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
Benefits
Framework
Idea
Initiation
Define
Deliverables
Milestones
Resources
Project monitoring
Project delivery
Governance
Closedown
Project
Management
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

TheSocialReturnon
InvestmentFramework
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