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Plenary session led by Substance on how to capture evidence and demonstrate impact and social value with reference to street sport exhibitions
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Demonstrating Impact and Value
Gavin Mellor
Total Cohesion: 09 December 2010
Where we began…
The research challenge
Researched Researcher
Subject of analysis The analyst
Recipients of info Creators of info
The cultural challengeHow to go from...
Monitoring andevaluation
‘Learning anddevelopment’
The technical challenge
Contacts
WorkEvidence
Reports
Impacts and outcomes – reading back from context
Social Value of Football
Total Cohesion, 9th December 2010
The Problem of Social Value
Social impacts V. Social accounts/auditInterventions v Core business activitySome distinction but overlapping and blurred lines
Desire for:QuantificationFinancial Valuation
But also:Progress/ChangeCapture of ‘feelings’Community effect of core business
Community ‘External’ to Clubs?
Supporters Direct: Social Value of Football Research
Supporters Direct: Research OutlineSecondary• Literature and methods review, good practice• 6 Working Papers
Primary1. Survey of CEOs – 10 clubs, all levels2. Comparative Case Studies – 4 clubs (2 fan-owned, 2 non fan-owned)
i) Internal stakeholder perceptions• Qualitative interviews
ii) External stakeholder perceptions • Qualitative interviews – fans, residents, business, local councils• Surveys - fans
iii) Community department monitoring and evaluationiv) Social Audit ‘Bundle’ of Indicators
• Local Spending; Investment in Local Community; Staffing; Environmental Impact; Supporters; Governance
Key Findings1. All activities = community impacts2. Core business affects range of stakeholders3. Few clubs acknowledge, evidence or report4. Fan Ownership: more holistic relationships5. Good and bad practice evident
Illustrating Social Value
Recommendations• Football – change culture and practice
– Clubs – adopt Community Company Objectives– Authorities make reporting requirements– Recognise the added social value of broader based ownership– Football’s opportunity and benefit
• Government – All public authorities: preferential treatment conditional– Local Govt: Encourage wider involvement through powers– National Govt: Recognise added social value of broader ownership– European Govt: To generate Europe-wide evidence of positive social
value
Developing a Social Audit Tool
7 Internal Measures1. Governance2. Financial performance 3. Member/staff economic participation 4. Member/staff democratic participation5. Training and education 6. Staff absenteeism7. Staff profiling / survey
7 External Measures1. Customer and stakeholder satisfaction 2. Impact on social change 3. Ethical procurement and investment4. Local economic impact 5. Investment in community initiatives 6. Environmental impact7. Finance and capital