RM4000 untuk – utk output dalam masa 6 bulan;
- SROI Report – untuk dapatkan 1 bintang
- Edited Book (buku suntingan) – like a book chapter and minimum 10 chapters. Dengan syarat editor perlu orang yang ternama. Edited book boleh dipublish menjadi scopus. Sila dapatkan format buku suntingan daripada Penerbit UTM. Before 31 Ogos 2018 – akan dapat terbit dalam tahun 2018 juga. Hantar nama penilai manuskrip (nominate pensyarah daripada universiti yang lain – penilai yang baik).
SROI – Social Return of Investment – Social Value Measures
SROI analysis 7 principles
- Project Scope- establishing scope & identifying key stakeholders.
- Outcomes – understand the change. Not only numbers (KPI) but the impact to the society.
- Measuring change
SROI Framework gist-
- Involve the stakeholders
- Understanding what changes happened to the audience with your project
- Value the things that matter to the community/stakeholder
- Only include what is material (x value = outcomes)
- Do not overclaiming
- Be clear and transparent to the community
- Verify the results
- Intended — ++ unintended
CBA (Cost Benefit Analysis)
SROI – stakeholder analysis theory
SROI – The Value Map
Stage 0 – Before you start, it is important to be clear on:
- Purpose (activity involves within the purpose)
- Rigour (how the activity leads to the desired change)
- Activities objectives
- Period of activities
- Evaluation of forecast
- Who will do it
Stage 2 – Identify your stakeholders
Stage 3 – Define Inputs, outputs, the outcomes (what changes) for each of the stakeholders.
1. The Input
Inputs are resources used to run the activities – money, people, facilities and
equipment. This is the investment against which the value of the impact is
compared; often most key stakeholders make some kind of investment. It is
important to think through what all stakeholders bring to the mix, not just those that
are providing the funding.
2. The Output
Outputs are the direct and tangible products from the activity; for example the
number of people trained, or the number of computers recycled.
3. The Outcomes
A. Understand change – identify chains of dependendt outcomes dont double count. Be specific about the outcome.
B. Identify the point of the chain to analyze:
- Go beyond the activity – ask… so what?
- Be informed by the outcome that your stakeholder consider’s important
- Feels absolute enough (limited risk)
- Dont lose focus that slops you from being able to see the important details of what’s doing on
C. Account for all stakeholders – but only once.
Outcomes are changes that occur for stakeholders as a result of the activity; for
example, a new job, improved quality of life or increased community cohesion. This
is the result of the organisation’s work and closely relates to the objectives of the
stakeholder. Outcomes are the most important things to measure and can take
place directly as a result of an output, or indirectly over time as the result of other
outcomes being achieved.
Outcomes can be positive or negative, and it is important that your impact map
details both – even if the negative outcomes are unintended consequences.
Making visible any negative outcomes is important because these must be
subtracted from the social value that you create. From an improving perspective, it
prompts you to think about how you can work to reduce these negative outcomes.
Outcomes may also require knowledge of what happens after the stakeholder has
stopped working or engaging with the organisation. This may mean that some
tracking is required and if you are not yet tracking today, you may be required to
estimate how long an outcome lasts. For example, some people gaining work may
drop back into unemployment. There may also be additional long-term outcomes
that result indirectly from gaining employment, such as improvements in mental
health and well-being.
Outcomes can be:
- Entrepreneurs are able to run a business (intended/unintended)
- Entrepreneurs are better able to raise investment funds (short-terms/long-terms)
- Entrepreneurs are more confident and skilled (positive/negative)