Strumenti creativi per le Imprese Sociali

VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013
strumenti creativi per le imprese sociali
1
Vincenzo Di Maria [vincenzo@commongroundpeople.com]
tw @vdmdesign @cmngrd www.commongroundpeople.com commongroundpeople
[ ]

vincenzo di maria
2
CREATIVITY . service design
EMPATHY . social innovation
STRATEGY . entrepreneurship

VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 3
commonground is where design meets positive social change
commonground people
CHANGE MAKER
GLOCAL INNOVATION

summer schools 2013

innovatori o imprenditori sociali?
5
sociale creativo esperto imprenditoreriﬂessivo

societing summer school 2013
6
mattina: la cassetta degli attrezzi
pomeriggio: progettiamo insieme the rural hub
design
thinking
user
experience
business
model
value
creation
stakeholders
& resources
mapping
personas
user journey
map
business
model
canvas
ideas
generation
techniques
1 minute
elevator
pitch
theory
of change
SROI

la vostra cassetta degli attrezzi...

...le sfide che vi aspettano

Strumento: in senso ﬁgurativo, mezzo, espediente atto a
conseguire uno scopo preciso.
Metodo: modo speciﬁco di agire per approcciare qualcosa
in maniera sistematica replicabile.
Metodologia: sistema o collezione di metodi utilizzati in una
particolare area di studio.
Processo: serie di azioni o passi fatti per ottenere un
determinato risultato o effetto, piano d’azione.
Mindset: schema mentale, approccio alla progettazione.
glossario

caso di studio per illustrare il processo

Gioco,
Immagine e
Parole
[Naples]
Mylene
Jonker
[Amsterdam]
Euclid
Network
[London]
Partners &
Stakeholders
[Naples]
Unicredit
Foundation
[Milan]
Jonas Piet
[Rotterdam]
Vincenzo
Di Maria
[Lisbon]
www.gioconomics.org

gioco immagine e parole - teatro sociale

dalla cocreazione alla coproduzione

approccio creativo all’innovazione sociale

design come strumento di innovazione sociale
15

meanwhile in the uk...

design
thinking

design come processo creativo
design
?
problem idea solution
18

?
?
?
?
?
! !
!
!
!
!
?
problems
ideas
solutions
insights
iterate
design come processo iterativo di problem solving

#SDS2011
The Squiggle by Damien Newman, Central Inc.
The Squiggle by Damien Newman, Central Inc.
comunicare i processi creativi

#SDS2
DISCOVER DEFINE DEVELOP DELIVER
uble Diamond as described by the Design Council
double diamond by design council 2005
pensiero divergente - pensiero convergente

Dschool Stanford
design thinking per l’impresa

CODESIGN
0% partecipazione
100% CONTROLlo
100% partecipazione
0% CONTROLlo
coproduzione
autorialità
consultazione
progettazione partecipata
autogestione
autoproduzione
cocreazione
utentiprogettista
fiducia / proprietà intellettuali
gradi di partecipazione nei processi di progettazione

Malkovich bias: credere che tutti pensino come te

quando il risultato è piÙ della somma dei singoli

co-design con gli investitori e gli stakeholder

people-centred divergent ideas
co-design
value creation
prototype system thinking
27
principi di design thinking
EMPATia creatività strategia

Turn each circle into an object
* non abbiate paura di esprimere le vostre idee

ripetiamo, il potere dell’iterazione

prototipare = pensare con le mani

prototipare interazioni ed esperienze

prototipare servizi e sistemi

prototipare e testare l’offerta di valore

* prototipate una busta utilizzando un foglio A4

cosa prototipare?
© Participle Ltd. // www.particip
18
‘works like’
What do prototypes prototype?
‘looks & feels like’ ‘fits like’
LOOK & FEEL ROLEIMPLEMENTATION

Houde & Hill (1992)
3 ± 1 tipi di prototipo

* il gioco della sedia

una seduta per the rural hub

1. intervista
utente
3. serie di idee
una per postit
2. consultazione
cocreazione
5. punti di forza
valore creato
4. prototipo
disegnato
6. integrazione
contesto
EMPATia creatività strategia
esercizio di design thinking -10 minuti

user
experience

service ecology - uno sguardo d’insieme

personas - strumento per capire meglio l’utenza

scenario - strumento per comunicare un’esperienza

experience map - mappare la percezione dell’utente

emotional experience - mappare umori ed emozioni

visualizzare i processi facilita la comprensione

roleplay user experience - prototipare interazioni

serious play: progettare con post it e playmobyl

service blueprint - strumento operativo interno

La user journey map descrive un servizio
dall’esterno verso l’interno (percezione)
Il service blueprint descrive un servizio
dall’interno verso l’esterno (come funziona)
Entrambe le tecniche graﬁche si basano sulle diverse fasi
dell’esperienza dell’utente e sulle interazioni visibili al
pubblico, riportando in parallelo anche i processi e le
funzioni interne visibili solo agli erogatori del servizio.
50
differenze tra user journey map e service blueprint

value
creation

tra sostenibilità economica e impatto sociale

mappare gli attori del sistema - stakeholder map

comunicare il valore di scambio - elevator picth

The Value Proposition Canvas
Gain Creators
Describe how your products and services create customer gains.
How do they create benefits your customer expects, desires or would be surprised
by, including functional utility, social gains, positive emotions, and cost savings?
Pain Relievers
Do they…
Create savings that make your customer happy?
(e.g. in terms of time, money and effort, …)
Produce outcomes your customer expects or that go
beyond their expectations?
(e.g. better quality level, more of something, less of something, …)
Copy or outperform current solutions that delight your
customer?
(e.g. regarding specific features, performance, quality, …)
Make your customer’s job or life easier?
(e.g. flatter learning curve, usability, accessibility, more services, lower
cost of ownership, …)
Create positive social consequences that your
customer desires?
(e.g. makes them look good, produces an increase in power, status, …)
Do something customers are looking for?
(e.g. good design, guarantees, specific or more features, …)
Fulfill something customers are dreaming about?
(e.g. help big achievements, produce big reliefs, …)
Produce positive outcomes matching your customers
success and failure criteria?
(e.g. better performance, lower cost, …)
Help make adoption easier?
(e.g. lower cost, less investments, lower risk, better quality,
performance, design, …)
Rank each gain your products and services create according to its relevance to your
customer. Is it substantial or insignificant? For each gain indicate how often it occurs.
Describe how your products and services alleviate customer pains. How do they
eliminate or reduce negative emotions, undesired costs and situations, and risks
your customer experiences or could experience before, during, and after getting
the job done?
Do they…
Produce savings?
(e.g. in terms of time, money, or efforts, …)
Make your customers feel better?
(e.g. kills frustrations, annoyances, things that give them a headache, …)
Fix underperforming solutions?
(e.g. new features, better performance, better quality, …)
Put an end to difficulties and challenges your
customers encounter?
(e.g. make things easier, helping them get done, eliminate resistance, …)
Wipe out negative social consequences your
customers encounter or fear?
(e.g. loss of face, power, trust, or status, …)
Eliminate risks your customers fear?
(e.g. financial, social, technical risks, or what could go awfully wrong, …)
Help your customers better sleep at night?
(e.g. by helping with big issues, diminishing concerns, or eliminating worries, …)
Limit or eradicate common mistakes customers make?
(e.g. usage mistakes, …)
Get rid of barriers that are keeping your customer
from adopting solutions?
(e.g. lower or no upfront investment costs, flatter learning curve, less
resistance to change, …)
Rank each pain your products and services kill according to their intensity
for your customer. Is it very intense or very light?
For each pain indicate how often it occurs. Risks your customer experiences or
could experience before, during, and after getting the job done?
Products & Services
List all the products and services your value proposition is built around.
Which products and services do you offer that help your customer get either a
functional, social, or emotional job done, or help him/her satisfy basic needs?
Which ancillary products and services help your customer perform the roles of:
Buyer
(e.g. products and services that help customers compare offers,
decide, buy, take delivery of a product or service, …)
Co-creator
(e.g. products and services that help customers co-design
solutions, otherwise contribute value to the solution, …)
Transferrer
(e.g. products and services that help customers dispose of
a product, transfer it to others, or resell, …)
Products and services may either by tangible (e.g. manufactured goods, face-to-
face customer service), digital/virtual (e.g. downloads, online recommendations),
intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds,
financing services).
Rank all products and services according to their importance to your customer.
Are they crucial or trivial to your customer?
Gains
Describe the benefits your customer expects, desires or would be surprised by.
This includes functional utility, social gains, positive emotions, and cost savings.
Pains
Customer Job(s)
Describe negative emotions, undesired costs and situations, and risks that your
customer experiences or could experience before, during, and after getting the
job done.
What does your customer find too costly?
(e.g. takes a lot of time, costs too much money, requires substantial efforts, …)
What makes your customer feel bad?
(e.g. frustrations, annoyances, things that give them a headache, …)
How are current solutions underperforming for
your customer?
(e.g. lack of features, performance, malfunctioning, …)
What are the main difficulties and challenges
your customer encounters?
(e.g. understanding how things work, difficulties getting things done,
resistance, …)
What negative social consequences does your
customer encounter or fear?
(e.g. loss of face, power, trust, or status, …)
What risks does your customer fear?
(e.g. financial, social, technical risks, or what could go awfully wrong, …)
What’s keeping your customer awake at night?
(e.g. big issues, concerns, worries, …)
What common mistakes does your customer make?
(e.g. usage mistakes, …)
What barriers are keeping your customer from
adopting solutions?
(e.g. upfront investment costs, learning curve, resistance to change, …)
Describe what a specific customer segment is trying to get done. It could be the tasks
they are trying to perform and complete, the problems they are trying to solve, or the
needs they are trying to satisfy.
What functional jobs are you helping your customer get done?
(e.g. perform or complete a specific task, solve a specific problem, …)
What social jobs are you helping your customer get done?
(e.g. trying to look good, gain power or status, …)
What emotional jobs are you helping your customer get done?
(e.g. esthetics, feel good, security, …)
What basic needs are you helping your customer satisfy?
(e.g. communication, sex, …)
Besides trying to get a core job done, your customer performs ancillary jobs in differ-
ent roles. Describe the jobs your customer is trying to get done as:
Buyer (e.g. trying to look good, gain power or status, …)
Co-creator (e.g. esthetics, feel good, security, …)
Transferrer (e.g. products and services that help customers dispose
of a product, transfer it to others, or resell, …)
Rank each job according to its significance to your customer. Is it
crucial or is it trivial? For each job indicate how often it occurs.
Outline in which specific context a job
is done, because that may impose
constraints or limitations.
(e.g. while driving, outside, …)
Which savings would make your customer happy?
(e.g. in terms of time, money and effort, …)
What outcomes does your customer expect and what
would go beyond his/her expectations?
(e.g. quality level, more of something, less of something, …)
How do current solutions delight your customer?
(e.g. specific features, performance, quality, …)
What would make your customer’s job or life easier?
(e.g. flatter learning curve, more services, lower cost of ownership, …)
What positive social consequences does your
customer desire?
(e.g. makes them look good, increase in power, status, …)
What are customers looking for?
(e.g. good design, guarantees, specific or more features, …)
What do customers dream about?
(e.g. big achievements, big reliefs, …)
How does your customer measure success and failure?
(e.g. performance, cost, …)
What would increase the likelihood of adopting a solution?
(e.g. lower cost, less investments, lower risk, better quality, performance,
design, …)
Rank each gain according to its relevance to
your customer.
Is it substantial or is it insignificant?
For each gain indicate how often it occurs.
Rank each pain according to the intensity it
represents for your customer.
Is it very intense or is it very light.?
For each pain indicate how often it occurs.
On:
Iteration:
Designed by:Designed for:
Day Month Year
No.
Customer Segment
www.businessmodelgeneration.com
Use in Conjunction with the Business Model Canvas Copyright of Business Model Foundry GmbH
Value Proposition
Create one for each Customer Segment in your Business Model
strumenti per elaborare la proposta di valore

business
model

da business plan a business model
- parole & numeri
- missione dell’impresa
- ricerca di mercato, competizione
- risorse, team e struttura
- rappresentazione modello
- spiega la creazione di valore
- monetizzazione & transazione
- rapporto con il cliente

VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 3Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Osterwalders Business Model Canvas: The Building Blocks
58
osterwalder business model canvas
Image credit: JAMVisualThinking,Amsterdam (http://www.jam-site.nl)

VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 201322Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Key
Partners
Key
Activities
Value
Proposition Relationships
Channels
Revenue
Streams
Key
Resources
Cost
Structure
Customer
Segments
59
business model canvas - building blocks

19Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Key
Partners
Key
Activities
Value
Channels
Revenue
Streams
Key
Resources
Cost
Structure
Customer
Segments
Eliminate/Reduce
Costs
Create/Raise
Value
60
creazione di valore oltre i costi di gestione

19Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Key
Partners
Key
Activities
Value
Channels
Revenue
Streams
Key
Resources
Cost
Structure
Customer
Segments
Eliminate/Reduce
Costs
Create/Raise
Value
Best
Sustainable
Equilibrium
max. value
capture for
the company
max. valuefor the user
creazione di valore per tutti gli stakeholders

29Image Credit: © 2008 XPLANE (www.xplane.com) & Alexander Osterwalder (www.alexosterwalder.com)
62
analisi #1

30Image Credit: © 2008 XPLANE (www.xplane.com) & Alexander Osterwalder (www.alexosterwalder.com)
analisi #2

Image Credit: © 2011 Business Models Inc. (www.businessmodelsinc.com) www.businessmodelgeneration.com
64
analisi #3

Image Credit: © 2011 Business Models Inc. (www.businessmodelsinc.com) www.businessmodelgeneration.com
65
analisi #4

sembra facile?

capire lo scambio di valore

What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
buon lavoro...

progettiamo insieme il primo rural hub italiano

usate le risorse umane e le esperienze professionali

iniziamo dalLE VOSTRE ASPETTATIVE

Rural Hub è il primo luogo in Italia che mette in connessione e
consente lo scambio e la condivisione tra persone, idee e progetti
dell’innovazione sociale applicata alla ruralità.
che cos’è uno rural hub?
• luogo condiviso di vita (coliving) e lavoro (coworking)
• centro di studi e ricerca permanente sull’innovazione sociale applicata alla ruralità
• aula rurale e multimediale di formazione
• sede locale e globale di eventi diffusi
• agenzia di Marketing e Societing Mediterraneo
• Incubatore, Mentoring e Project Financing per Rural Start-up
• connettore tra gli innovatori e i change maker rurali e iVenture Capitalist

preparate la vostra tavolozza

stakeholders
& resources
mapping
personas
user journey
map
business
model
canvas
ideas
generation
techniques
1 minute
elevator
pitch
theory
of change
SROI
creazione output pratici per the rural hub
30’ 30’ 30’ 5’ 5’ 5’
making sessions - teams
collective thinking

stakeholders
& resources
mapping
30’

mappate risorse (the global food system)

personas
user journey
map
30’

chi sono i potenziali utenti del Rural hub?

30 minuti - da societing a esperienza rurale
ruralità 2.0 | contadino 2.0 | smart rural

ideas
generation
techniques
30’

nuove idee per the rural hub

• Post-pone and withhold your judgement of ideas
• Encourage wild and exaggerated ideas
• Quantity counts at this stage, not quality
• Build on the ideas put forward by other
• Every person and every idea has equal worth
www.brainstorming.co.uk
brainstorming rules

speculazione creativa

10 minuti - Chindogu, idee iperfunzionali

pensare al contrario

10 minuti - esplorazione dell’antisoluzione

[protect] [share]
condividete le vostre idee

business
model
canvas
5’

comunicare e condividere la proposta di valore

theory
of change
SROI
5’

chi sa fare un buon tiramisù?
input > output > outcome

A theory of change is a strategy or blueprint for achieving
large-scale, long-term goals. It identiﬁes the preconditions,
pathways and interventions necessary for an initiative's success.
www.skollfoundation.org/skollawards/glossary.asp
www.theoryofchange.org
theory of change - teoria del cambiamento
• Evaluation
• Behaviour change
• Outcome/goal/vision
• Output
• Impact (change)
• Assumptions
• Interventions
• Indicators

pianificazione e progettazione retroattiva

Stakeholders
Stakeholders
Theory of ChangeAge Unlimited
Project title:
Forward Thinking Programme
Long-term impacts
Key assumptions
Key assumptions
Key assumptions
Key assumptions
Key assumptions
Key assumptions
Key assumptions
Key assumptions
- By preparing for later life
and having plans/actions in
place people embrace the
future.
- Men wil need coping skills
for future challenges which
may ‘derail’ their planned
behaviour.
- There will be enough information
and support to allow men to make
first steps towards planning change
in lifestyle.
- The forums will be regular
meetings in order to build/establish
a network of participants
- There are appropriate services and
amenities within the community and
they are accessible to older people.
- Proposed interventions will lead to
behaviour change.
- Expert input will be required from
participants e.g. seminars.
- Participants will have individual
requirements. e.g. form filling,
personalised budgets
- Ambassadors capable of refering
people to other care services
- Do people need a record of their
progress?
- New user-led groups will need help
in organising promotion/venues/
mailouts...
- Men want to become optimal
agers and make a change to be
more in control
- Some men approaching the
programme will require referal
to other care support services
before enroling
- Men to get engaged and stay
engaged in the programme.
- Men will be interested in the
idea of future planning
- Roles and topics are
appropriate to this audience.
- The programme is aiming to
prevent people from becoming
further isolated
Target customers
Entry point
Problem
Interventions
Interventions
Output
Output
Output
Output
Output
Output
(Isolated) MEN living in
Hackney in mid-life (50-65)
Possibly from Ethnic minority
backgrounds.
Single or living alone.
Unemployed / low salary /
early retirement.
May have mental health
concerns.
Men hear about the programme
through friends, referrals from
public services, (promotions).
Ambassadors will advocate and
promote participants.
Promoted through alternative
locations (e.g. betting shops,
barbers, pubs).
Men attend peer-led discussion forums on
selected topics. Older people themselves
facilitate an exchange of problems, solutions
and ideas for preparing for later life. Services,
activities and local groups around the relevant
topic are discussed. Men receive resources
capturing and distributing relevant learning
from forum.
Men are signposted to new services and
activities.
Ambassadors are recruited and trained to
offer peer-led support and sign post services.
Ambassadors talk through plans, provide
a helping hand e.g. form filling and offer
suggestions.
Ambassadors advocate programme.
Men who feel motivated to
plan for the future but don’t
know where to start.
[Future - women in Mid-life]
Men are aware of
available options and
feel ‘empowered’ to take
responsibility of their
future planning
Men identify the support
networks, formal and
informal, that are
available and know how
to get help with issues.
Men establish new
friendships and networks
within the community
Men take up new
activities individually or
through local groups
Outcome
More engaged with the
community and increased
social inclusion (maybe
through volunteering or
involvement in local activities/
clubs/groups)
Outcome
More confidence, raised
self-esteem and mental
wellbeing.
Outcome
Better prepared to deal with
future challenges (because
they have the support of
the ambassador? or they
have identified their support
network?)
Outcome
More physically active
(through exercise and
leisure activities within the
community)
50-65 year old men in Hackney are better informed and
prepared to become optimal agers in later life
Mission:
Help to make later life a more fulfilling and positive experience
How do we communicate to men
with pride that there is advice or
learning involved?
Regular sessions need
appropriate venues and
facilitators.
Who can help or get involved?
Mental health services?
Housing services?
Socail care services?
Men engage in planning
behaviour, seek advice
and support from the
services that they require
- where, with whom?
3rd Sector support groups:
Hackney Carers, Shoreditch
SPA
Older peoples voluntary
organisations: Sharp End
Community Groups: BME
groups, Turkish speaking
groups, Asian women groups,
Bengali housing groups,
Jewish community groups
Other voluntary organisations
who want to engage with
older men – friend or foe?
PCT, doctors surgeries
Unemployment and benefit –
The Job Centre
Citizens Advice Bureau and
other advice organisations
Hackney Homes
London Borough of Hackney
Mayors office – older people’s
champion
Social services
Men and women in mid-life
Agewell Sandwell!
Men are increasing becoming more isolated than their female counterparts. Older men
are not aware of options available to them. Men are currently not engaging with the
activities in the community.
1
2
3
6
8 9 10 11
12
7
4 5
Theory of Change
Project title:
Key assumptions
Target customers
Key assumptions
Key assumptions
Key assumptions
Key assumptions
Key assumptions
Stakeholders
Stakeholders
OutcomeOutcomeOutcome
Long-term impacts
Output Output Output
Interventions
Entry point
Problem
progettare insieme il cambiamento sociale

SROI - SOCIAL return on investment
A framework for measuring the impact of changes created
by a project or organisation upon social, environmental and
economic value.

• Project stakeholders are any individuals or groups who are affected,
positively or negatively, by the changes brought about by the project
• Project outputs are the speciﬁc deliverables that a project or activity
produces eg 50 people trained in IT skills, 500 vegetable boxes delivered
each week to low-income households
• Project outcomes are the changes resulting from a project or activity for
all its stakeholders eg greater self-conﬁdence, people returning to work,
improved health, new interest in food production, greater community
spirit.
• Proxies and indicators are the criteria that help us measure and
convert the impact into monetary value
• Project impact is the difference between the outcomes for the
stakeholders as a result of the project and the situation that would have
occurred anyway, adjusting for deadweight and displacement
SROI glossario

esempi di logic model
Theoretical model
Actual model
Outcomes
(experienced/observed by
participants)
Improved physical
health of children and
parents
Avoidance of family
crisis – family able to
cope
Improved educational
training and status
Improved skills
and wage earning
opportunities
Improved livelihood
generation
Increase in lifespan of
adults and children,
improved ART
adherence
Improved mental health
of parents, caregivers
and children
Reduction in stigma
experienced
Outputs
Experienced
by participants
and other
stakeholders
Impacts
Big picture
changes for a
wider group of
people
CHAHA activities
Nutritional support
Household support
Educational training
Vocational training
Income-generating
Health, OI
Counselling, mental
health
Stigma sensitisation
Outputs (experienced
by participants and other
stakeholders)
Receipt of food rations
Receipt of nutritional
education
Receipt of emergency
help – water ﬁlters, bed
nets, rooﬁng sheets,
cost of funeral
Receipt of ongoing
schooling through
fees payment, books,
uniform, support from
outreach worker for
better attendance
Receipt of vocational
training, skills building
and mentoring
Receipt of income-
generating project start
up support, grants and
training
Referred and linked to
health services and CTX
Referred and linked to
counselling services
Received family
counselling
Received anti-stigma
sensitisation
Outcomes
Changes
experienced/
observed by
participants
Inputs
i.e. time,
grants, staff,
volunteers
Activities
CHAHA project
activities
Inputs
Staff at SSR, SR
Logistics
Funding for direct and
indirect support
Funding for medical
emergency support
Funding for developing
linkages and advocacy
Supporting community action on AIDS in developing countries
SOCIAL RETURN
ON INVESTMENT:
CHAHA PROGRAMME
A report by Kaushik Biswas, Goverdhan Kummarikunta, Anandita Biswas
and Liza Tong International HIV/AIDS Alliance

SOCIAL RETURN ON INVESTMENT: CHAHA PROGRAMME >> REPORT 2010
TABLE 6: SROI ratio calculation
Stakeholder No.
stakeholders
Outcome Indicator
description
Indicator Outcome
incidence
Deadweight Incidence
(after 3 year
programme)
after
deadweight
Attribution
proportion
Incidence
after
attribution
and
deadweight
Financial
proxy
description
Proxy
in IR
Total value
produced
in IR
Value
year 1
Drop
off
year
1
Value
year 2
Drop
off
year 2
Value
year 3
Drop
off
year 3
Value
year 4
Drop
off
year 4
Value
year 5
Total value
in IR
NPV PPP
conversion
$ equivalent
Children
living with
and affected
by HIV
18,531 Improved
health status
(nutrition)
No. of children
with improved
health (and
weight gain)
who have
received
nutrition
support
through
CHAHA and/or
Government
0.3 5,559.3 0.10 5003.4 0.50 2,501.7 Avoided costs
of travel,
health support
and medicine
20,500 51,284,543 51,284,543 0.10 15,385,363 0.20 4,102,763 0.30 957,311 0.40 191,462 71,921,443 66,420,67 26,568,269
1,132 Older
children
have better
income
prospects
No. of children
created
income
opportunities
through
vocational
training
0.30 339.7 0.05 322.7 0.40 129.1 Increase
in earning
potential
through
income-
generating
projects
18,0000 23,237,874 23,237,874 0.10 6,971,362 0.10 2,091,409 0.20 557,709 0.30 130,132 32,988,487 30,421,99 12,168,799
15,854 Improved
educational
attendance
and status
No. of children
benefitted from
educational
support
0.40 6,341.7 0.10 5707.5 0.25 1,426.9 Increase
in earning
potential
through
employment
22,500 32,104,958 32,104,958 0.10 9,631,487 0.10 2,889,446 0.20 770,519 0.30 179,788 45,576,198 42,030,391 16,812,156
Parents/
Caregivers
1,547 Improvement
in livelihood
status
No. of people
employed/
with additional
income
through
income-
generating
0.30 464.1 0.10 417.7 0.7 292.4 Increase
in earning
potential
through
income-
generating
projects
18,0000 52,628,940 52,628,940 0.10 15,788,682 0.10 4,736,605 0.20 1,263,095 0.40 252,619 74,669,941 68,868,019 27,547,208
778 Improved
health status
No. of people
accessing
ART, with
increased drug
adherence,
reduction in
OI and health
expenditure,
receiving
support for
childcare
1 778.1 0.05 739.1 0.20 147.8 Savings
in cost of
ART, travel,
medicine
20,500 3,030,505 3,030,505 0.10 909,151 0.20 242,440 0.20 64,651 0.30 15,085 4,261,833 3,934,148 1,573,659
19,480 Increased
confidence
and positive
living
No. of people
disclosing
status and
accessing
services
0.42 8,181.6 0.05 7,772.5 0.50 3,886.3 Monetary cost
of referred
services
accessed
– transport
pass, medical
insurance
8,400 32,644,584 32,644,584 0.10 9,793,375 0.20 2,611,567 0.40 522,313 0.60 69,642 45,641,482 42,171,330 16,868,532
15,561 Reduction in
community,
societal
stigma
No. of people
able to earn
some form
of living as
a result of
increased
confidence/
reduced
stigma
0.25 3,890.3 0.05 3,695.7 0.40 1,478.3 No. of working
days and
average
salary
18,000 26,609,310 26,609,310 0.10 7,982,793 0.20 2,128,745 0.30 496,707 0.50 82,785 37,300,341 34,450,415 13,780,166
24 SROI - ratio calculation

‘’ Not everything that can be counted counts,
and not everything that counts can be counted”
tradurre il valore...

1 minute
elevator
pitch
5’

An elevator pitch (or elevator statement) is a short summary
used to quickly and simply deﬁne a product, service, or
organisation and its value proposition.
The name "elevator pitch" reﬂects the idea that it should be
possible to deliver the summary in the time span of an elevator
ride, or approximately thirty seconds to two minutes.
[wikipedia]
the rural hub in 30 secondi / 140 caratteri

TWEET PLEASE: THE RURAL HUB È...

grazie e buona continuazione
Vincenzo Di Maria
[vincenzo@commongroundpeople.com]
tw @vdmdesign @cmngrd
www.commongroundpeople.com
commongroundpeople

Strumenti creativi per le Imprese Sociali

Recommandé

Recommandé

Contenu connexe

En vedette

En vedette (9)

Similaire à Strumenti creativi per le Imprese Sociali

Similaire à Strumenti creativi per le Imprese Sociali (20)

Plus de Vincenzo Di Maria

Plus de Vincenzo Di Maria (20)

Dernier

Dernier (20)

Strumenti creativi per le Imprese Sociali