As someone who has been involved in the Social Value movement for about 25 years, I can confidently say that the international connections I have made over the years have been instrumental and perspective-shifting in my development as a practitioner, leader, and advocate.

My most recent experience of this was in conversation with one of the architects of the Social Value movement, Sheila Durie, co-author of The SROI Guide, and current chair of the Social Value International Standards Committee.

I had referred to my learning from Carol Anne Hilton’s book Indigenomics, Taking a Seat at the Economic Table, in which Carol Anne contrasts 11 elements of Indigenous and Western/Mainstream worldview (pages 15-19).  Upon reading Carol Anne’s perspective on these pages, I had a profound sense of connection to the Social Value Movement, as our Principles encourage thinking and action that move away from a typical Western/mainstream approach by placing people and their own experiences at the centre of decision-making and accountability.

Our conversation was about Social Value Principle 1: Involve Those Affected[1]. I shared with Sheila how motivating and hopeful it is to know that the Social Value movement's founding ethos aligns with a core aspect of the Indigenous worldview as described in Indigenomics. This is essential to the usefulness of Social Value and SROI work in Canada.

Later, Sheila asked if I was familiar with Scotland’s recent Community Wealth Building (Scotland) Bill, passed in February 2026.  I wasn’t, so checked it out.

I discovered that the 2026 legislation builds on the Community Empowerment (Scotland) Act 2015, furthering Scotland’s commitment to creating a well-being economy.  It prioritizes community resilience, equality, sustainability and local wealth distribution, embedding these goals into economic policy.  The legislation recognizes that everyone prospers when communities are strong.

While many well-being frameworks are evolving toward, or already include, a systems approach, the concept of well-being is often discussed in terms of individual outcomes. While the impact on individuals is unquestionably important, the concept of community wealth building asks a bigger question: what conditions allow people and communities—i.e. collections of individuals—to truly thrive?

Scotland’s 2026 Community Wellbeing legislation advances this line of thinking.  It positions well-being within both community life and the local economy. This is governance reform based upon an evolved definition of how value is created and how it is experienced.

Those of us working in this field respond, “Yes, of course!”  However, we need to remember that the Social Value movement was launched (25 years ago). The Principles[2] were articulated in response to a need for decision-making and accountability that prioritize the experience of people impacted.   Without Principle 1: Involve Those Affected, we remain at risk of assuming what others have experienced and its significance, rather than taking lived experience into account and using that knowledge to maximize impact with resources available .

In Social Value courses offered in Canada, we spend time reflecting on the evaluation mindset, as there is a difference between evaluating whether an objective was achieved and evaluating the lived experience of impact. We have many ‘aha!’ moments in recognizing a common default towards the former and the difference in skillset required to fully achieve the latter. Working to understand another’s lived experiences takes skill, time, and patience, all of which can seem to be in short supply.

For example, I have been privy to the work of a wound care clinic set up to address the urgent, ongoing, and emergent healthcare needs of the insecurely housed in a major Canadian city.  Those accessing the clinic have a variety of needs, ranging from severe infections that risk amputation to less serious concerns that can be addressed in the moment, thereby avoiding more serious problems down the road.

One might think that the most valued aspect of the clinic experience would be efficient and orderly service provision.  While that is certainly important, it ranks lower on the value scale for those who use the clinic than welcome and acceptance do.  This has high meaning to the clinic visitor for many reasons, both emotional and physical.

It is also meaningful to the funder, which is a provincial health care service.  Value is created for all parties by providing high-quality health care services in a warm, welcoming environment.  Without service provision that sets the right tone for the clinic user, they simply won’t come.  The end result would otherwise be urgent service needs and a more expensive, complicated and potentially upsetting (for the patient) response.

Which brings me back to one of the core strengths of the Social Value movement: international connections enabling broad-based learning and growth.

Social Value practice in New Zealand[3] has made a significant contribution to the global movement. It continues to demonstrate that understanding lived experience leads to effective matching of resources to need.  This has empowered people to strengthen their own well-being and contribute to their collective well-being.

This exemplifies the benefits that flow from involving those affected as we seek to understand the best options to act.  When we understand, we can connect with the things that matter the most to those who need to engage in order successfully achieve their desired outcomes.

The examples of legislative innovation in Scotland and culturally grounded practice in Aotearoa are inspiring, and there are others: The 2015 Wellbeing of Future Generations Act in Wales, for example, which mandates that decision-makers find ways to meet current needs without compromising future generations. These examples encourage us to believe that systems can place people at the heart of decision-making, and that both economies and communities will be stronger as a result.

For those of us working in Social Value, this is both an affirmation and a challenge. It affirms the significance of Principle 1: as a fundamental starting point, and of the eight Principles together as an operating norm.  At the same time, it challenges us to deepen our practice—to move beyond advocacy, to find opportunities to change how decisions are made and how resources flow. We must continue to listen actively and attentively, and to ensure that our work truly reflects the voices and realities of those most affected.

International connections have always been a strength of the Social Value movement, but now they are also its catalyst. By learning across borders and worldviews, we improve our own practice, demonstrate what becomes possible, and contribute to a greater understanding of value itself.

Together, we are changing the way the world accounts for value. Join us.

[1] Principle 1 is also known as Involve Stakeholders, but this language is adapted in Canada.

[2] Involve Those Affected, Understand What Changes, Value the Things that Matter, Only Include what is Material, Do not Overclaim, Be Transparent, Verify the Result, Be Responsive

[3] Led by the Whanau Ora Commissioning Agency

Stephanie Robertson is a trailblazing leader in the global social value movement, serving as Co-Chair of Social Value International and Founder of SiMPACT Strategy Group and Social Value Canada. With more than 25 years of experience, she has worked across sectors to support organisations, governments, and communities to better understand, demonstrate, and maximise their social impact. Her early grounding in entrepreneurship education and award-winning case study development at London Business School has shaped a career defined by practical insight, global connection, and a deep commitment to capacity building.

Stephanie’s work focuses on advancing how value is understood and applied in decision-making, particularly through the integration of social value into ESG and sustainability reporting. She is a strong advocate for approaches that centre lived experience, ensuring that people’s well-being sits alongside financial and environmental measures of success. Through her leadership, she continues to challenge conventional thinking and inspire systems-level change toward a more just, inclusive, and equitable world.