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Palestra sobre SROIJennifer Rouse – New Economics Foundation
Luis Gorjon Fernandez – CAF – Charities Aid Foudation
Ondas do ISP Corporativo
Ação social da empresa
RSC e ISP
Reputação
Integração com o Negócio
Doação como parte dos valores da empresa e da famíliaMobilização de funcionários
Pauta da Responsabilidade Social EmpresarialCriação de Institutos e Fundações Empresariais
Consumidores mais conscientesAssociação positiva gera ganhos de imagem da empresa
SustentabilidadeLicença Social para operar
anos 90
Anos 2000
Anos 2010
“Apoiar o Investimento Social Privado para o desenvolvimento de uma sociedade mais justa e sustentável”
Famílias Empresas ONGs
Fomento ao Investimento Social Privado
Pesquisas e Publicações; Campanhas;
Eventos.Estratégico Planejamento da
filantropia familiar; Foundation School;
Consultoria estratégica em RSC/ISP;
Voluntariado Corporativo;
Estratégias de captação de recursos;
Estudos de potencial de Captação de Recursos;
Operacional Implantação de Projetos Sociais e comunitários;
Implantação e Avaliação de projetos sociais e comunitários;
Grantmanking;
Apoio na captação de recursos;
Capacitação; Avaliação.
Diagnóstico
PlanejarImplantar
Avaliar
SERVIÇOS PARA EMPRESAS e FAMÍLIAS
Portfolio de Serviços
Fase Serviços
Revisar estratégias e políticas atuais
Entrevistas com executivos/conselho
Análise de Dados
Planejamento Estratégico
Políticas de ISP
EducaçãoCoaching
Estratégias de Funding Endowments
Orçamento Anual
Estruturação de Fundações e ONGs
Desenho de Programas e Projetos
Definir Modelo de parcerias
Um parceiro (IDIS ex. BT)
Grantmaking com parceiros diversos
(IDIS ex. HSBC)
Desenvolvimento Comunitário
(IDIS ex FLUPP)
Due Diligence / Validação
Grantmaking
Implantação de Projetos Sociais
1. Processo de seleção de parceiros
2. Processo de monitoramento
3. Voluntariado4. Estratégias de
Fundraising para ONGs
Avaliação de Projetos e Programas Sociais
Avaliação de Impacto
Diagnóstico
Planejamento
Implantação
Avaliação
Criado em 1999, o IDIS é uma organização da sociedade civil que dá suporte técnico a investidores sociais familiares ou corporativos. Alguns dos principais clientes:
Dirigentes
Presidente do Conselho: Celso VargaVice-Presidente do Conselho: Henrique H. Ubrig
Conselho DeliberativoCarla Maria Cordery DupratConsuelo YoshidaMaria Lúcia de Almeida Prado e SilvaZilda Knoploch
Conselho FiscalHelio Nogueira da CruzMaria Elena JohannpeterWalter Piacsek
Diretor Presidente: Marcos Kisil
Diretora Executiva: Paula Fabiani
Escritórios: EUA Austrália Brasil (IDIS) Bulgária Índia RússiaÁfrica do Sul Reino Unido
Rede internacional na qual o IDIS é parte e atua:• Na criação de um ambiente que favoreça o investimento social• Oferecendo soluções para doadores• Apoiando o terceiro setor
CAF International Network
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• Founded in 1986; UK’s largest independent think and do tank
• Inspired by 3 principles: Sustainable
development Social justice People’s well-being
• Social enterprise founded and owned by nef in 2008 • We prove and improve true social, economic and
environmental impact Recognised experts in Social Return On Investment (SROI) and well-being measurement.
• Worked with over 100 organisations in UK, Asia, Australia, Africa, North America.
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Global context – why are we interested in measuring social, economic and
environmental impact?
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Environmental issues
12
Economic issues
12
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Social issues
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The challenge and solution
Measurement across the ‘triple bottom line’
The environmentThe economy People
What is social impact
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• Government interest– Economic crisis limited resources value for money– Brazil: after OECD report government interested in
public regulatory impact measurement
• NGO interest– Prove social impact funding– Improve social impact create more change– Transparency & accountability
• Corporate interest– Improve impact of investments– Transparency, accountability & value for money– Innovation & reputation– Brazil: B Corps / Sistema B
• Investor interest– Development of ‘social impact investing’ desire to
have evidence of impact
Trends by stakeholder
Global corporate trend in planning for impact measurement activities in 2013
Source: http://www.accprof.org/members/2013_trendreport/files/inc/48d8258409.pdf
Different methodologies
GRI – The Global Reporting Initiative : sustainability reporting guidelines that help organisations to report on the economic, environmental, and social dimensions of their activities, products, and services.
IRIS – Impact Reporting and Investment Standards. It enables comparisons and performance benchmarking, two critical functions that impact investors have identified as necessary for the growth of the impact investing industry.
SROI – Social Return on Investment, is an outcomes-based measurement tool that helps organisations to understand and quantify the social, environmental and economic value they are creating.
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SROI is a way of understanding how effectively money is spent
SROI = [Value of benefits]
[Investment]
• It considers triple-bottom-line benefits and investments (economic, social, environmental)
• It is an outcomes based evaluation• It measures change that matters to
stakeholders• It can be evaluative or forecastive
A closer look at SROI…
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• Programme ran in the town of Alteria, Brazil
• Beneficiaries: young people and their family
• Activities: detox, counselling and support into employment
875.000 Reais has been invested in the project
DASP wants to know the real difference it is making.
What is the value of what it is doing?
Drug Abuse Support Programme
(DASP)
No. of parents engaged with the project
10 employment workshops completed
Number of counselling sessions attended
25 young people attend detox clinic
Better family life
Improvement in physical health
Better financial situation
30% increase in emotional well-being
Output OutcomeFocus on outcomes
10 employment workshops completed ? Better financial
situation
Only measuring here will enable us to see the
real difference we have made
1. Speak to beneficiaries
80 young people
“What’s changed for you?”
“Better financial situation”
2. Measure the change
70 young people
How many young people attended the employment
workshops?
How many of these young people gained employment?
Didn’t find work
3. Recognise not all of the change is down to your project
How many would have got a job anyway?
20 young people would have got a job anyway
50 young people
4. Value the change
12.000 Reais
Change in financial situation
SO 50 people x 12.000= 600.000 Reais
Improvement in physical healthHow do we value ?
How much would people be willing to pay for improved physical health
How much a drug detox programme cost
Improvement in physical health
Better family life
Increase in emotional well-
being
600.000 Reais
450.000 Reais
800.000 Reais
500.000 Reais
Change in financial situation
TOTAL: 2.350.000 Reais
Total value of benefits: 2.350.000 Reais
Total value of investment: 875.000 Reais
SROI = [Value of benefits] [Investment]
= 2.67 Reais for every 1 Real invested
Why measure social impact?
Improve reputation with customers and therefore increase sales. Understand supply chain risk.
A vehicle for engaging with local and national politicians to influence policy making
To understand the value its employees generate from volunteering
Prove it!To the government, your customers.
Be proud and shout about what you’ve achieved
Improve it!Make an even bigger difference
to people’s lives next time!
Palestra sobre SROIJennifer Rouse – New Economics Foundation
Luis Gorjon Fernandez – CAF – Charities Aid Foudation
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