Resources » Topic » Performance Management

Working Papers and Research

Books and Guides

This supplement highlights some of the issues around the links between SROI and commissioning policy.

This supplement explains how SROI can be used by investors if they want to integrate SROI approaches into investment decisions.

Supplementary Guidance document that accompanies “A Guide to Social Return on Investment (2012) and focuses on Principle 2. Within the context of all of the Principles of Social Value, “understand what changes” is pivotal. It is so closely intertwined with many of the other principles that it is essential it is applied well. The aim of the guidance is to help you know how to collect the information you need about ‘changes’ and how to analyse this information in order to produce a set of well-defined outcomes. This guidance is essential for anyone looking to maximise value and increase well-being, equality, and environmental stability.

The purpose of stakeholder involvement is to reduce the risk that an analysis of change arising from an organisations activities misstates the change. The principle says that involvement is required to ‘inform what gets measured and how this is measured and valued by involving stakeholders. The focus of this supplement is on involvement in general and not on the specifics of what is measured, or how it is measured or valued.

This supplement expands the guidance in relation to determining materiality in SROI analyses that would be made public.

A blank, Excel template of the impact map to help calculate social value.

2012 edition of the Guide to Social Return on Investment

Leap of Reason inspires leaders in the social and public sectors to take bold action to create more meaningful, measurable good for those they serve. The book is the product of decades of management insights from philanthropist Mario Morino, McKinsey & Company, and more than a dozen experts and practitioners.

Tools

Philanthropic donors and foundations are rightly concerned to understand the effect of their work in order to see where and how to improve. This White Paper from Giving Evidence outlines 5 tools to help donors and funders better understand their performance.

The tools involve understanding:
– Are our grants succeeding?
– Is the patient getting better? Leaving aside causation for a second, is the problem we’re addressing getting better or worse?
– Could we release hidden funds by streamlining our processes?
– What do our grantees think of us?
– What have we learned? Identify and articulate lessons about performance and experience, and share them externally such that others can learn too.

Working Papers and Research

This paper authored by Emma Tomkinson, is a selection of stories demonstrating the difference performance management systems make for social programs. It captures the attitudes and approaches of people who have figured out how to make data work for their organisations.

This paper from Pietro Micheli and Jean-Francois Manzoni, published in Lone Range Planning, argues that the design of an strategic Performance Measurement (SPM) system and the definition of its roles are fundamental factors determining its success and impact on business performance.