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 [[email protected]]tw @vdmdesign @cmngrd www.commongroundpeople.com commongroundpeople

[ ]

http://www.commonground.com


mailto:[email protected]


http://www.commongroundpeople.com











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



http://www.designagainstcrime.com

http://www.designagainstcrime.com


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

designthinking

userexperience

businessmodel

valuecreation

stakeholders& resources

mapping

personasuser journey

map

businessmodelcanvas

ideas generationtechniques

1 minuteelevator

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]

MyleneJonker

[Amsterdam]

Euclid Network

[London]

Partners &Stakeholders

[Naples]

Unicredit Foundation

[Milan]

Jonas Piet[Rotterdam]

Vincenzo Di Maria[Lisbon]

www.gioconomics.org



http://www.gioconomics.org

http://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...




designthinking




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




#SDS2011

DISCOVER DEFINE DEVELOP DELIVER

The Double 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% partecipazione100% CONTROLlo

100% partecipazione0% CONTROLlo

coproduzione

autorialitàconsultazione

progettazione partecipata

autogestioneautoproduzione

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

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.participle.net

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 ideeuna per postit

2. consultazionecocreazione

5. punti di forzavalore creato

4. prototipo disegnato

6. integrazionecontesto

EMPATia creatività strategia

esercizio di design thinking -10 minuti




userexperience




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




valuecreation




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 CreatorsDescribe 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 & ServicesList 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?

GainsDescribe 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 PropositionCreate one for each Customer Segment in your Business Model

strumenti per elaborare la proposta di valore




businessmodel




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: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)




Key Partners

Key Activities

Value Proposition Relationships

Channels

Revenue Streams

Key Resources

CostStructure

Customer Segments

59


business model canvas - building blocks




Key Partners

Key Activities


Channels

Revenue Streams

Key Resources

CostStructure

Customer Segments

Eliminate/Reduce

CostsCreate/RaiseValue

60


creazione di valore oltre i costi di gestione




Key Partners

Key Activities


Channels

Revenue Streams

Key Resources

CostStructure

Customer Segments

Eliminate/Reduce

CostsCreate/RaiseValue

BestSustainable Equilibrium

max. value capture for

the companymax. value for 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 CustomerSegments 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 i Venture Capitalist



73

gruppi di lavoro


preparate la vostra tavolozza





mapping

personasuser journey

map

businessmodelcanvas


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





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





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



89

break


businessmodel canvas

5’




comunicare e condividere la proposta di valore




theoryof 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.aspwww.theoryofchange.org

theory of change - teoria del cambiamento

• Evaluation• Behaviour change• Outcome/goal/vision• Output• Impact (change)• Assumptions• Interventions• Indicators



http://www.google.co.uk/url?ei=r2yATeOIMIaG4Qaz2u3hBw&sig2=G-w-Arpv9aAQrcXgCWdZyQ&q=http://www.skollfoundation.org/skollawards/glossary.asp&sa=X&ved=0CAQQpAMoAA&usg=AFQjCNFIXY61sYzS1m3VPLcAJsHhw7JUpw

http://www.google.co.uk/url?ei=r2yATeOIMIaG4Qaz2u3hBw&sig2=G-w-Arpv9aAQrcXgCWdZyQ&q=http://www.skollfoundation.org/skollawards/glossary.asp&sa=X&ved=0CAQQpAMoAA&usg=AFQjCNFIXY61sYzS1m3VPLcAJsHhw7JUpw

http://www.theoryofchange.org/

http://www.theoryofchange.org/


pianificazione e progettazione retroattiva




StakeholdersStakeholders

� � �

�

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

OutcomeMore engaged with the community and increased social inclusion (maybe through volunteering or involvement in local activities/clubs/groups)

OutcomeMore confidence, raised self-esteem and mental wellbeing.

OutcomeBetter prepared to deal with future challenges (because they have the support of the ambassador? or they have identified their support

network?)

OutcomeMore 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

SPAOlder peoples voluntary organisations: Sharp EndCommunity Groups: BME groups, Turkish speaking

groups, Asian women groups,

Bengali housing groups,

Jewish community groupsOther voluntary organisations who want to engage with older men – friend or foe?

PCT, doctors surgeries

Unemployment and benefit –

The Job CentreCitizens Advice Bureau and other advice organisationsHackney HomesLondon Borough of HackneyMayors office – older people’s

championSocial servicesMen and women in mid-lifeAgewell 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

OutcomeOutcome

Outcome

Long-term impacts

OutputOutput

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 modelTheoretical 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

OutputsExperienced by participants and other stakeholders

ImpactsBig picture changes for a wider group of people

CHAHA activitiesNutritional 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

OutcomesChanges experienced/observed by participants

Inputsi.e. time, grants, staff, volunteers

ActivitiesCHAHA project activities

InputsStaff 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 PROGRAMMEA 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 minuteelevator

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



http://en.wikipedia.org/wiki/Value_proposition

http://en.wikipedia.org/wiki/Value_proposition


TWEET PLEASE: THE RURAL HUB È...




grazie e buona continuazione

Vincenzo Di Maria [[email protected]]

tw @vdmdesign @cmngrd www.commongroundpeople.com

commongroundpeople









Strumenti creativi per le Imprese Sociali

Design

Transcript of Strumenti creativi per le Imprese Sociali