The SROI provides an approach to measuring impact that is of interest to nonprofits and their third party funders, all of whom continue to search for performance measurement metrics that lend themselves to ongoing performance management. Given the ubiquity of logic modeling, SROIs are attractive since they essentially build on the logic model by dividing monetized benefits (out- comes) by the cost of inputs. Further, in a scarce funding environment where government support for social programs is under budgetary pressure, SROI holds additional appeal by translating social value into economic terms and providing an investment framing that appeals to third party funders. However, as the JVS case study and the Yale student case studies highlight, there can be serious methodological challenges to monetizing benefits, and even thought- fully developed, empirically based estimates of SROIs done by smart, committed individuals working off the same data can result in very different final numbers. For the funder or the nonprofit considering the SROI as an option for perfor- mance evaluation that draws on an investment framework, may this article serve as both a guide to the landscape of SROI and a review of the key challenges of going down this path at this stage in the field’s development.