Managing

Benefits from

Projects

Hugo Minney PhD

The Social Return

Company

Contents

1 Hour practical session to

cover:

Pick the right stakeholders

Know what makes a

difference

Measure and report to drive

change

Exercise in Stakeholder

mapping

Exercise in Benefits mapping

15 mins introduction and

explanation

20 mins stakeholder mapping

20mins benefits mapping

5 mins sum up

Who am I to talk?

1990 – PhD and Computer Salesman

2000 – Cap Gemini

2004 – NHS Modernisation Agency

Developing national policy including Emergency Care Practitioner (ECP); Regionally, locally, arms length bodies in NHS

For profit and not-for profit NHS and social care facing roles

CURRENTLY: Company Secretary of GP-led federation with 170,000 registered patients

AND: The Social Return Company lead consultant

AND Registered Project Professional, Fellow of APM

Basics of Benefits Management A benefit is a result that a stakeholder perceives to be of

value.

Benefits Management is the identification, definition, planning, tracking and realisation of business benefits

Social Return on Investment (SROI) is a framework for measuring and accounting for a broad concept of value; it seeks to reduce inequality and environmental degradation and improve wellbeing by incorporating

social, environmental and economic costs and benefits.

Benefits can be more than profit

Not-for-profit - how to measure return on investment?

• Savings on other possible costs to the public purse

• A value assigned to Quality of Life, or Happiness

• Future impact on the economy

For Profit and Commercial

• Customer satisfaction – an indicator of future business

• Staff satisfaction – R&R and productivity

• IP portfolio

Making Change Happen

Change doesn’t happen on its own – duh! (while not all changes do lead to improvement, all improvement requires change)

Change happens because people

make it happen A clear vision

A way to measure progress

A clear connection between what is done and what is achieved

Something that motivates people (The basic benefits questions

of any Change):

• Who is it all actually for?

• What do they really want out of it?

• What makes this choice better than Plan B?

Four stages when you apply Benefits

Management:

• WHY – business case, sponsor, stakeholders

• WHAT & HOW

Project planning, measurement schema

Project delivery, decisions to maximise benefits

• HANDOVER – handover capability, plus motivation

• ONGOING

Measuring and reporting

Tweaking and adjusting for even better outcomes

Define Benefits

Case for Investment

Quantify and

milestones

Decisions to

maximise

benefits

What benefits

deferred and how

to monitor them

Ben

efi

ts

Fra

mew

ork

Idea

Initiation

Define

Deliverables

Milestones

Resources

Project monitoring

Project delivery

Governance

Clo

sedow

n

Pro

ject

Man

ag

em

en

t

Handover

Benefits Management and

PRINCE2

Business

as Usual

Reporting

& tweaks

WHY WHAT &

HOW

HAND-

OVER ONGOING

Considering Social Return on Investment

(and any other investment which plans to achieve more than PROFIT)

1. Establish Scope and identify key stakeholders (Stakeholder Mapping and

real Engagement)

2. Map outcomes (impact map/ theory of change) including 2nd and 3rd level

impacts

3. Evidence outcomes and give them a value (Value is only what is described

by stakeholder. What numbers are defendable?)

4. Establish impact (what would have happened anyway? What is attributed to

what?)

5. Calculating SROI – and if you want to do it properly, sensitivity analysis

6. Reporting, using and embedding

Th

e S

ocia

l Re

turn

on

Inve

stm

en

t Fra

me

wo

rk

Scope of report

•Define what service, what periods

•Define stakeholder groups and engagement

Map outcomes

•Outcomes/benefits from stakeholder interviews

•Cross-reference between stakeholders - which benefits contribute to more than one group

Evidence and value

•Triangulate responses and add desk-based research

•Sanity-check calculations with original respondents

Establish impact

•Attribution to this or other initiatives

•Deadweight - what would have happened anyway

•Drop-off - how long do the costs last, how long do the benefits last?

Calculate SROI

•Ensure you've captured all the costs, and attributed them correctly to the correct stakeholders. Are some 'in kind' costs?

•Capture all benefits. Avoid double-counting

•Minimum and maximum for sensitivity analysis

Reporting, using,

embedding

•Stakeholder review and comments

•What is found to be most valuable by the recipient - can you do more of this?

•What could be improved?

Engaging Stakeholders

Introduction to Airedale Integrated Care

project

“1 Patient 1 Record”

Stakeholder Mapping – ‘Circle of

Friends’ Important

Influencing

Interested

WIIFM

Take one of the stakeholders from the

centre and list the non-financial benefits

they want to see

A benefit is a result that a stakeholder perceives to be of

value.

Measuring the SRoI

Care Commissioners want to see empowered patients (on the assumption that empowered patients take more care of themselves and so make less demand on resources)

Empowerment:

• Understand their condition and what they can do about it (scale?)

• Take action to self-manage (scale?)

• Impact on other resource use

Benefits Mapping

Benefits Mapping – on computer

Enablers/

given

Actions/

Projects

End State

(Needs to look like)

Strategic

Objectives

Use of

Resources

Decision

process

Decision

quality

Performance

Management

Budget

Systems

Processes

People

Guidance

Whole system

results

National KPIs

Local

presentation

Public

Service User

Staff

Cross system

impacts

Resources

MEANS WAYS ENDS

Benefits Mapping

Map the links from “1 Patient, 1 Record” to

More Empowered Patients

Benefits Mapping – on computer

Enablers/

given

Actions/

Projects

End State

(Needs to look like)

Strategic

Objectives

Single ID

Patient

Information

Training

Staff/

Resource

information

Budget

Systems

Processes

People

National

Guidance

Healthier

people

More Effective

Use of

Resources

Better Patient

Experience

Accessing Current

Information

Patient at the

Centre

Less duplicated

activity

Staff Empowered

No carousel of faces

MEANS WAYS Benefits by

Stakeholder

Group

Balanced

Scorecard

Staff Motivation

“I can tell my grandchildren ‘I did a good job this week’ “

Lower Sickness/ Absence

Easier Recruitment/ Retention

Getting much more done

Engaged with corporate objectives – even to MAKE MONEY

The calculations for Empowered

patients How many people are more empowered?

How much are they more empowered (may need to segment into types of empowerment)?

What difference does it make:

• Quality of Life (and what’s our value assigned? Who for?)

• Happiness (value assigned)

• Use of resources (over next 12 months, next 36 months, next 5 years?) – predicted based on experience/ research

What would have happened anyway?

What’s the normal progression of disease/

decrepitude? (without empowerment)

• When do they need residential care?

• When do they need hospital care?

• What’s changed in society’s attitudes?

How much would this normally cost?

The price of happiness

Votes

Sickness (loneliness and heart disease.

Demotivation and obesity)

What I would want for myself – an how much

of someone else’s money will I assign to it?

How much would I spend for myself?

What gets you up in the morning?

Nobody comes in to work to do a bad job (well, almost nobody)

We all want to make a difference – make the world a better place

Very few people work just for the money*

• Osterloh & Frey 2007 Does pay for performance really motivate employees?

• PwC NextGen 2013: Millennial workers want …

“I can tell my grandchildren ‘I did a good job this week’ “

Driving improvement

We (the people who talk to the client/ do the work) see the need/problem first!

We know what to do about it (have the most experience)

We can inspire*

We won’t resist our own design for change

(a new problem – managing configuration)

Malcolm Gladwell – Tipping Point

When the best leader’s work is

done, the people will say:

“We did it ourselves”

Lao Tzu

Hugo Minney

PhD, Acc Prac SROI, F APM, PRINCE2,

RPP

07786 961837

Hugo.Minney@TheSocialReturnCo.org