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