creating change: measuring impact report
TRANSCRIPT
Creating Change:Measuring iMpaCt report
The Lloyds TSB Foundation for Northern Ireland
FOREWORD 4
EXECUTIVE SUMMARY 5
1. CONTEXT & PURPOSE 9 1.1 CreatingChangeProgramme 1.2 MeasurementObjectives 1.3 ProgrammeOrganisations
2. OBJECTIVE 1: ADDED VALUE 12 2.1 Direct/IndirectProgrammeWorks 2.2 MentoringEngagements 3.2TrainingProvision
3. OBJECTIVE 2: FINANCIAL LEVERAGE 15 3.1 Year1:2008/9 3.2 Year2:2009/10 3.3 Year3:2010/11
4. OBJECTIVE 3: NETWORKING 17 4.1 Peer-to-Peer 4.2 Networking 4.3 Partnerships
5. OBJECTIVE 4: COMMUNITY IMPACT 22 5.1 SocialReturnOnInvestment 5.2 SROIMethodology 5.3 MeasuringImpact
6. CONCLUSIONS, LIMITATIONS & RECOMMENDATIONS 30
7. APPENDICES 32 7.1 CreatingChange:MeasuringImpactQuestionnaires 7.2 CommunityImpact:MeetingTemplate 7.3 CommunityImpact:DataCollection 7.4 SROIImpactMaps:CreatingChangeOrganisations
TABLES2.1: AddedValue–ByEngagementType/Rank(Pg.12)2.2: Training–ByType/Rank(Pg.14)3.1: FinancialLeverageAnalysis(Pg.15)4.1: Peer-to-PeerEngagement(Pg.18)4.2: Formal/InformalPartnerships(Pg.19)4.3: LearningExchanges(Pg.21)5.4: SocialValueAnalysis(Pg.29)
ContentsThe Lloyds TSB Foundation for Northern Ireland is one of four independent Lloyds TSB Foundations, the others being for England & Wales, Scotland and the Channel Islands.
The Foundations were established at the time of TSB Group’s flotation in 1985 to preserve in a lasting framework the TSB’s traditional role of contributing to life in the community.
InJanuary2009,LloydsTSBGroupacquiredHBOSresultingintheenlargedLloydsBankingGroup.Followingafarreachingandcomprehensivereviewofthefinancialandstrategicarrangementswhichunderpinourlongstandingrelationship,anewagreementwasreached.
Fixedfundingof£1.87millionfortheyears2010-2013wasagreed.Annually,thisexceedstheaverage
paymentreceivedoverthepreviousthreeyearsandtheprovisionofthismorestableandsustainablefundingarrangementwillensurecontinuedsupportforthemostvulnerableinsociety.
TheindependentBoardofTrustees,whichmeetsonfiveoccasionsthroughouttheyear,agreesontheFoundation’sstrategicprioritiesanddistributesthefunding.
54
19organisationsreceived£1,880,479oversixyearscommencinginApril2008,whichisthefirsttimeanindependentfundingbodyinNorthernIrelandhasofferedsuchwidespreadlongtermfundingtotheVoluntaryandCommunitySector.Theorganisationshaveapproachedthehalf-waypointatthreeyearsintotheprogrammeandalreadysignificantoutcomeshavebeenachieved.InordertoprovewhatadditionalimpactsfundsfromtheFoundationarehavingonparticipantsandtheirrespectiveorganisations,GaugeNIwerecommissionedinJanuary2011tomeasureanumberofkeyareasoftheFoundation’sCreatingChangeProgramme.TheseincludedAddedValue;FinancialLeverage;NetworkingOpportunities;andCommunityImpactmeasurementsofourcoreworkthroughthispilot.ThemethodologyofSROIwasusedasanunderlyingthemetothisanalysis,butnotalltheprinciplescouldbeused,duetoanumberoffactorsincludingtime,resourcesandresearchbudgetaryrestrictions.
ThroughtheCreatingChangeProgramme,theFoundationaimstobuildastrongrelationshipwiththeorganisationsbenefitingfromthisprogramme,providingfinancialandnon-financialsupportincludingtrainingandnetworkingopportunitiestoenablethemtodevelopandachievetheirfullpotential.Itisenvisagedthatthis“Grants-Plus”approachwillstrengthenandenergisetheremaining18organisationswhichareinreceiptoffundinginthispilotprogrammeandthattheFoundation’sinvestmentwillimpactpositivelyuponfuturesustainabilityforthoseorganisationsandthecommunitiestheyareestablishedtoserve.Theprogrammehasbeenattractinglocalandinternationalinterestasfunderslooktonewmodelsofengagementwiththeorganisationstheywishtosupportanddevelop.
Sandara Kelso-RobbExECuTIVEDIRECTOR
TheLloydsTSBFoundationforNorthernIreland
eXeCutiVesuMMarY ForeWorD
The Lloyds TSB Foundation for Northern Ireland designed the Creating Change Programme in response to the sector’s needs. Many small charities and community groups had found life quite difficult with the reduction in European funding in recent years and often short term funding is insufficient if organisations are to develop strategically and work towards sustainability. The programme was developed to address these issues.
1. Added Value–EachorganisationreportedasignificantamountofadditionalvalueasadirectresultofbeingaparticipantontheCreatingChangeProgramme.Pointstonotefromtheresultsare:
• TrainingopportunitiesprovidedbyTheFoundationwererankedasthetopaddedvalue;
• NetworkingopportunitiesfacilitatedbyTheFoundationwererankedbytheorganisationsasthesecondareaofaddedvalue;
• Otherareasofaddedvalueoftheprogrammeincludedmentoringandverificationvisits.
In January 2011, The Lloyds TSB Foundation for Northern Ireland (hereafter ‘the Foundation’) commissioned Gauge NI (a Belfast based Community Interest Company specialising in impact measurement) to measure the impact of the Foundation’s Creating Change Programme. The analysis was carried out at the halfway point (April 2008 – March 2011) of its six year investment and was completed between February and August 2011.
FortheCreatingChangeProgramme,theFoundationcommittedtoinvesting£1,880,479 into 19 organisations over six years, commencinginApril2008.Althoughoutcomeswereagreedforeachparticipatingorganisationpriortoprogrammestart,thisreportwascommissionedtolookspecificallyattheunintended/addedvaluethatwasbeingreportedbygroupsandwhichtheFoundationfeltneededtobecaptured,
analysedandreportedon.Itwasagreedthatthisanalysisofunintendedoutcomeswouldconcentrateonfourkeyareas:
Added Value
Financial Leverage
Networking Opportunities
Community Impact
Added Value Engagements as a result ofThe Foundation’s Creating Change Programme
Engagement%
Training
60
0
20
10
30
40
50
55.50
22.22
11.18
5.55 5.55
Networ
king
Prog
ramm
e
Men
torin
g
Verifica
tion
76
2. Financial Leverage–AsadirectresultofhavingsecuredthefundingfromtheCreatingChangeProgramme,theorganisationsreportedsignificantsuccessinsecuringadditionalfunding.Thiswasmeasuredoverthethreeyearperiod.Forevery£1investedbytheFoundationanadditional£4.24acrossthe19organisationswasleveragedthroughadditionalfundingsources.
3. Networking Opportunities–Increasinglevelsofengagementbetweentheparticipatingorganisationswerereported.TheorganisationsstatedthataparticularvalueoftheCreatingChangeProgrammewastobeabletotalktosimilarorganisationsandsharetheirexperiencesorlearnfromothers.Someoftheorganisationswerefromsimilarsectors,liketheArts,sotheincreasedforumsforcommunicationintheCreatingChangeProgrammewereseenasagreatsourceofaddedvalueasthegraphillustratesbelow.
4. Community Impact–Incommunicationwitheachoftheorganisation’sDirectors,SeniorManagers,staffandvolunteers,akeysingularstakeholdergroupwasidentified.ASocialReturnonInvestment(SROI)methodologywasadoptedforthisstakeholdertoidentifytheimpacttheinvestmentfromtheFoundationhasmadeonthecommunity.WhilstthemethodologyofSROIwasnotcarriedoutinfull,theunderlyingprincipleswereusedtogeneratethedataprovidedinthisreport.1
ThesocialvaluegeneratedbytheFoundation’sCreatingChangeProgrammeinvestmentaspartoftheoverallcommunityimpactandsocialvaluecreatedacross18organisationsincluded:
• TotalfundingbytheFoundationforCommunity Impactaloneamountedto£502,926overa3yearperiod,withthetotalfundingwithinthisperiodbeing£1,122,135.
• Thisinvestmentgeneratedasocial valueof£2,231,896;
• Consideringallthefundingachievedbytheorganisationsthetotalamountofsocial value realisedamountedto£5,465,728.
RecognitionmustbepaidtothecurrentandextensiveMonitoringandEvaluationactivitiesundertakenbytheFoundationduringthecourseoftheprogrammeandisdulyacknowledgedbyGaugeasbeingrobustandvalid.Thisreportwascommissionedtolookattheunintendedadditionalimpactofthisprogrammeonitsparticipants.
Inconclusion,fromthefirstthreeyearsofthisfundingprogrammeithasbeenproventhatboththefinancialandnon-financialinvestmentbytheFoundationhasenabledtheCreatingChangeProgrammetodemonstratetruevalueandentrepreneurialspirit.
1ThefullSocialReturnonInvestmentmethodologyhasnotbeenfullyappliedinthecommunityimpactcalculationsduetoanumberoffactorsincludingtime,resourcesandresearchbudgetaryrestrictions.
Networking Opportunities created as a result of The Foundation’s Creating Change Programme
Peer-
to-P
eer
Engagem
ents
Direct
Partn
erships
Indire
ct
Partn
erships
Learn
ing
Exchan
ges
35
13
36
15
40
20
0
Financial Leverage of The Foundation’s Creating Change Programme in attracting additional funding
TheFoundation’sInvestmentover3years£4,761,269
£1,122,135
AdditionalFundingSecured
Social Value of Creating Change Programme as part of Total Social Value of Community Impact
SocialValueofCreatingChangeProgamme
CreatingChangeProgrammeFunding
TotalSocialValueofCommunityImpact
£5,465,728
£2,231,896
£502
,926
8 9
1.1 ThE LLOYDS TSB FOUNDATION FOR NORThERN IRELAND
TheLloydsTSBFoundationforNorthernIrelandisoneoffourindependentLloydsTSBFoundations,theothersbeingforEngland&Wales,ScotlandandtheChannelIslands.TheFoundationswereestablishedatthetimeofTSBGroup’sflotationin1985topreserveinalastingframeworktheTSB’straditionalroleofcontributingtolifeinthecommunity.
TheFoundationhasfundedmultipleorganisations,acrossalloftheirprogrammesthroughoutNorthernIrelandandindeedinternationallyforthepasttwenty-fiveyears–anachievementtheTrusteesandOfficersareallrightlyveryproudof.Whilstsupportingawiderangeofproject-basedactivities,theycontinuetobelieveverystronglyintheneedtosupportcorecostsinordertoenablealargenumberofdisadvantagedpeopletoplayamuchfullerroleintheirlocalcommunities.MorerecentlytheFoundationhasrecognisedtheneedforcollaborativeandinnovativefundingtoensuresupportwithintheseareasalso.
1.2 CREATING ChANGE PROGRAMME
GaugewerecommissionedinJanuary2011tomeasurethevalueandimpactoftheFoundation’sCreatingChangeProgrammedesignedbytheFoundationinresponsetothesector’sneeds.ManysmallcharitiesandcommunitygroupshadfoundlifequitedifficultwiththereductioninEuropeanfundinginrecentyearsandoftenshorttermfundingisinsufficientiforganisationsaretodevelopstrategicallyandworktowards
sustainability.Theprogrammewasdevelopedtoaddressthesekeyissues.
19organisationsreceived£1,880,479oversixyearscommencinginApril2008,whichisthefirsttimeanindependentfundingbodyinNorthernIrelandhasofferedsuchwidespreadlongtermfundingtotheVoluntaryandCommunitysector.Theorganisationshaveapproachedthehalfwaypointatthreeyearsintotheprogramme(April2008–March2011)andalreadysignificantoutcomeshavebeenachieved.Thisreportwascommissionedtosubjectivelyandimpartiallymeasurethevalueandimpactoftheprogrammebasedonthefollowingobjectives.
1.3 MEASUREMENT OBJECTIVES
Theprogrammemeasurementframeworkwouldtaketwokeyanddistinctdirections.Firstly,theinitialthreeobjectivesbelowwouldrelyonexistingsecondarydatasourcesfromtheFoundation’sexistingmonitoringandevaluationactivitysupportedbyprimaryresearchmethodsi.e.questionnaires,interviews,etal.Secondly,thecommunityimpactmeasurewouldinvolveaseparatemethodologycalledSocialReturnOnInvestment(SROI)tocapturedatafromtheperspectiveofthestaff/volunteersofthegrantsupportedorganisationsandalsofromthatofanorganisation’skeystakeholdergroup.SROIisameasurementtoolforcapturingthesocialvaluethatorganisationscreatethroughtheirservices,projectsorprogrammes.Iteffectivelymeasuresoutcomesintheeyesofstakeholdersandarticulatestheseinafinancialformtoconveythevalueandimpactoforganisations.
Inordertoachievethesemeasurableobjectives,theyweredefinedasfollows:
1. Added Value –theengagementseachorganisationhasbenefitedfromasaresultoftheCreatingChangeProgramme,andforeachorganisationtounderstandwhatthetop3added-valueengagementshavebeen.
2. Financial Leverage–theamountofothergrantsormoniesleveredasaresultofbeingfundedbytheFoundation.
3. Networking Opportunities–peer-to-peerengagementswithotherCreatingChangeorganisations,includinganyconsortia/partnershipsformedandlearningexchangeopportunities.
4. Community Impact –measurementoftheimpactoftheorganisationsworkfromtheperspectiveofoneofitskeystakeholdergroups,inaccordancewithSocialReturnOnInvestment(SROI)methodology.
1.ConteXt anD purpose
TheFoundationhasledthewaywiththis‘’Funding Plus”approachbyinterveningearlierandinvestingforlongerwithkeyorganisationswithintheNorthernIrelandThirdSector.Thisinnovativeapproachmustbewelcomedandisinlinewithcurrentthinkingonthesubjectbeingdiscussedelsewhere;
“In part, the growing practice of ‘Funding Plus’ relates to shifts in the method of funding voluntary organisations used by public agencies and a now widespread emphasis on ‘outcomes’, ‘effectiveness’ and ‘performance improvement’.” 2
Itisevidencedinthisreportthatbyleveragingfinancialinvestments,coupledwithactive‘hands-on’supportintheformoftraining,networkingandmentoring,theFoundationandtheorganisationsparticipatingintheprogrammehavereapedenormousrewardsforrelativelylowrisk.Inthesecurrenttimesofeconomichardship,itisenlightening
thattheFoundation’sworkisproactiveinsowingtheinvestmentseedsandhelpingparticipantorganisationsbecomeresilientandthussustainable.
ThishelpstheorganisationsontheCreatingChangeProgrammetobuilduponandsustaintheircurrentdeliveryofservicesinordertomeettheneedsofthosemostvulnerable,marginalisedanddisadvantagedacrosscommunitiesinNorthernIreland.
Perhaps,thetrueessenceandrealvaluetheFoundationbringstotheforethroughtheCreatingChangeProgrammeisbestsummedupfromasimple,yetsuccinctquotationfromTheEducationalShakespeareCompanyLtd(oneoftheprogrammeparticipants)whenitnoted,“It (the Creating Change Programme) has helped us greatly to be able to have open and honest discussions with The Foundation and to feel that we are supported in more ways than just financially”.
2Source:ExtractfromBeyondMoney:AStudyofFundingPlusintheuK(IVAR,September2011).
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1.4 PROGRAMME ORGANISATIONS
ThroughtheCreatingChangeProgrammetheFoundationhasbuiltstrongrelationshipswiththeorganisationsbenefitingfromthisprogramme,andiskeentosupportthemtodevelopandachievetheirfullpotential.Itisenvisagedthatthis“Grants-Plus”approachwillstrengthenandenergisetheremaining18organisationsinreceiptoffundinginthispilotprogrammeandthattheFoundation’sinvestmentwillimpactpositivelyupontheirfuturesustainability.Participantorganisationsindicatedtheintendedoutcomesofthisfundingasfollows:
• Belfast South Community Resources (BSCR)ToallowthemtocontinueandincreasetheirrangeoftrainingprogrammesandcommunitysupportintheSandyRowarea,Belfast.
• Citizens Advice Bureau Strabane (CAB Strabane)TosupportaTelephoneAdviceWorkerandallowtheincreaseduseoftelephonebasedadvicetothelargelyruralcommunity.
• Cancer Choices*TopartfundtheDevelopmentManagertoexpandtheVolunteerComplementaryTherapyserviceandprovideotherpracticalservicestothoseindividualsgoingthroughcancertreatmentandtheirfamilies.
• Caring Breaks LtdTopartfundtheEvents/ActivitiesCo-ordinatortoexpandanddiversifytheactivitiesavailabletoadultswithalearningorphysicaldisability,andtoincreasetherespiteofferedtotheirparentsandcarers.
• Cathedral Youth Group (Cathedral YG) ThegrantsupportstheYouthWorkerwhoprovidesarangeofprogrammesandactivitiesfortheyoungpeopleoftheFountainarea.
• CO3Toprovidesupport,trainingandmentoringtoChiefOfficersintheThirdSectorandinparticulartothoseoverseeingsmallercharitieswherelessinternalsupportisavailable.
• Cookstown and District Women’s Group (Cookstown DWG)Thegrantsupportssalarycoststoallowthedeliveryofarangeoftrainingprogrammestoloneparents,adultswithlearningdisabilitiesandex-offenders.
• Dundonald Family Community Initiative (Dundonald FCI)ThegrantallowsadditionalstafftimetodeveloptheirworkspecificallywithfathersandtheirchildrenintheBallybeenestate.
• Easilift Community Transport (Easilift CT)Theleaseofanadditionalminibusissupportedbythegrant,whichenablesthegrouptoprovideregulartransporttothoseinthePlumbridgeandCastledergareas.
• ECF LinksTosupportthedevelopmentandexpansionofyouthactivitiesbothwithintheircentreanddetachedyouthoutreachworkonthestreetsinLurgan.
• Educational Shakespeare Company Ltd (ESC Ltd)Thegrantallowstheexpansionofworkwithex-offenders.Thisincludestraininginarangeofartsbutparticularlythemediumoffilm.
• FAST Rural Transport (Fast RT)TheelderlyandisolatedofIrvinestownbenefitfromtheChitChatWorkerfundedthroughthegrant,whocallsthemeachmorningtocheckontheirwelfarewhilstalsoarranginganytransportneedstheyhave.
• homestart AntrimHomestartAntrimaredevelopingtheirservicesintheBallyclareandToomebridgeareas,providingsupporttomotherswithyoungchildren.
• Kids In ControlFinancialsupporttowardsthetwofulltimeartisticroleshasenabledtheorganisationtonurtureanddevelopkeyprogrammes,securingnew,diverse,andinnovativeprojectswithintheirtargetgroups.
• Kilkeel Parish Bridge Association (Kilkeel PBA)TheProjectLeader’spostissupportedbythegranttoallowtheexpansionoftheiryouthactivities,inparticulartheiryouthoutreachandcross-communityyouthwork.
• Learmount Community Development Group (Learmount CDG)TodevelopandmaintainawidevarietyofvolunteerledservicesfortheruralcommunityofParkanditssurroundingarea.
• Newbuildings Community and Environmental Association (Newbuildings CEA)TheHealthPromotionOfficerisfundedtodeliverarangeofprogrammesaroundhealthinthecommunityandtotrainandsupportVolunteerHealthWorkers.
• Off the Streets Community Initiative (Off the Streets)ThegrantsupportstheAdministrationWorkertofreeupdevelopmentstafftodeveloptheyouthservicesandyouthoutreachintheGalliagharea.
• Replay ProductionsThegrantsupportsthepostoftheExecutiveDirector,whooverseesthedevelopmentofissuespecificdramaproductionswhicharedeliveredinschoolsandcommunitysettings.
* ItshouldbenotedtheCancerChoicesgrantceasedinDecember2010,onlytheirfinancialleveragehasbeentakenintoaccountinthisreport.
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2.oBJeCtiVe 1:aDDeDVaLue
2.1 DIRECT & INDIRECT PROGRAMME WORKS
TheFoundation’sCreatingChangeProgrammeofworkhasbeendesignedtomeettheneedsofitsparticipantorganisations.Onoccasion,thesehavebeenadaptedtomeetthechangingclimateforcommunityandvoluntaryorganisations.ThereexistsamutualappreciationofboththeFoundationandtherespectiveorganisations,whichcontinuesthroughexistingchannelsofannualevaluationswithallparties.Atrainingcalendarisagreedforthefollowingyear,thisensurestheneedsofeachorganisationaremetthroughtrainingneedsanalysisandthatappropriateprovidersaresoughtandmatchedtodelivertotheorganisationsinanengagingandinformalsettingtomaximiselearningforallparticipants.
ThroughGauge’sanalysiswefoundthatprogrammeorganisationsattributedarealvaluetothevarioustypesofadded-valueengagementsandwehaverankedeacharearespectively,intermsofthevaluewhichorganisationsplacedontheprogrammeprovisionfromtheFoundation.Table 2.1 below summarises the findings.
Traininghadthehighestreportedvalue.Itisworthnotingthattrainingeventswhilstmeetingdirectlearningobjectivestoincreaseorganisations’capacityinanumberofarease.g.Tendering,FinancialScenarioPlanning,etalalsohadperceivedmultiplebenefits,includingnetworkingandinparticularprogrammeorganisationsvalueddirectcontactwiththeFoundation’sstaff.
Whilst the Foundation funds specific work within the organisations, this report aims to capture the added value and additional impacts the Creating Change Programme has had on programme organisations. To emphasise this a number of participant’s comments and case studies have been intertwined throughout this report to clearly illustrate the added value elements of the programme in a number of thematic areas:
Creating relationships with the Foundation
“Verification visits from the Foundation’s Assistant Director and Grants Officers ensures that stringent monitoring and evaluation processes are in place. It helps us benchmark the progress of Cookstown District & Women’s Group. It helps us remain focused with clear measurable objectives for the year ahead”.COOKSTOWN DWG
“Additional members in these target areas was the primary goal of our entire Creating Change grant. These were quite large, remote areas within our operational area where the uptake in our rural Transport Services was very poor. We have slowly achieved a very satisfactory level of membership and service usage in these target areas and continue to develop and grow the service with the support of the Foundation”.EASILIFT CT
Creating new connections with the Programme
“Health Co-ordinator made contact and discussed becoming advisor on Health Steering Group as part of Creating Change Programme. A Community Health advisor from a statutory Agency now offers advice, support, information and
funding opportunities”.NEWBUILDINGS CEA
“It helped us to think more laterally about fundraising and employ our creativity to think of other ways to bring in unrestricted monies to the organisation”.ESC LTD
Creating improved communications with the Organisations
“Outlined useful ways of promoting the project and improving marketing and publicity. Helped us consider our internal communications and data use with volunteers, staff, users and donors and shaped some content of new website. It also encouraged us to promote our Facebook page and using it as a means of regularly getting
information about events out”.
DUNDONALD FCI
“Advice and Support offered by the Foundation’s staff through meetings, phone calls and emails in relation to funding spends helped to improve Links systems, procedures and reporting. They gave clarity and developed relationships between the Foundation’s staff and Youth Work Manager”.ECF LINKS
Creating better outcomes with the Organisations
“This training provided us with skills required for tendering to gain additional
funding for the organisation”. CAB STRABANE
“Changing the mindset of the wider community regarding shared culture. Encouraging parents to engage with young people also looking at a healthier lifestyle”.CAThEDRAL YG
Definition:EngagementseachorganisationhasbenefitedfromasaresultoftheCreatingChangeProgramme,suchastraining,networking,andmentoringsupport.
DATA COLLECTION
Eachorganisation’sviewsonAddedValuewerecollectedbymeansofaquestionnaire.See Appendix 7.1 Creating Change: Measuring Impact Questionnaire.
Table 2.1 AddedValue–ByEngagementType/Rank
Engagement by Type / Rank Organisations(100%)
1. Training 55.5
2. Networking 22.22
3. Programmatic/Indirect 11.18
4. Mentoring 5.55
5. Verification 5.55
Total Responses 18
14 15
2.2 MENTORING ENGAGEMENTS
Mentoringwasaresultofallengagement,butspecificallymentionedintermsofmentoringwithotherorganisationswithasharedpurposeonsomelevel.Whilstonlyaccountingforfivepercent(5.55%)ofresponses,organisationssawsignificantvalueinbeingintroducedtootherorganisationswithasharedethos.AllgroupslistednetworkingingeneralasaresultofallengagementbutratedthementoringaspectswithboththeFoundationanddiscussionswithotherorganisationsontheprogrammeasbeingoneofthemostvaluableoutcomes.Thishasledtopartnershipsandjointbidsforsomeorganisations,sotheimpactwilllastwellbeyondinitialprogrammeinvestmentandisillustratedwithsomecommentsbelowfromtwoparticipantorganisations,inparticular.
“On a regular basis Replay and KIC have been able to share information and offer each other advice and guidance. For example KIC was able to offer mentoring support for a major application that Replay was submitting as they had already gone through this experience before”.
REPLAY PRODUCTIONS
“The mentoring from the Foundation’s staff has provided me with confidence for working with funders to find out their needs and express the organisation’s needs”. CAB STRABANE
2.3 TRAINING PROVISION
TrainingwasreportedtobethemostvaluedprovisionfromtheFoundationacrossall18organisationsasawhole-especiallyintermsoffinancialmatters.ultimately,thisleadstobenefitsforthesector;anevengreaterreturnoninitialinvestmentandpotentiallylongersustainabilityoforganisation’sprogrammesandprojectsacrossNorthernIreland.Astrainingwasidentifiedandrankedasthenumberonemajorvalueaddedactivity,itwasagreedthateachspecifictrainingeventshouldbeanalysedintermsoftheirvalueasperceivedbythe18CreatingChangeparticipantorganisations(refertoTable2.2below).Highestratedengagementshavebeengivengreaterweightinginarrivingatanoverallscore–Rank1givenaweightof3,rank2aweightof2andrank3aweightof1.
Thecurrenteconomicclimateclearlyhashadanimpactonthetypesoftrainingvalued.Severalorganisationsmentionedchangingtheirapproachestohowtheydobusinessasaresultoftrainingandexternalfactorsinthecurrentfundingclimate.Itisclearthattheorganisationshavevaluedthelearningmorearoundfinancialcompetenciesneededtoensureongoingsuccessinchallengingtimesaheadthanthoseassociatedwithprogrammaticorstaffeffectiveness.Severalgroupsreportedawarenessoftheneedtomovetosustainabilityandconsiderdevelopingsocialenterprisemodelsandthuschargingfortheirservices.Forseveralgroupsthiswasanewconceptandonethatwilltakesometimetodevelopwhilstothergroupshadalreadybegunthisandvaluedsupportindevelopingtheirprocesses.
3.oBJeCtiVe 2: FinanCiaL LeVerage
Definition:TheamountofothergrantsormoniesleveredasaresultofbeingfundedbytheFoundation.
DATA COLLECTION
ThisdataiscollectedfromtheorganisationsbytheFoundationaspartoftheirrobustmonitoringandevaluationprocessandformedthebasisoftheanalysisbelow.Insomecasesorganisationshadtobecontacteddirectlytoclarifyandcompletethedataset.
Ofthe£1,122,135whichhasbeendrawndownasof31stMarch2011thisleveragedatotalof£4,761,269duringthefirstthreeyearsoftheprogrammeatthemid-point.Thisrepresentsareturnof£1: £4.24i.e.foreverypoundinvestedbytheCreatingChangeProgrammesinceinceptionanadditional£4.24hasbeenleveragedonaverageduringthefirstthreeyears.Ofthe19organisations,theaverageannualamountleveragedis£83,531.Thiscontrastswiththeannualinvestmentbythe
Foundationofapproximately£20,000,perorganisation.
Thefiguresseemtoindicatetheadditionalinfluencethathavingalongtermsourceoffundinghasonotherpotentialfunders;organisationsconsistentlycitedtheFoundationasbeinginfluentialintheirsuccessinaccessingtheseadditionalfunds.SeeTable3.1belowforafullbreakdownofeachorganisationacrossthethreeyearperiodmeasured.
Table 3.1 FinancialLeverageAnalysis(Years1–3,2008–2011).
Organisation Year1 Year2 Year3 Total £
Belfast South Community Resources 743,000 25,000 270,000 1,038,000
CAB Strabane 0 182,469 72,021 254,490
Cancer Choices 0 501,500 0 501,500
Caring Breaks Ltd 0 899,000 0 899,000
Cathedral Youth Group 8,953 48,555 53,087 110,595
CO3 65,000 51,600 21,000 137,600
Cookstown District Women’s Group 0 99,714 32,127 131,841
Dundonald Family Community Initiative 5,000 25,000 27,000 57,000
Easilift Community Transport 2,000 2,000 2,000 6,000
ECF Links 60,000 287,764 0 347,764
Educational Shakespeare Company Ltd 0 7,200 135,700 142,900
Fast Rural Transport 0 2,000 0 2,000
homestart Antrim 6,133 8,200 11,693 26,026
Kids in Control 0 34,700 38,490 73,190
Kilkeel Parish Bridge Association 0 126,150 44,000 170,150
Learmount Community Development Group 3,000 0 1,000 4,000
Newbuildings Community and Environmental Association 60,000 24,028 18,850 102,878
Off the Streets Community Initiative 516,500 54,120 5,524 576,144
Replay Productions 0 89,191 91,000 180,191
Cumulative Total £ £1,469,586 £2,468,191 £823,492 £4,761,269
Table 2.2Training–ByType/Rank
Training Type Rank1 Weight Rank2 Weight Rank3 Weight Total Score
Income Generation 3 3 1 2 2 1 13
Tendering Training 2 3 2 2 1 1 11
Financial Scenario Planning
1 3 3 2 0 1 9
Communications Training
2 3 0 2 2 1 8
External Training 1 3 2 2 1 1 8
Monitoring/Reporting
1 3 0 2 1 1 4
Leadership Training 0 3 1 2 0 1 2
16 17
3.1 YEAR 1: 2008/9
Atotalof£1,469,586wasleveragedduringYear1oftheprogramme.BelfastSouthCommunityResourcesreportedthelargestamountofleveragedfunds,£743,000ofwhich£500,000wasfromDepartmentforSocialDevelopment(DSD)inNorthernIreland.
Belfast South Community Resources (BSCR) was established in 2005 to provide a more streamlined cost effective service delivery in response to the launch of the Neighbourhood Renewal Programme. BSCR evolved from the amalgamation of a Prisoner’s Enterprise Project and Sandy Row Community Development Agency. BSCR located in Sandy Row area of South Belfast is committed to a current programme for the physical and economic renewal of the area. The Department for Social Development (DSD) has committed £500,000 to the organisation to meet both its programme targets for the area in tandem with BSCR’s own service delivery plans towards revitalising the area as part of the wider Sandy Row Neighbourhood Sustainability Plan.
3.2 YEAR 2: 2009/10
LeveragedmoniesspikedduringYear2to£2,468,191withCaringBreakssecuring£899,000offundingfromTheBigLotteryFundasaresultoftheFoundation’sinitialinvestmentandthesecuritythatfundingbrought.
Caring Breaks was awarded a grant from the Big Lottery Fund to run the Natural World Challenge project, a five-year programme that commenced in June 2010. The project, delivered in partnership with the Ulster Wildlife Trust, is believed to be unique in the UK. A range of environmental activities are also provided in association with the Royal Society for the Protection of Birds, the Waste Management section of Belfast City Council and with drumming expert Joe Loughlin, who has specialised musical instruments that replicate the sounds of nature. It is intended to expand on the types of activities available and work with new partners as well as developing relationships with existing ones. It is also hoped to introduce a series of day trips throughout the project.
3.3 YEAR 3: 2010/11
FundingtaperedoffinYear3period2010/11,possiblyattributabletoboththeeconomicandfundingclimateingeneralacrossNorthernIrelandandbeyondduringtimesofrecessionandausteritymeasures–butequallyrepresentedasignificantreturnoninvestmentof£823,492.
ESC Ltd secured £135,700 during 2010/11 period from multiple funders of which £90,000 came from Trusthouse/Hollywell for a three-year period. Thus, emphasising the role that the Foundation plays in leveraging additional monies for organisations in general and for Educational Shakespeare Company in particular. ESC wants to enable people to understand and transform their lives, using drama and film to explore and record their stories. Through a core set of values of respect, trust, choice, responsibility, courage, understanding, non-judgementalism and inclusivity, the organisation uses the medium of film and practice of filmmaking to help groups and individuals. To help them understand the potential and power of film for documenting life stories; the practical and technical side of filmmaking; and their own potential for change and personal growth. Through its funding and participation on the Foundation’s Creating Change Programme, ESC has developed a series of partnerships with funders and stakeholders towards meeting its mission and vision.
4.oBJeCtiVe 3: netWorKing
Definition:ThenetworkingopportunitiesthathavearisenforCreatingChangeorganisationsasaresultoftheprogramme,in3areas:Peer-to-Peer,PartnershipsandLearningExchange.
DATA COLLECTION
Eachorganisation’sviewsonNetworkingwerecollectedbymeansofaquestionnaire–See Appendix 7.1 Creating Change: Measuring Impact Questionnaire.
4.1 PEER TO PEER ENGAGEMENTS
Apeer-to-peerengagementisdefinedasanintentionalmeetingwithanotherCreatingChangeorganisationforamutuallyunderstoodpurpose.Table4.1overleafindicates35instancesoforganisationsreportingpeer-to-peerengagements.Thisdoesnotrepresenttheactualnumberasanorganisationreportinganengagementwithanotherorganisationisthesameengagement,asitisreciprocal.However,35doesstillrepresentthenumberofengagementsdeemedbothvaluableandviabletobereportedbytheorganisations.
1918
4.2 PARTNERShIPS
Definition:
• Aformalpartnership-onethathasalegalagreementormemorandumofunderstanding
• Aninformalpartnership-onethatlackssuch
• Adirect partnership-apartnershipwithanotherCreatingChangeorganisation.
• Anindirect partnership-onethathasbeenformedwithanorganisationoutsideoftheCreatingChangeProgramme.
OrganisationssuchasReplayProductionsandKidsinControlhaveformalpartnershipswithSEELBandtheRankFoundation,andhavegoneontodevelopaformalpartnershipwitheachother.Thisindicatestheneedfortrainingforsomeoftheotherorganisationsinseekingformalpartnershipsbothwiththelargerbodies,andalsowitheachother,asthistiesinwiththeidentifiedneedfororganisationstodevelopincomegenerationstrategiesaswellasidentifygrantfundingasspecifiedinTable 4.2 below.
Collaborating across the Third SectorCollaborationinvolvessupportandresourcesacrossthewholespectrumofcollaborativeworkingtoVoluntaryandCommunitysectororganisations.Anyorganisationworkinginthethirdsectorcanexploreandengageindiscussionsaroundcollaboratingirrespectiveofitssize,geographicallocationorfieldofwork.
Whetheranorganisationisatthestageofexploringanidea,seekingapartner,developinganexistingrelationship/partnershipordrivingforwardanagreedproject,theaimoftheFoundationistoprovidesupport,trainingandaccesstothelearningandexperiencealreadyoutthereinthesector.AclassiccaseiswithCO3whostatedthat;
“CO3 have recently entered into partnership working with NICVA and Stellar Leadership to secure its first ever piece of tendered work – Collaboration NI. The procurement training was extremely helpful in setting out some of the key issues for partnership working”.CO3
Table 4.2 Formal/InformalandDirect/IndirectPartnerships:ByCreatingChangeOrganisations.
Organisation Formal Informal Direct Indirect
BSCR 2 2 4
CAB Strabane 3 1 1 3
Caring Breaks Ltd
Cathedral YG 4 1 3
CO3 6 6 12
Cookstown DWG 4 4
Dundonald FCI
Easilift CT 2 2
ECF Links
ESC Ltd
FAST RT 1 1
homestart Antrim 1 1
KIC 7 2 5
Kilkeel PBA
Learmount CDG 3 3
Newbuildings CEA 3 1 2
Off The Streets
Replay Productions 3 1 2 2
Total 25 24 13 36
Tabl
e 4.
1P
eer-
to-P
eer
Enga
gem
ents
:By
Cre
atin
gC
hang
eO
rgan
isat
ion
(200
8-20
11)
Org
anis
atio
nB
SCR
CAB
Stra
bane
Car
ing
Bre
aks
Ltd
Cat
hedr
al
YGC
O3
Coo
ksto
wn
DW
GD
undo
nald
FC
IEa
silif
tC
TEC
F Li
nks
ESC
Lt
dFA
STRT
hom
esta
rtAn
trim
KIC
Kilk
eel
PBA
Lear
mou
ntCD
GN
ewbu
ildin
gsC
EAO
ff th
e St
reet
sRe
play
Pr
oduc
tions
Tota
l
BSC
R0
CAB
Str
aban
eY
1
Car
ing
Bre
aks
Ltd
YY
2
Cat
hedr
al Y
GY
YY
3
CO
3Y
YY
Y4
Coo
ksto
wn
DW
G0
Dun
dona
ld F
CI
0
Easi
lift C
TY
YY
Y4
ECF
Link
sY
1
ESC
Ltd
YY
Y3
FAST
RT
Y1
hom
esta
rt A
ntri
m0
KIC
YY
2
Kilk
eel P
BA
YY
2
Lear
mou
nt C
DG
YY
YY
Y5
New
build
ings
CEA
YY
Y3
Off
the
Stre
ets
Y1
Repl
ay P
rodu
ctio
nsY
YY
3
Tota
l Eng
agem
ents
02
22
20
03
23
20
22
53
23
35
2120
Partnering beyond the Third SectorForVoluntaryandCommunitysectororganisationsseekingtocollaborateorpartnerbeyondthespectrumofthesector,itisjustasimportanttowidenthescopeandreachofanyorganisationworkinginthesectortoexploretheiroptionsinworkingwithlike-mindedpublic,privateandotherphilanthropicorganisations.
Whetheranorganisationisatthestageofexploringafundraisinginitiative,seekingacorporatesponsorordevelopinganexistingprojectorprogrammeofwork,theaimoftheFoundationistoprovidesupport,trainingandaccesstothelearningandexperiencefromengagingwithothersectors.AsoundexampleiswithKidsinControlwhostatedthatinvestmenthasenabled:
“A new and greatly enhanced company base, which has raised profile and connections with the sector. The new company address and facilities are having a real impact. This is the start of a partnership that will raise the quality and visibility of arts programming in the special needs sector”. KIDS IN CONTROL
AspartoftheCreatingChangeProgrammetheFoundationprovidesaspaceinanon-competitiveandnon-threateningmannerwhereorganisationsarebeingencouragedtoexplorecollaborationandpartnershipswithanopenandwillingdispositionratherthaninanenvironmentwhereitisbeingforceduponthem.Organisationsfeelthatthisenvironmentisenablingthemtomakedecisionsbasedonwhatisactuallybestforthemandtheirbeneficiariesinsteadofbeingforcedtoconsiderpartnershipandcollaborationsbecausepublicagenciesorotherfunderstellthemwhatisbestforthem.
4.3 LEARNING EXChANGES
Definition:AnexchangeoflearningwithanotherCreatingChangeorganisation,eitherreceivingtrainingfromtheotherorganisationordeliveringtrainingtothem.
Peer-to-peerengagementswerereportedby16 out of the 18 organisations fundedbytheFoundation,inacompetitivefundingcontextand,itisnotedthatthese“learningexchanges”wereonlytwiceaboutfunding.Thepotentialforfuturepartnershipwasreportedby6 organisations andthiscouldhavemediumtolong-termimpactsontheCreatingChangeparticipantorganisationsduringthenext3-yearphaseoftheprogramme.8 organisations reportedasbenefitingfromthesupportgainedfromtheseexchanges.Thissupport,whilstoftenalsocalled“networking”,tooktheformofsharinginformation,advice,expertiseandtrainingandisobviouslymorethanjustnetworkingwhetherformalorinformal,largelyduetoboththenatureandextentofengagementsbetweenparticipatingorganisationswithintheCreatingChangeProgramme.
Allorganisationswhoreportedpeer-to-peerexchangeshighlightedthebenefitstothemofmeetingwithotherorganisationsand11 of the organisationsreportedcontactwithmultipleprogrammeorganisationsi.e.morethanoneotherorganisation.Forexample,LearmountCommunityDevelopmentGroupworkedwithfiveotherorganisationstoexpandtheirinformationandtoarrangeaseriesoftalks/trainingsessions.
Intotal,therewere15 reported learning exchangesbetweenCreatingChangeorganisationsbetween2008-2011,inclusive.Table4.3ontherightshowsthelearningexchangesreportedbytheorganisations.
Sharedlearninghappenedmostinclustersoforganisationswhohadidentifiedthattheysharedcommongoals.Forexample,NewbuildingsCommunityandEnvironmentalAssociationengagedwithLearmountCommunityAssociationtoexchangeknowledgeontheirvolunteerpolicies,andtodiscussdeliveringhealthprogrammes.TheyalsoengagedwithEasiliftonMidasTraining(MinibusDriverAwarenessScheme).
Withintheseclusters,thelearningwaseitherdirectlyforgrouporganisations,forexampleCathedralYouthClubengagedwithNewbuildingsCEA“To encourage young people to participate in sports in a friendly and competitive manner”, orwasforthebenefitoftheorganisationasawhole,addressingpolicies,proceduresorpractice.FourorganisationsengagedinleadershiptrainingofferedbyCO3.TheLearningExchangesthereforewereofbenefitwithinsectors,forparticipants,andfororganisationsasawhole.
Tabl
e 4.
3L
earn
ing
Exch
ange
s:B
yC
reat
ing
Cha
nge
Org
anis
atio
n
Org
anis
atio
nB
SCR
CAB
Stra
bane
Car
ing
Bre
aks
Ltd
Cat
hedr
al
YGC
O3
Coo
ksto
wn
DW
GD
undo
nald
FC
IEa
silif
tC
TEC
F Li
nks
ESC
Lt
dFA
STRT
hom
esta
rtAn
trim
KIC
Kilk
eel
PBA
Lear
mou
ntCD
GN
ewbu
ildin
gsC
EAO
ff th
e St
reet
sRe
play
Pr
oduc
tions
OTh
ERTo
tal
BSC
R0
CAB
Str
aban
eY
1
Car
ing
Bre
aks
Ltd
Y1
Cat
hedr
al Y
G0
CO
3Y
Y2
Coo
ksto
wn
DW
G0
Dun
dona
ld F
CI
0
Easi
lift C
TY
1
ECF
Link
sY
1
ESC
Ltd
0
FAST
RT
Y1
hom
esta
rt A
ntri
m0
KIC
YY
Y3
Kilk
eel P
BA
YY
2
Lear
mou
nt C
DG
0
New
build
ings
CEA
YY
2
Off
the
Stre
ets
0
Repl
ay P
rodu
ctio
nsY
1
Tota
l Eng
agem
ents
00
00
40
01
11
10
11
21
11
015
2322
5.oBJeCtiVe 4: CoMMunitY iMpaCt
INTRODUCTION
ThepurposeoftheCommunityImpactactivitywastoengagewitheachorganisation,andundertakethefollowing:
• IdentifyastakeholdergroupthatbenefitedfromtheworkoftheCreatingChangeorganisationassupportedbytheFoundation
• Explorewiththerepresentativesoftheorganisationwhattheyperceivedasthesignificantoutcomesexperiencedbythestakeholders
• Tothenconsultdirectlywiththestakeholderstodeterminethetypeandamountofchangeasexperiencedbythem
• TousethecomponentsofSROImethodologytoreportontheamountofchangeusingimpactindicatorsandfinancialproxiestoleadtoafinancialrepresentationoftheamountofchange.
AlthoughthescopeoftheprojectundertakenbyGaugedidnotpermitafullSROIanalysis,theSROIapproachisdescribedinfullbelow,withcommentsonwhichelementswereincludedorexcludedinthiscontext.Impactanalyseswereconductedfora3-yeardurationoftheprogrammetodate,orinsomecasesfor1-year2010/11only.Decisionstoonlyperforma1-yearanalysiswereinformedbycircumstancessuchaswhereanewprogrammetookthefirst2yearstogetestablishedorwheretherewasinsufficientconfidenceinbeingabletoextrapolatestakeholderdatafromthecurrentyearbackovertheprevious2years.
See Appendix 7.3 Community Impact: Data Collection Proforma as to what information was sought from each organisation.
5.1 SOCIAL RETURN ON INVESTMENT
TheSROImodelhasgrownoutofrecognitionthatdemonstratingaddedsocial,economicandenvironmentalvalueisofincreasingimportanceandrelevance.Itisamodelformeasuringandaccountingforabroadconceptofvalue;valuethatisgeneratedasaresultofactionsbutthatcannotnecessarilybeaccountedfororcapturedintraditionalmonetaryterms(i.e.itcannotbeboughtorsold).TheSROImodelisusedtoaccountforallsocial,environmentalandeconomiccostsandbenefitsofaparticularactivity.Theapproachistomeasurethesecostsandbenefitsin“ways that are relevant to the people and organisations that experience or contribute to it. It [SROI] tells the story of how change is being created by measuring social, environmental and economic outcomes and uses monetary values to represent them.”
SROIusesmonetaryvaluestorepresentthesocial,environmentalandeconomiccostsandbenefitsofaprogramme,enablinganSROIratioofbenefitstocoststobecalculated.WhilsttheSROIratiorevealsmuchaboutaprogramme’sworthandvalue,itisimportanttoremember, “SROI is about value, rather than money. Money is simply a common unit and as such is a useful and widely accepted way of conveying value.” 1
1CabinetOffice,OfficeoftheThirdSector:AGuidetoSocialReturnonInvestment(2008).
5.2 SROI METhODOLOGY
Carrying out an SROI analysis involves five key stages:
STAGE 1
EstablishScope
DecideonStakeholders
Whatdoyouthinkchangesforthem?
STAGE 2
IdentifyInputs
IdentifyOutputs
DescribeOutcomesfromStakeholderPerspective
STAGE 3
Identifymeasuresofoutcomes(Indicators)
Quantifyindicators(Howmany)
ConverttomonetisedvalueviaFinancialProxies
STAGE 4
Establishdirectimpact
Deadweight
Attribution
Displacement
DropOff
STAGE 5
CalculateImpacts
SocialReturnRatio
ApplyDiscountFactors
ApplySensitivityAnalysis
1. Establishing scope and identifying key stakeholders. ItisimportanttohaveclearboundariesaboutwhattheSROIanalysiswillcover,whowillbeinvolvedintheprocessandhow.Oftenserviceusers,fundersandotheragenciesworkingwiththeclientgroupareincludedinanSROI.In this case, each organisation was required to identify and consult one key stakeholder group.
2. Mapping outcomes. ThroughengagingwithstakeholdersanImpactMapisdeveloped,(alsocalledatheoryofchangeorlogicmodel)whichshowstherelationshipbetweeninputs,outputsandoutcomes.
3. Evidencing outcomes and giving them a value. Thisstageinvolvesfindingdatatoshowwhetheroutcomeshavehappenedandthengivingthemamonetaryvalue.
4. Establishing impact. Thoseaspectsofchangethatwouldhavehappenedanywayorarearesultofotherfactorsaretakenoutoftheanalysis.This stage was considered outside the scope of the project.
5. Calculating the SROI. Thisstageinvolvesaddingupallthebenefits,subtractinganynegativesandcomparingtheresultwiththeinvestment.Thisisalsowherethesensitivityoftheresultscanbetested.This stage was considered outside the scope of the project – any calculation of a ratio would have been misleading, as a full SROI was not undertaken.
2524
5.3 MEASURING IMPACT
The methodology for measuring the community impact on a chosen stakeholder group was utilised for 18 organisations using the SROI and “Impact Map” process. A sample of these impacts from a cross-section of organisations are provided as a ‘snapshot’ in time of the multiple outcomes and impacts they are having on their key stakeholder group – whether that be beneficiaries or service users in the form of ex-offenders, youth, women or older people from across communities in Northern Ireland.
Educational Shakespeare Company Ltd (ESC Ltd)
TheEducationalShakespeareCompanyLtd(ESCLtd)wasestablishedin1999toprovideeducationalopportunitiesfordisadvantagedorsociallyexcludedpeoplethroughdramaandfilm.ESCLtdchosetheirEx-Offendersstakeholdergroupasthefocusforthestakeholderimpactanalysis.Asoneoftheobviousvaluesoftheirworkemergedasthecontributiontopreventingex-offendersre-offending,thebenefittowidersocietywasalsodeemedofvaluetoconsider.
20ex-offendershavebeenengagedwithoverthepast3yearsand7currentparticipantswereconsultedwith.Thekeythemesthatemergedfromtheanalysiswerebeneficiarieshaveavoidedre-offendingandexperiencedsignificantincreasesinself-confidenceandskilllevels.
Key Outcomes:
• Lessre-offendingreportedcontrarytotypicalratesofre-offendingfromparallelgroup.
• Havelearnednewskills.
• Increasedself-confidenceandmoresocialinteraction.
AsseenintheESCLtdImpactMap(seeappendix7.4),themostsignificantsocialvaluewasthattowidersocietyasrepresentedinthehigherproportionofex-offendersnotre-offendingthanwouldnormallybeexpectedasreportedinnationalfigures.
Comments from Ex-Offenders:
• “I’ve never been back to jail.”
• “I can now get up and talk in front of people.”
• “I’ve learned to listen to other peoples’ point of view.”
• “ESC has given me hope.”
Cathedral Youth Group (Cathedral YG)
CathedralYGprovidesameansforyouthoftheFountainareaofLondonderrytoparticipateincommunityandcross-communityactivities,todeveloptheskillsnecessarytoparticipateandexcelinhighereducation,tofindbetterhigher-payingjobs,bebettercitizensandtoenjoyapeacefulandhappylife.
Currently110youngpeopleareactiveintheactivitiesofthegroup,ranginginagefrom3to26,withthemainconcentrationbeingbetween14and19.CathedralYGrunsawiderangeofactivities,includingdrama,digitalphotography,sportsandamagazine.Thefacilitiesareopendailyfrom9.30amto5.00pmand7.00pmto10.00pm.Thekeysocialvaluesidentifiedwerethosetotheyoungpeoplethemselves,andalsotosocietythroughpreventiveprogrammemeasuresprovidedbyCathedralYG.
Key Outcomes:
• Reducedanti-socialbehaviour
• Reducedlevelsofcrimeinlocalarea
• Positiveprogrammeexperiences
• SafeandsocialenvironmentoftheCathedralYG
Inthe17responsesfromyoungpeopleconsulted,7reportedareductionintheamountoftheir“gettingintotrouble”and4reportedasignificantreduction.ThecollecteddataindicatesthatCYGisamajorcontributortoenablingyoungpeopletobemoreinvolvedinpositiveactivities,bothfortheirareaandtheirowndevelopment.
Comments from Young People:
• “Gets me out of trouble”.
• “It has meant a great deal to me as it keeps me off the street.”
• “Taught me new skills. Improved my confidence and self esteem.”
• “If the youth club wasn’t here I’d have nowhere to go. I still don’t work so it offers me a welcome, safe place.”
• “What it means to me…EVERYTHING!”
Cookstown & District Women’s Group (Cookstown DWG)
CookstownDWGprovideavarietyofcoursestoreflecttherangeofinterestsamongstthebeneficiariesinthearea,toincreasemutualunderstandingandco-operationacrossexistingdivisionswithinthecommunity.Also,topromotethehealthandwellbeingofchildrenfromanearlyageandtoraiseawarenessof‘entitlementoflearning’forthosewithliteracy,numeracyandotherlearningneeds.
Key Outcomes:
• Increasedconfidence,socialinteractionandself-esteemviaattendanceatcourse
• Increasedvolunteering
• Increasedsocialinteraction
• Improvedmentalwellbeing
• Part-timejobsgainedasaresultofcompletingcourse
CookstownDWGchosetheparticipantsintheir“FlyFreeAssertivenessandConfidenceBuilding”group.Therehavebeen90participantsinthe10-weekprogrammeoverthepast3years.
Comments from Participants:
• “Seen an improvement of where I was at and now where I am. Only getting better and better.”
• “I am out of the dark tunnel and into the light.”
• “I now have a purpose in life and enjoy tutoring within my part time business.”
• “All round better attitude to life. More sociable. Not scared to go out and about on my own.”
• “I am being given tools to change my life.”
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5.4 SOCIAL VALUE OF COMMUNITY IMPACT
ThesocialvaluegeneratedbytheFoundation’sCreatingChangeProgrammeinvestmentaspartoftheoverallcommunityimpactandsocialvaluecreatedwascalculatedacrossall18participantorganisations.Thefindingsrevealedthefollowing:
• TotalfundingbytheFoundationforCommunity Impactaloneamountedto£502,926overa3yearperiod;
• Thisinvestmentgeneratedasocial valueof£2,231,896;
• Consideringallthefundingachievedbytheorganisations,thetotalamountofsocial value realisedamountedto£5,465,728.
Thefinancialleverageratiowascalculatedbytotallingalltheinvestmentamountsandcomparingthemwiththesocialvaluefigures.Ontryingtogenerateacomparisonofthesefiguresadifficultyoccurredassomeorganisationswereanalysedovera3yearperiodandsomeoverjusttheoneyear.Thishasthereforebeentakenintoaccountintheinvestmentfigures.TheFoundation’spercentageofthetotalinvestmentwasappliedtothetotalsocialimpactamount,thusobtainingtheFoundation’sattributableportionofthetotalsocialvalue,asshowninthepiechartbelow.
Easilift Community Transport (Easilift CT)
EasiliftCToperatesfive16-seataccessibleminibusesintheStrabaneDistrictandthree16-seataccessibleminibusesintheruralDerryCityCouncilarea.Transportservicesareprovidedforpeoplelivinginruralareaswiththespecificaimofreducingsocialexclusionandisolation.EasiliftCTchosetheirCastledergandPlumbridgeserviceasthefocusoftheimpactanalysis.Thereareapproximately126rurallylocatedusersofthisservice.42userswereconsultedwithreferencetotheperceivedvalueoftheserviceinrelationtobeingabletogettourbanareasforpurposessuchasshopping,healthappointmentsandsocialvisits.
Key Outcomes:
• Affordabletransporttourbancentreforappointments,shoppingandsocialactivities.
• Increasedsocialinteractionforuserswhenonthebus,whoareotherwiseisolated.
• Family/Friendsnotneedingtosacrificeworktimetoescortusers.
Theeconomicvalueofusingtheserviceratherthanalternative(ifavailable)methodsoftransportwassignificant,aswasthevalueassociatedwithnothavingtorelyonfamilymembers,neighboursorfriendshavingtosacrificeworktotransportthem.
Comments from Participants:
• “Gets me out to meet people and don’t have to bother family”.
• “Not as isolated”.
• “It is a great service for people in rural areas. It is marvellous”.
• “Means I can go on outings without having to worry about the cost of travel”.
• “It means a lot. I would have to pay a taxi which would be quite considerable”.
• “Takes pressure off working family members”.
• “Couldn’t manage without them”.
Social Value of Creating Change Programme as part of Total Social Value of Community Impact
SocialValueofCreatingChangeProgamme
CreatingChangeProgrammeFunding
TotalSocialValueofCommunityImpact
£5,465,728
£2,231,896
£502
,926
2928
Organisation Creating Change Programme Funding
Other Sources of Funding
Total Funding
Creating Change Programme % Total Funding
Total Social Value of Organisation’sCommunity Impact 2
Total Social Value of Creating Change Programme
BSCR 15,000 44,655 59,655 25.14 178,813 44,962
CAB Strabane 60,000 21,722 81,722 73.42 388,621 285,324
Caring Breaks Ltd 60,000 395,058 455,058 13.19 892,800 117,717
Cathedral YG 60,000 351,907 411,907 14.57 1,346,368 196,117
CO3 20,000 2,250 22,250 89.89 43,200 38,831
Cookstown DWG 20,400 0 20,400 100.00 321,954 321,954
Dundonald FCI 4,673 0 4,673 100.00 7,034 7,034
Easilift CT 60,000 6,000 66,000 90.91 302,108 274,644
ECF Links 2,850 8,550 11,400 25.00 45,378 11,345
ESC Ltd 60,000 60,500 120,500 49.79 1,265,201 629,976
FAST RT 13,000 0 13,000 100.00 20,541 20,541
homestart Antrim 20,000 14,000 34,000 58.82 127,729 75,135
Kids in Control 9,755 39,782 49,537 19.69 106,113 20,896
Kilkeel PBA 20,000 27,397 47,397 42.20 86,980 36,703
Learmount CDG 1,832 0 1,832 100.00 17,637 17,637
Newbuildings CEA 4,378 2,280 6,658 65.76 78,456 51,589
Off the Streets 60,000 238,333 298,333 20.11 174,467 35,088
Replay Productions 11,038 3,788 14,826 74.45 62,328 46,403
Sub-Totals £502,926 £1,216,222 £1,719,148 29.25 £5,465,728 £2,231,896
2Figuresarebasedonacombinationof1and3yearanalysisfiguresfromImpactMapsacrossall18CreatingChangeProgrammeorganisations(refertoAppendix7.4).
Table 5.4SocialValueAnalysis:BytheFoundation’sCreatingChangeProgrammeFundingThemethodologyofSROIwasusedasanunderlyingthemetothisanalysis,butnotalltheprinciplescouldbeused.1
BasedoneachCreatingChangeparticipantorganisationandtheirrespectivestakeholdergroup,clearlythereissignificantsocialvaluebeingcreatedbyboththeFoundation’sfinancialinputalongsideadditionalfunders.TheextrapolationofthesefiguresinTable 5.4 illustratestheFoundation’sprogrammefundingalongsidethetotalfundinggenerated.ThisisthencomparedwiththeimpactoftheCreatingChangeprogrammeinvestmentinthecontextofthetotalsocialvaluecreated.ItiscertainlyclearthattheFoundation’sinvestmentisattributingtowardstheachievementoforganisation’soutcomesthroughtheCreatingChangeProgrammeandhavingapositivecollectivecommunityimpactontheworkofthe18organisationssupportedinbothfinancialandnon-financialways.
1ThefullSocialReturnonInvestmentmethodologyhasnotbeenfullyappliedinthecommunityimpactcalculationsduetoanumberoffactorsincludingtime,resourcesandresearchbudgetaryrestrictions.
Table 5.4 Social Value Analysis: By the Foundation’s Creating Change Programme Funding
IncommissioningthisresearchitwasnevertheintentionoftheFoundationtousethedatacollectedtocreateaLeagueTableoftheorganisationscontainedwithintheCreatingChangeProgramme.TheFoundationrecognisesthatallorganisationsremainingwithintheprogrammeareeffectivelydeliveringontheindividualquantitativeandqualitativeobjectivesoriginallyagreedbetweentheFoundationandtheorganisationsattheoutset.WhilsttheSocialValueAnalysismakesforimpressivereading,theFoundationacknowledgestheexistenceoflimitationswithinthefiguresreportednamely,theissueofcontribution/attribution,theselectionofthestakeholdergroupanalysed,theimpactofotherfunding
supportandnotleast,thestageofdevelopmentofeachorganisationasawholeandofparticularprojectsbeingimplementedbythoseorganisations.TheFoundationisjustifiablygratifiedwiththeeffortsofalltheCreatingChangeorganisationsandtheconsiderableimpacttheyaremakinginlocalcommunitiesforthebenefitofpeopleinneedthroughoutNorthernIreland.
3130
6.ConCLusions, LiMitations & reCoMMenDations
6.1 CONCLUSIONS
The specific conclusion relating to the initial outcome measure of the analysis are highlighted below for reference:
OBJECTIVE 1 – Added Value
Trainingeventshaveproventobeofconsiderablevalue,beingcitedasthenumberoneaddedvaluebenefitexperiencedbythegroup.TheFoundationconsultswithgroupstwiceperyearonwhatadditionaltrainingwouldbeusefulforthemshowingagenuinewishtodeliverqualitytraininginareaswheregroupsneeditandtobuildrealrelationshipsbetweenallparties.ItistobegenerallyacknowledgedthattheFoundationlistenstotheparticipant’sviewsandequallythatorganisationsactivelylistentoFoundationstaffthroughacombinationofverificationvisits,mentoringandannualevaluationactivities.TheactualtimeandresourcescommittedtotheseactivitiesbytheFoundationmaywellmeritfurtherfinancialanalysisinthenextthreeyearsofCreatingChangeProgrammedelivery.
OBJECTIVE 2 – Financial Leverage
FromaninitialinvestmentbytheFoundationof£1,122,135duringthefirstthreeyears,the19organisationshavereportedthatinitialprogrammefundingenabledthemtoaccessanadditional£4,761,269fromotherfunders.Theconfidenceoftheadditionalfunderstoinvestinthose
organisationshascomefromacombinationoftheFoundation’snameandthe“longer-term”fundingnatureoftheCreatingChangeProgramme.Thisisanimpressivefigure,althoughadditionalvalidationorauditingcouldbeundertakentoconfirmitstotalaccuracy.WithinthescopeofthisreportweareconfidentthattheamountsrepresentedareatrueandaccuratestatementoffinancialmoniesgainedandvouchedasaresultoforganisationsparticipationontheCreatingChangeProgramme.
OBJECTIVE 3 – Networking Opportunities
Throughpeer-to-peernetworking,thecreationofformalandinformalpartnershipsandthedegreeoflearningexchangedbetweenorganisations,itisclearthattheFoundation’sCreatingChangeProgrammehassignificantlybroadenedthevisionanddeepenedthecapabilityofseveralorganisations.WhilstthereisanappreciationthatsomeorganisationsaremoreproactivethanothersinextendingandexploringthenetworksandnetworkingopportunitiesmadeavailabletothemthroughtheFoundation,itisworthnotingthatotherorganisationsmaywellavailofopportunitiesinthenextthreeyearsoftheprogrammeorindeedbeyonditslifetime.Itmaybevaluabletofurtheranalysethenatureofandsuccessoftheseemergingareasofco-operationandmutualsupportmovingforwardduringthistimeperiod.
OBJECTIVE 4 – Community Impact
FromtheoutsetofthisprojecttherewasanintentiontoapplySROIprinciplesandmethodologytotheCommunityImpactstudy.Itwasalsounderstoodthattheprojectwouldbemorebroadthandeep,andthateachorganisation’sImpactMapwouldhavetobelimitedtoasingle,significantstakeholdergroupandafinitenumberofmaterialoutcomes.Nonetheless,ascanbeclearlyseenfromtheImpactMaps(seeAppendix7.4)therearemultipleoutcomesoccurringacrossallorganisationswithintheCreatingChangeProgramme.Theimpactsformeasuringoutcomearenotfullyrealisedastheygobeyondtheremitofthiswork.
Overall,itisabundantlyevidentthattheFoundationoffersmorethanjustfinancialsupport.Infact,itmaybearguedthatthenon-financialsupportisjustasvaluableasthegrantmoniesdisbursedtoorganisations.However,thekeymessageforotherfundersorphilanthropictrustsorfoundationsisthatlessonscanbelearnedanddisseminatedfromthisinnovativeprogrammeandtheFoundation’sworkindevelopinglonger-termsustainablefundingforThirdSectororganisations.Yet,justasimportant,ishowtheyhavematchedtheirfinancialinvestmentwithaplanned,co-ordinatedandactive“Grants-Plus”philosophy.Thisgivesmaximumreturnsnotjustfinanciallyfororganisationsfundedbut,ultimatelymaximisestheoutcomesandimpactsforthoseconstituents,communitiesandstakeholders.Perhaps,thisisthetruetestofcreatingchangeandmeasuringimpact.
6.2 LIMITATIONS
AlthoughallorganisationalrepresentativeshadanopportunitytobecomeawareofSROIthroughthetrainingprovidedbyGaugeinFebruary/March2011,thedepthoflearningwasinsufficienttoenablethoserepresentativestoplayanactiveroleinthecreationoftheImpactMapoutputs.However,thetrainingdidestablishandstrengthenparticipant’sabilitytocommunicateintermsofoutputs,outcomes,indicatorsandfinancialvaluefororganisations.
Inmanycasesorganisation’sstakeholderswereconsultedwithuseofaquestionnaireco-designedbyGaugeandtheFoundationtoidentifyqualitativeoutcomesinawaythatpermittedquantificationandmeasurement.Thisprovedquitechallenginglargelyduetotheextenttowhichthoseadministeringthequestionnaireswereabletodrawoutquantitativeindicatorsoftheoutcomes.
Thisisclearlyachallengethatfacesallsuchevaluationprocesses,buttimeconstraintsinthisprojectpreventedanyiterativeapproachestothedatacollectionprocess.Asaresult,thecommunityimpact(socialvalue)oftheworkofsomeorganisationswillbeunderstatedasaconsequenceoftheconstraintsontheproject–e.g.thevalueofcontinuedindependentlivingasaresultofavoidedaccidentsinthecaseof“GoodMorning”orBefriendingservices,orthevalueofbehaviouralchangeorrelationshipstrengtheninginthecaseoffamilyoryouthserviceswouldmeritfurtheranalysisandextrapolationofdata.However,thiswasbeyondtheremitofthisspecificwork.
WhilstthesocialvaluesandfinancialproxiesvaryacrosseachCreatingChangeorganisationthisislargelyduetothenatureoftheproject,programme,orservicebeingofferedbyeachorganisation,coupledwiththecontextoftheirworkandnotwithstandinganyspecificgeographical,scaleorreachissueswiththeircommunities.ItisimportanttodistinguishthatSROIisnotusedasa‘benchmarking’exercisetocomparethesocialoreconomicvalueanorganisationoffersintermsofitsmaterialoutcomes.Ascomparisonsbetweenorganisationscanbemadeinsomeinstances,forexample,betweenArts-basedorganisations,itisneitherrelevantnorappropriatetoperformanyrealmeaningfulcomparisonoforganisationsandtheircommunityimpact.
6.3 RECOMMENDATIONS
ForParticipants,thelevelofmentoring,peer-to-peerengagement,andnetworkingingeneralcouldbemoreformallycapturedaspartoftheFoundation’sannualMonitoringandEvaluationactivitiesandrecognisedwithanallocationoftimeandresourcestoderiveanactualfinancialbenefitwithintheremainingthree-yearsoftheprogramme.
ForOrganisations,theCommunityImpactaspectoftheworkundertakenshowsthatsignificantlymoresocialvalueiscreatedthanismonetarilyinputtedbytheFoundationandotherfunders,andtheseanalyses,althoughnotcompleteSROIundertakings,pointtothesignificantcontributiontheorganisationsaremakingtothegroupstheyworkwith.Thiscouldbeacatalysttowardsfurther
adoptingSROIasanapproachtoevaluatewhattheydoandpotentiallyplanforfutureprogrammesusingSROIasaguidetotheplanningprocess.
FortheFoundation,thenon-financialinvestmentstheFoundationputsinplacethroughits“Grants-Plus”approachcouldwellmeritfutureanalysisastotheactualfinancialvaluethisrepresentsinrealtermsbeyondthepuredisbursementofgrantmonies.Equally,fortheFoundation,thelearningfromthisprojectmayinformhowitevaluatestheultimatesuccessofthesixyearprogramme,andmayalsoinfluenceotherfundinginitiatives.
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7.1 CREATING ChANGE: MEASURING IMPACT QUESTIONNAIRES
IntroductionGaugeNIhavebeencommissionedbytheFoundationtoevaluatetheprogressoftheCreatingChangeProgrammetodateagainst4measurableobjectives:
1. Added Value
2. Leverage
3. Networking Opportunities
4. Community Impact
Thefirst3measurableobjectivesrelatetothechangeexperiencedbythestaffandvolunteersoftheCreatingChangeorganisationbeinggrantassisted.Thelastobjective,CommunityImpact,relatestothechangeasexperiencedbyastakeholderoftheorganisation,mostlikelyasignificantgroupofservice
userswhohavebenefitedfromtheprogrammaticoutputoftheorganisation.
Thisquestionnairerelatestoobjectives 1 and 3 only.Pleasereadtheinstructionscarefullyandprovidetheaggregatedresultsinthefieldshighlightedbythedatestatedoneach.
OBJECTIVE 1 – Added Value
Background–TheFoundationwishtomeasuretheengagementseachorganisationhavebenefitedfromasaresultoftheCreatingChangeProgramme,andforeachorganisation,tounderstandwhatthetop3addedvaluesengagementshavebeen.
Possible examples of engagements–Trainingevents,mentoringsupport,theFoundationverification,etc.
Engagementscouldbedirect(withorarrangedbytheFoundationoranotherCreatingChangeOrganisation)orIndirect(arisingoutoftheprogrammebutwithsomeoneexternaltotheprogramme)
Potential contributorstothedatacollection–anystafforvolunteerswhohaveengaged
What to do–askcontributorstoanswerthequestionsbelow,andthenaggregatethedatatoprovide1responseonbehalfoftheorganisation
how to return–emailcompletedresponseto:[email protected]
7.appenDiCes
Target Date: 18thMarch2011
Rank DescriptionofEngagement Whowasitwith? DirectorIndirectDescribewhatvalueitaddedtotheorganisation
1
2
3
PurposeofPartnership Whowasitwith? FormalorInformal DirectorIndirect
OBJECTIVE 3 – Networking
Background–TheFoundationwishtomeasurethenetworkingopportunitiesthathavearisenforCreatingChangeorganisationsasaresultoftheprogramme,in3areas:Peer-to-peer,PartnershipsandConsortia,LearningExchanges
Potential contributors to the data collection–anystafforvolunteerswhohavebenefitedfromanyofthenetworkingopportunitiesdescribedbelow
What to do–askcontributorstoanswerthequestionsbelow,andthenaggregatethedatatoprovide1responseonbehalfoftheorganisation
how to return–emailcompletedresponseto:[email protected]
Target Date:1stApril2011
3.1 Peer-to-Peer Engagements
Apeer-to-peerengagementisdefinedasanintentionalmeetingwithanotherCreatingChangeorganisationforamutuallyunderstoodpurpose.Pleasecompletethetablebelow:
3.2 Partnerships/Consortia
Youmayhaveformedpartnershipswithotherorganisationstowardacommonobjective.Pleasecompletethetableatthebottomofthepage.Thefollowingdefinitionswillhelp:
Aformalpartnership–onethathasalegalagreementormemorandumofunderstanding
Aninformalpartnership–onethatlackssuch
Adirectpartnership–apartnershipwithanotherCreatingChangeorganisation
Anindirectpartnership–onethathasbeenformedwithanorganisationoutsideoftheCreatingChangeProgramme,butthathashappenedasaresultofyourinvolvementinorbenefitfromtheprogramme.
Whowasitwith?Whatwasitspurpose?
3534
Date:
Present:
1. Organisation
2. Key Contact
3. Chosen Stakeholder Group
Description/NameofGroup:
Numberofmembers:
LinktotheFoundationfunding:
Otherfundinglinks?
Timeperiodofanalysis:
4. Can stakeholders be consulted easily?
7.3 COMMUNITY IMPACT: DATA COLLECTION PROFORMA
ConsultingStakeholdersfortheirviewofoutcomes
• AnyexistingM&Edata?
• Optionsfordatacollection
Data Collection Plan:
STAGE 1–Conductapreliminarymeetingwiththerepresentativesoftheorganisation,followingthetemplatedetailed.
Thekeyoutputsfromthemeetingwouldbe:
• Identificationofasuitablestakeholdergrouptomeasureimpactagainst
• Considerationofthechangesexperiencedbythestakeholders,asperceivedbytherepresentativesoftheorganisation.
• Identificationofasuitablestakeholdergrouptomeasureimpactagainst
• Considerationofthechangesexperiencedbythestakeholders,asperceivedbytherepresentativesoftheorganisation.
• Designofameansofconsultingthestakeholderstocollectquantitativeandqualitativeindicatorsofthechangeexperiencedbythem.
• DeterminationofthefundingsupportbytheFoundationthatcouldbelinkedtothechosenstakeholdergroup,andfundingfromotherfunders.
• TheFoundationthatcouldbelinkedtothechosenstakeholdergroup,andfundingfromotherfunders
• Agreementonresponsibilitiesanddeadlinesforthecollectionofthestakeholderresponsesperceivedbytherepresentativesoftheorganisation.
STAGE 2–ConsultStakeholders(or use pre-existing data already collected by the organisation).
STAGE 3–CreateanImpactMapthatwouldpresentthedatacollectedfromstakeholdersand,wherepossible,relatetofinancialproxiesthatwouldpermitameansofattributingmonetaryvaluetotheamountofchange.
Inmostcasesithasbeenpossibletoconducttheanalysisforall3yearsoftheFoundation’sfunding–inafewitwasdeemedmoreappropriatetopresenttheimpactonaperannumbasis,usingcurrentdata.
Action Responsible DueDate
StakeholdersIntended/unintendedchanges
Inputs Outputs Possible Indicators FinancialProxies
Who will we havean effect on?
Who will have an effect on us?
Whatdowethinkchangesforthem?(AnticipatedOutcomes)
What will/do they invest?
Value £ Summaryofactivityinnumbers
Description of the changes from the perspective of the stakeholders
Measurementsoftheoutcomes
Focus Stakeholder Group:
Stakeholder Inputs:
7.2 COMMUNITY IMPACT: MEETING TEMPLATE/IMPACT MAP PROFORMA
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we
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uni
tval
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anci
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Whe
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oxy?
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dent
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ap
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Focu
s St
akeh
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roup
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and
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ith
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abili
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ende
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-re
duce
dis
olat
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and
mor
eso
cial
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tera
ctio
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omth
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nanc
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rom
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ill/d
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mar
yof
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num
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Des
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ders
Mea
sure
men
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tcom
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here
did
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e ge
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in
form
atio
n?
How
muc
hch
ange
w
asth
ere?
Wha
t fina
ncia
l pr
oxy
did
we
use?
uni
tval
ue
offi
nanc
ial
prox
y
Whe
re d
id
we
get t
he
finan
cial
pr
oxy?
Bas
edo
nRe
spon
dent
svs
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al
Stak
ehol
ders
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here
ap
plic
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)
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t is
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valu
e of
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e ch
ange
Focu
s St
akeh
olde
r G
roup
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ng P
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nd w
ider
soc
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redu
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anti-
soci
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beha
viou
r). A
ge ra
nge
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mid
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str
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prog
ram
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icip
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ours
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om
CYC
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tten
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ww
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or
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puts
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dica
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ceQ
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nanc
ial
Prox
yFi
nanc
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ySo
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eM
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ffec
t on?
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will
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ect o
n us
?
Wha
tdo
we
thin
k
chan
ges
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them
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rom
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spec
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ofo
rgan
isat
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repr
esen
tativ
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t w
ill/d
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inve
st?
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mar
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act
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in
num
bers
Des
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sure
men
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here
did
w
e ge
t the
in
form
atio
n?
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muc
hch
ange
w
asth
ere?
Wha
t fin
anci
al
prox
y di
d w
e us
e?
uni
tval
ue
offi
nanc
ial
prox
y
Whe
re d
id
we
get t
he
finan
cial
pr
oxy?
Bas
edo
nRe
spon
dent
svs
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al
Stak
ehol
ders
(W
here
ap
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t is
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s St
akeh
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roup
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ticip
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on
CO
3 M
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Pr
ogra
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Rece
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high
val
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men
tori
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putf
rom
ex
peri
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dle
ader
sin
th
ese
ctor
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rco
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yea
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ente
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r th
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Bet
ter
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carr
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irr
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area
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ship
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taffi
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“D
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see
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Amou
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avel
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bjec
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67
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67
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67
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hav
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Impr
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EO r
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37
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omin
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ore
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48
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8
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28
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fiden
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8
Advi
ce o
n m
anag
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chan
ge5
7
Not
e:a
fulle
ran
alys
isw
ould
ref
erto
th
edi
stan
cetr
avel
led
agai
nstt
hese
ob
ject
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,and
rel
ate
toa
val
uep
er
unit
ofd
ista
nce
trav
elle
d.
Stak
ehol
der
Num
bers
Tota
l18
Num
ber
ofr
espo
nses
from
sta
keho
lder
sN
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ultip
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lue
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nis
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hang
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cato
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urce
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ntity
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oxy
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ncia
lPr
oxy
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lue
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tiplie
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lue
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ffec
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will
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ect o
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?
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tdo
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thin
k
chan
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rom
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spec
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rgan
isat
ion
repr
esen
tativ
es)
Wha
t w
ill/d
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ey
inve
st?
Valu
e £
Sum
mar
yof
act
ivity
in
num
bers
Des
crip
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e ch
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s fr
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rspe
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stak
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ders
Mea
sure
men
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fth
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here
did
w
e ge
t the
in
form
atio
n?
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muc
hch
ange
w
asth
ere?
Wha
t fin
anci
al
prox
y di
d w
e us
e?
uni
tval
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offi
nanc
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prox
y
Whe
re d
id
we
get t
he
finan
cial
pr
oxy?
Bas
edo
nRe
spon
dent
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al
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ehol
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here
ap
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t is
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e of
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ange
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s St
akeh
olde
r G
roup
: Fly
Fre
e As
sert
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and
Con
fiden
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ldin
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roup
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ney
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fear
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orry
and
isol
atio
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con
fiden
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incr
ease
dac
tivity
an
dso
cial
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tera
ctio
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Part
icip
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rs
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Incr
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nfide
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so
cial
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ract
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and
self
est
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rse
atte
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Part
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ours
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rse
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nnai
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and
data
from
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urly
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t fin
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tval
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re d
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oxy?
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edo
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valu
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s St
akeh
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rre
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k
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we
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edo
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cato
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tval
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nanc
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oxy?
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edo
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the
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l24
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omth
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cato
rsSo
urce
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ntity
Fina
ncia
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oxy
Fina
ncia
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oxy
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ceVa
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tiplie
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lue
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ffec
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will
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spec
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t fina
ncia
l pr
oxy
did
we
use?
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tval
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offi
nanc
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prox
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id
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finan
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