30 : / : 2 : / : 2 30 ( ) () () () () 77. 152 153 (Sector): * (Indicator Name) (Reporting Format) (Definition) ( ) ( ) ( ) ( ) () () ( ) () () () (Sector): (Indicator Name) (Reporting Format) (Definition) () () () () () () 78. 154 155 (Sector): (Sector): (Indicator Name) (Indicator Name) (Reporting Format) (Reporting Format) (Definition) (Definition) : ( ) R R : ) / R R : / ) R R : / ) () () () () 79. 156 157 (Sector): (Sector): (Indicator Name) (Indicator Name) (Reporting Format) (Reporting Format) (Definition) (Definition) 40 () () (/) () () () () () 80. 158 159 (Sector): (Sector): (Indicator Name) (Indicator Name) (Reporting Format) (Reporting Format) (Definition) (Definition) : : : R R : R R : ( x ) ( x ) R : x : () () () () () () 81. 160 161 2 (Social Impact Assessment) < 1 d.light Design < 2 BetterWorldBooks.com < 3 Kiva.org < 4 Proximity Design < 5 TOMS Shoes < 6 HCT Group < 7 Food Connect Sydney 82. 162 163 1 3 d.light Design 45 50 .. 2015 100 .. 2020 Social Impact ( http://www.dlightdesign.com/impact-dashboard/) 31 .. 2013 d.light Design < 15,151,430 ( ) < 3,787,858 ( ) < 339,337,435 ( 12,000 ) ( ) < 4,230,485,070 () < 785,268 < 11,747,490 kWh d.lightDesign (conservativeassumptions) (International Finance Corporation) d.light Design : Global Impact Investing Rating System (GIIRS) Impact Reporting and InvestmentStandards(IRIS) B-Corporation(B-Corp http://www.bcorporation.net/) 2007 1 d.light Design 83. 164 165 2 BetterWorldBooks.com BetterWorldBooks (BWB) BWB (triple bottom line) BWB B-Corporation BWB Books for Africa, The National Center for Family Literacys, Room to Read Worldfund BWB http://www.betterworldbooks.com/ (: 3 2556 - ) < 9,454,760 < 14,720,505.80 ( 442 ) < 103,132,087 Our Impact (http://www.betterworldbooks.com/ info.aspx?f=our_impact) (: ) 84. 166 167 ( 1 2013) : 14.5 ( 435 ) < 7.3(219) 80 < 7.2 ( 216 ) < 2.9 ( 87 ) < 7.6 Books for Africa, the National Center for Family Literacy Feed the Children BWB 146 100 900,000 : 2005 85. 168 169 3 Kiva.org Kiva Kiva (Microfinance) Kiva Kiva 25 ( 750 ) Kiva Kiva (4 ) Chaity Navigator BWBKiva (http://www.kiva.org) (: 3 2556 - ) < 1,254,050 ( 37.6 ) < 14 < () 720 < 3,187 < 99.01% () < 15,912 < 2,904 86. 170 171 Kiva Statistics http://www.kiva.org/about/stats Kiva: 438,469,150 ( 13,154 ) Kiva: 1,428,089 Kiva: 940,215 Kiva: 1,053,284 Kiva: 566,274 Kiva: 194 Kiva : 68 : 99.01% : 406.86 ( 12,200 ) : 9.58 : 2004 87. 172 173 4 Proximity Design Proximity Design ..2004ProximityDesign ProximityDesign Impact (http://www.proximitydesigns.org/impact) 88. 174 175 < Proximity Design 2004 2013 31,000 25,000 * 2009 < 8,838 2012 < 102,418 < 276 ( 8,280 ) 110,000 75,000 (poverty line) 276 ( 8,280 ) 2004 < 2004 Proximity Design 486,500 89. 176 177 < ProximityDesign 10-15 35,000 < 101,0002009300 ( 12,000 ) < 54660,000 2010 < 34,000 < Proximity Design 13 < 80 10,000 125 9 90. 178 179 5 TOMS Shoes TOMS Shoes 1 1 TOMS Shoes 60 Giving Report http://www.toms.com/our-movement/l#how-toms-give-shoes < 20062013TOMSShoes 10 < 60 < TOMS Shoes 1 1 1 1 13 91. 180 181 6 HCT Group HCT HCT 30 11 360 630 13 HCT Impact (http://hctgroup.org/so- cial_impact) 2011-2012 Changing Environment, Changing Impact (Dai Powell) () HCT Group 1. HCT 182 YourCar (door to door) HCT 92. 182 183 < 230,213 2011/12 < 168% 2009 < 150 < YourCar 22% 2. (Community Groups) HCT HCT HCT 5 60 (low-cost minibus driving training MiDAS) 10% 2009/10 2010/11 2011/12 3,007 34,926 2,300 34,468 33,423 108,124 10,056 38,450 4,280 27,172 82,754 163,240 18,634 36,501 2,204 28,857 144,017 230,213 YourCar door to door door to door 93. 184 185 * 8 8 2 1 6 3 < HCT 2011/12 66,616 < HCT 29% < 57% < 16% HCT29% HCT 3. HCT (economically inactive) 10% 167,000 2015 2009/10 2010/11 2011/12 98,952 799 36,972 93,696 374 35,136 66,616 569 24,981 * 94. 186 187 HCT 4. HCT 2009/10 360 11 (carbonfootprint)1 1 (Green Mark) ISO14001:2004 HCT 10% 10% 10% 2009/10 2010/11 2011/12 374 117 77 392 74 60 99 76 81 (gained qualifications) 95. 188 189 7 2010/11 2010/112 3.9 0.961 0.623 7,674.6 6.0 0.944 0.618 7,584.3 () () () ( ) 4HCT HCT 45 (2,250 ) 2015 2015 2.5 ( 125 ) 30% 2010/11 2010/12 28.1m ( 1,405 ) 0.3m ( 15 ) 37% 28.6m ( 1,430 ) 0.2m ( 10 ) 38% % 96. 190 191 7 Food Connect Sydney Food Connect Food Connect Food Connect Food Connect 6 1-12 Food Connect 36% 2011 Food Connect (Social Return on Investment: SROI) 2010 (forecast)(SocialReturnonInvestment:SROI) 5 SROI SROIFoodConnectSocialVenturesAustralia(SVA) SROI 1. - (value chain) 2. () - 3. ( - 4. FoodConnect- 5. 97. 192 193 (SROI) $517,994 $567,708 $212,343 Food Connect (2010-2014) $504,282 $13,662 $2,795 $183,373 $381,540 $26,471 $20,481 $154,440 $10,951 1 30 $117,143 $226,952 Food Connect (2010-2014) (present value) 1$ $117,143 $176,308 $50,643 $1,472,791 $185,000 7.96 Food Connect 98. 194 195 $185,000 ( 5.5 2) 2010 (presentvalue)$1,472,791(44) 7.96 1 Food Connet 5 2010-2014 80% 3 ( ) 750 2012 Food Connect (sensitivitiy analysis) (forecast) 5 3 SROI < 7.961 9.671FoodConnect < Food Connect SROINetwork:http://www.thesroinetwork. org/case-studies-not-assured/doc_details/123-food-connect-sydney-forecast-sroi-report SROI (Proxy) 99. 196 197 100. 198 199