Measuring Social Value and CSR: A Practical Approach

1. Social Value & CSR APPENDIX B A Practical Application

2. The Issues • A socially driven business • But how do we demonstrate our success? • How does this influence our operations? • Evidence based decision making and service planning

3. A historical view • Commenced trading in 2005 • Early focus on financial credibility • Social outcomes not at forefront • By 2008 – not good enough

4. The objective • A quantifiable method of measuring social value • A practical and workable solution

5. The Process • Cross cutting working group • Sense checking with empirical data • Testing key assumptions and way forward at every opportunity

6. Key principles • Narrow definition of SV – linked to delivery of Pluss’ Company Purpose • Two dimensional assessment rather than “common currency” approach • Reflect “distance travelled” and needs of those furthest from the labour market • Focus on largest barrier to entry

7. The Matrix • The Matrix is a staight forward table with progression from entry through to the aim of Pluss – unsupported permanent employment. • Individuals are taken along the path at their appropriate level as influenced by DWP’s classification of Disability.

8. The Pathway • Registering and turning up to start the course – 3 points • Completing initial courses and considered ready for next step – 15 points • Voluntary work and work experience – 25 points • Lower level permitted work – 35 points • Higher level permitted work – 45 points • Work over 16 hours within Pluss – 65 points • Work over 16 hours not within Pluss – 70 points • Transition from internal to external – 80 points • Sustained progression – 100 points

9. Appropriate levels • Dependent on the individual, achieving these steps will have varying difficulties. • The points awarded have a difficulty factor applied based on the DWP classification of disability. • The predominant barrier to employment is the driver. • The Factors have been empirically researched, however can easily be changed if needed. • The Factor can be loosely linked to the percentage of people of working age in work within any given classification. • By dividing the points awarded at any step on the path to employment by the factor, a weighted score is derived.

10. Factors

11. Example Chart

12. Application • The matrix has been applied to the current Business Unit structure • Run alongside full cost financial position ofor each business unit • Comparing the two. • Reviewing movement in social value between periods

14. Next Steps – Social Value • Embed in business case assessment • Learn from best practice sites • Target setting on social value forbusiness units

15. CSR More widely • Social outcomes reporting and the balanced scorecard • External audit of our social report • Staff volunteering scheme • Social enterprise policy statementand action plan