Reports Database

BRIEF SUMMARY

This report evaluates, through the SROI methodology (Social Return on Investment), the impact of the intervention implemented as part of MÁS CASA: Innovation pilot project for the systematization and measurement of the Casa Verde intervention model. This methodology allows the social value generated by the intervention implemented in the three territories covered by the MÁS CASA project to be translated into economic terms. The project began in 2023 and concluded in the first quarter of 2025; However, the impact evaluation focuses on the intervention executed during 2024, since it was in that year when the model was piloted in the new territories.

The data presented in this report offer a “snapshot” of the impacts produced after the deployment of the model, both on the participants and on other stakeholders, once the intervention stage has concluded. This document is part of a broader set of deliverables linked to the systematization of the Casa Verde model, although it does not cover them in their entirety, since in this case it focuses exclusively on assessing the effects associated with the implementation of the intervention model in the three territories: Pauta, Tetuán and Vallecas. In this way, it contributes relevant information for decision-making in future editions of the model, together with other data generated by the different deliverables that, comprehensively, assess and evaluate the pilot.

The MÁS CASA Project was promoted by Fundación Manantial and financed by the Department of Family, Youth and Social Policy of the Community of Madrid in the context of the Recovery, Transformation and Resilience Plan, in accordance with Royal Decree 1101/2021, of December 10 (la Consejería de Familia, Juventud y Política Social de la Comunidad de Madrid en el contexto del Plan de Recuperación, Transformación y Resiliencia, de conformidad con el Real Decreto 1101/2021, de 10 de diciembre). with a total allocated budget of €1,369,487.64.

During its development, the main objective of the project was to support families facing challenges related to mental health conditions, gender-based violence, or social isolation in their caregiving roles in caring for their children. To this end, the project provided structured activities including psychosocial support, educational assistance, group sessions, and coordinated efforts with mental health and social service providers, in a structured manner as part of the MÁS CASA model. The intervention engaged 66 families living in the communities of Vallecas, Parla and Tetuán territories (Madrid).

For each 1€ invested, social value is generated between €2.77 and €3.43

This range is established based on different levels of reliability and coverage, allowing decisions to be adjusted according to the degree of risk that is assumed in each decision, since the range shows data from a ratio that only includes data from a representative sample to a ratio that takes into account groups with a sample that presents a low degree of sampling error, but exists, so there is a certain risk that it does not exist reflect completely the voice of the stakeholder group.

The conservative ratio (€2.77), based only on representative data, reflects the value generated with a representative sample, extrapolated to the groups with said sample, thus minimizing the risk of overestimating the impact. On the other hand, the inclusive ratio with moderate risk (€3.43), which is made up of extrapolated data from all stakeholders, including the responses of Community Agents, taking into account a sampling error of 34.96%. In economic terms, the Total Present Value (TPV) of the social impact generated by MÁS CASA in a conservative scenario amounts to €1,678,859, which represents almost triple the value of the investment made. Once the invested resources (€605,564) are deducted, the Total Net Value (TVN) generated by “MÁS CASA” stands at €1,073,295.

The analysis of the distribution of social value shows that the MÁS CASA intervention generates greater impact, with the 55.78% (equivalent to €955,775) of the total social value affecting the children and their parents – the people who directly benefit. The seven impacts with the greatest economic value correspond to the groups of children and their parents, highlighting in children an improved ability to play (children play more), greater closeness and affection in relationships, improved relationships with peers, an improved learning process, and for the caregivers an enhanced experience of motherhood, better parenting skills, and stronger relationships between them and their children.

These effects generated by the model intervention reinforce MÁS CASA’s support approach by reducing the degree of vulnerability of families, preventing a guardianship situation and promoting a safe and healthy family environment. In particular, the social value generated exclusively by the improved ability to play (they play more) (€234,502), greater closeness and affection in relationships (€142,182) and Improved relationships with peers (€109,755) are equivalent to More than 20% of the total social value generated is focused on children, which shows a significant evolution.

Although the positive effects of the project are clear and valued from the beginning of the intervention, its sustainability has been estimated by the participants to range between 2 and 3 years. Both the professional team and the caregivers agree that the sustainability of the advances requires longer support, since many people need more time and support to consolidate the changes in their daily lives.

Furthermore, it is important to consider that the evolution of the relationship itself and the maturity of the children can influence the perception and evaluation of changes over time, which also explains an estimated medium-term durability. Regarding the depth of the change – in other words, the extent to which “significant” change has been generated – the report suggests that areas with more therapeutic activities, such as psychotherapy and sensory integration interventions, are associated with the most notable impacts, such as improved mental well-being and a feeling of being “calmer”. This could indicate that greater intensity of participation may lead to a deeper impact, which could be evaluated in more detail in future editions.

The report offers a series of recommendations for future interventions including: Extend the duration of the intervention, Strengthen support for Paid Staff, Continue consolidating community alliances and Carry out medium and long-term impact evaluations. The latter would allow the social contribution of the preventive strategy promoted by MÁS CASA to be assessed, especially in terms of the potential savings for the Public Administration by avoiding costs associated with child protection measures.

Finally, the information collected in this report not only allows to understand the social value generated by MÁS CASA but also provides a key database for the continuous improvement of similar interventions. The data reflects the voice of the people impacted by the activities, as well as the value that they add or, in some cases, detract from their well-being and quality of life.

EXECUTIVE SUMMARY

This executive summary offers a clear and succinct presentation of the most significant findings, recommendations and essential procedures of the study on Monetized Social Return (SROI) applied to the SomosVoz socio-educational intervention model. This report focuses on evaluating the Social Value derived from the model by defining “Social Value” as; “The importance that people give to different aspects of their well-being and the changes they experience (in these aspects of well-being).”

This Social Return on Investment (SROI) evaluation assesses the social value created by SomosVoz, a socio-educational innovation model designed to reduce the risk of institutionalization of children and adolescents through integrated work with minors and their families in socio-educational centers across Spain. The model was piloted over 12 months in 2023 in 25 centers across 9 Autonomous Communities, within the national “Innovation Program for the Prevention of Institutionalization in Childhood,” coordinated by the State Coordinator of Salesian Social Platforms and the Pere Tarrés Foundation.

Method and scope. The study applies accredited SROI standards to identify, measure, and monetize material changes for key stakeholder groups: children and adolescents, mothers and fathers, professionals, and participating socio-educational organizations. Mixed qualitative and quantitative methods were used with strong stakeholder involvement and validation, and transparent treatment of limitations and risks. The evaluation period covers January–December 2023; data were collected February–June 2024.

Who was reached and how robust are the findings? Target populations were 384 children/adolescents, 320 mothers/fathers, 91 professionals, and 39 socio-educational organizations. Samples achieved statistical representativeness for children/adolescents (sampling margin of error: 5.33%), mothers/fathers (7.23%), and professionals (8.36%); organizational data were partially representative (sampling margin of error: 17.17%).

SROI results.

• Headline ratio: Between €1.42 and €3.37 of social value generated per €1 invested, depending on whether results reflect only the direct sample (lower bound) or are extrapolated to the full population (upper bound). The extrapolated SROI is 3.37. Total investment considered: €1,559,073.95; corresponding Net Present Value (NPV) of social value (net of investment): €5,249,076.49.
• Distribution of value: 66.42% of total social value accrues to children and adolescents (≈ €3,481,242.81); 28.57% to mothers and fathers (≈ €1,499,741.02); 4.84% to socio-educational organizations (≈ €254,079.13); 0.27% to professionals (≈ €14,013.52).
• Per-person values (illustrative): Children/adolescents: €9,066 per child; mothers/fathers: €4,687 per parent; professionals: €670 positive and –€546 negative per person (net reduced by stress).
• Balance of impacts: Positive impacts account for 99.05% of total value; negative impacts 0.95%, arising exclusively from increased stress among professionals.

What changed and where the value concentrates. The largest contributions come from children’s outcomes: improved intra-family relationships, better relationships with peers, improved behavior in school/other settings, broader support networks, and greater autonomy. For families, high-value outcomes include personalized socio-emotional and community help, enhanced family atmosphere and wellbeing at home, and greater family autonomy. At organizational level, material outcomes include improved quality and efficiency of services, increased possibility of obtaining financing, and enhanced technological assets.

Domains of wellbeing. The program’s social value concentrates in Interpersonal Relationships (60.20%) and Social Inclusion (19.38%) within the Schalock–Verdugo framework, underscoring the model’s relational and community strengths. Inputs and sensitivity. The investment figure combines financed and non-financial resources, including significant in-kind contributions and professional overtime reported by centers. Sensitivity tests show the SROI ratio remains within the stated range under conservative assumptions.

Recommendations

• Mitigate staff stress: Add regular supervision, manageable caseload guidelines, and brief psychosocial check-ins to address the identified negative effect among professionals.
• Prioritize high-value outcomes: Focus delivery tools and supervision on intra-family relationships, peer relationships, behavior in educational settings, support networks, and autonomy.
• Strengthen family partnership practices: Systematize personalized socio-emotional support, referral pathways, and family goal-plans with scheduled follow-ups.
• Safeguard model fidelity at scale: Define core components, minimum dosage, and supervision cadence to maintain quality during expansion.
• Targeted capacity building: Provide short, practice-oriented training in relational work, behavior support in schools, and community network mapping.
• Improve organizational evidence quality: Increase center participation and standardize data capture to reduce the organizational sampling margin of error in future cycles.
• Establish feedback loops: Create a simple dashboard of key outcome indicators and hold quarterly learning reviews to iteratively refine delivery.

Conclusion. SomosVoz demonstrates strong social value creation, especially for children and families, with material improvements in family dynamics, peer relations, autonomy, social support, and inclusion. While staff stress emerged as a compensating negative effect, overall impacts are highly positive and robust—supporting scaling and operational refinement of the model across socio-educational centers in Spain.

“This report provides an overview of the approach to and findings of a Social Return On Investment (SROI) analysis conducted as part of the wider Evaluation of Nourishing Norfolk carried out by the University of East Anglia.

Nourishing Norfolk Network

In Norfolk, almost 60,000 people struggle to get the food they need, with an additional 20,000 at risk of becoming food insecure. In just over a decade, Norfolk went from 0 to 80 food banks. Norfolk Community Foundation (NCF) sought to work with grassroot organisations to investigate food insecurity at the local level and design community asset-based approaches to respond to specific community needs and available resources (Norfolk Community Foundation, 2023).

Starting with a pilot social supermarket in Thetford, The Burrell Shop, was launched using a social supermarket model provided by Feeding Britain. This was seen as successful and led to NCF developing their own concept of what a social supermarket could look like in Norfolk. They created the idea of a ‘food hub’: a place where people could access affordable food and support to help escape food insecurity in the future. Working with Norfolk County Council’s Office of Data and Analytics (NODA), NCF identified 10 locations where food support would have the biggest impact. From this, NCF began to build the UK’s first centralised affordable food hub network.

Established in 2022, the Nourishing Norfolk Network, led by NCF, has been working with local partners to develop food hubs across Norfolk’s most deprived neighbourhoods. The network aims to provide affordable groceries to thousands of people in Norfolk, whether they are in a densely populated city or a sparsely populated rural village. It now includes 26 food hubs, each operated by difference charities and organisations with unique characteristics responding to the needs of their local communities.

Evaluation of Nourishing Norfolk Network

In 2024, a team of researchers from the University of East Anglia were commissioned to evaluate the Nourishing Norfolk Network. The mixed methods evaluation aimed to identify: Firstly, the difference that the programme has made to people and communities in Norfolk. Secondly, the opportunities that exist to further develop the programme to meet existing or emerging needs. Thirdly, the social value and impact of support leveraged through the programme and fourthly, what can be learned from the way that the programme has been set up and delivered to inform NCF’s wider work. Ethical approval for the evaluation was sought from the Faculty of Medicine and Health Sciences Research Ethics Subcommittee in August 2024 (Ref: ETH2324-2961) and fieldwork took place between September 2024 and March 2025. Findings from the wider evaluation will be published separately. This report outlines the findings of the social return in investment component of the report.”

“About Crann
Crann is a registered charity based in Ovens, County Cork. The organisation was established in 2014, incorporated in 2018 and commenced operations in 2019. As of January 2025, it has a team of 25 staff and
turnover of approximately €2 million per year. Crann served 646 clients with a disability and 491 family members across its suite of services between 2019 and the end of 2024. It provides evidence based, high
quality services and supports for children, adults and families living with congenital, progressive, or acquired neuro-physical disabilities. Its services are focused on, but not limited to, people who have any of ten
diagnoses:

• Arthrogryposis
• Cerebral Palsy
• Hydrocephalus
• Multiple Sclerosis
• Muscular Dystrophy
• Osteogenesis Imperfecta
• Spina Bifida
• Spinal Cord Injury
• Spinal Muscular Atrophy
• Stroke

Crann’s vision is an inclusive partnership which empowers children, adults and families living with neuro-physical disabilities towards better health and wellbeing and increased opportunities for participation in
education, work and leisure. The organisation utilises an evidence-based, best practice 2Generation (2Gen) Model of Care (illustrated in figure 1) that delivers meaningful outcomes for the children, adults and families who use its services. Services are provided through six core themes, delivering integrated, wraparound care:

• Psychological Wellbeing
• Health and Continence
• Education and Career Pathways
• Mobility
• Independent Living
• Social Capital

It is a core part of Crann’s mission to provide a unique service offering and not duplicate services that are already available to people with disabilities in Ireland.”

“Key Findings

Social Return on Investment (SROI) is a methodology used to evaluate the total value created by an
organisation’s activities on all of its stakeholders. It draws on well-established methodologies from economics,
accounting, and social research.

The Social Return on Investment analysis of Crann’s Services was underpinned by the seven guiding principles of social value:

• Involved stakeholders
• Understand what changes
• Value the things that matter
• Only include what is material
• Do not overclaim
• Be transparent
• Verify the result

The SROI method ascertains the value of outcomes experienced by stakeholders and is especially pertinent in valuing “soft” outcomes, or outcomes that do not have a simple market value. The social value is calculated by attributing a financial value to the quantified change experienced by stakeholders, commensurate with the size of the change. For many stakeholders, it is difficult to place a value on a “soft” outcome, like one’s mental health, so SROI uses financial value as a proxy for value, allowing for comparison between the value of different outcomes that would otherwise be difficult to compare. These financial proxies represent the value of the change experienced and not the value or cost of the service provided.

The most important component of the SROI is to understand the value that the clients of the services and other stakeholders place on their outcomes, so that we can understand what they value the most. Decisions
can then be made to increase that value and avoid actions that reduce it. Involving stakeholders is key to understanding this, so stakeholder views were collected qualitatively from 36 stakeholders and from 228
stakeholders using quantitative surveys during the SROI Evaluation period. Quantitative data was supported by qualitative findings from a mixture of interviews and focus groups, conducted during Evaluation Stage 1 – Qualitative. A comprehensive overview of the stages of research involved in the SROI Evaluation are included below, in Section 1.4 and the preceding SROI Forecast method is included at Section 3.4 to provide context. Stakeholders were given the opportunity to review the findings and confirm or clarify their perspectives as well as suggest new insights at each stage.

The value of the outcomes included in this SROI analysis represents the value created by Crann through the in-scope services included in the evaluation, that would otherwise not have happened without the intervention of those services. Any value that would have happened anyway (deadweight) or that is attributable to other interventions (attribution) has been deducted.”

An executive summary of this report is available here.

“About Crann

The Crann Centre (“Crann”) is a specialist healthcare centre offering high- quality, 2Generation (2Gen) solutions for children, adults & families living with neuro-physical disabilities across Munster. Over 700 families have received support since services began in 2018, serving both adults and children.

Headquartered in Ovens, Co. Cork, the organisation offers tailored services to address 10 specific diagnoses, including Stroke, Cerebral Palsy, and Spina Bifida.

The Crann 2Gen Model of Care intentionally focuses on the family unit and integrates six interconnected programmes to create wraparound care. A multidisciplinary team of experts, in healthcare, education and career coaching, psychotherapy, social prescribing and client liaison, collaborate to deliver intensive, co-ordinated care plans which adapt to families’ evolving needs.

Purpose of the Analysis

Crann engaged consultants, The Outcome, to undertake a Social Return on Investment (SROI) analysis of its services. Between Jan 2023 and Oct 2024, Crann undertook the second phase of a three-year SROI
analysis. Data collection took place between Oct 2023-24 and analysis was completed in Mar 2025.

The SROI analysis focused on 4 key programmes:

• Psychological Wellbeing: providing mental health interventions for clients & family members.
• Health & Continence: key health interventions in areas specific to self-management and health for people living with neuro-physical disabilities.
• Social Capital: creating opportunities for families to participate in activities & engage with their peers.
• Personal Support & Connection: a key programme which helps families navigating life with neuro-physical disabilities.

The first 3 programmes were chosen as the most well-established at the time of a Forecast SROI Analysis completed in 2022. The inclusion of the Personal Support and Connection programme was a direct response to stakeholder feedback received in 2022, recognising its importance in supporting families with neuro-physical disabilities.”

The full report is available here.

“Executive Summary:

Major disasters such as earthquakes affect human life in many different dimensions in the short, medium, and long term. Eliminating or at least minimising these profound impacts requires a significant effort along with financial resources, such as coordination, flexibility, ability to act quickly, and sustainable strategy.

Children and young people are among those who are directly or indirectly affected by earthquakes and natural disasters. In addition to the difficulties caused by the earthquake, children and young people have difficulty imagining what these sudden changes will cause, negatively affecting their well-being. All young individuals, from the youngest ones to university students, who have experienced the fear of an earthquake have to face the uncertainties and difficulties brought by the post-earthquake period.

Education is children’s most fundamental right, regardless of disaster or periods of stability. Vehbi Koç Foundation established the Vehbi Koç Foundation (VKV) Disaster Fund with the support of Koç Group companies and employees immediately after the earthquake that deeply affected a large region in Türkiye. The VKV Disaster Fund is an example of a fund with broader support and a holistic approach that includes education, aiming to support the well-being of children aged 0-18 living in Hope Cities established in Adıyaman, Hatay, İskenderun, Kahramanmaraş, and Malatya, and helping them realise their maximum potential.

This evaluative report includes the Social Return on Investment (SROI) analysis of the investments made for scholarship and tutoring support provided under the Vehbi Koç Foundation Disaster Fund between July 1, 2023, and August 31, 2024. The two main objectives of this analysis are to facilitate impact-oriented decision-making by management to increase the value created and to be accountable and transparent to funders and external stakeholders. The report has been prepared to understand which stakeholders are impacted by the fund and how much, and to support decisions to maximise positive impacts and the management of value created in line with these findings. It is recommended that the findings be used for internal management purposes and shared with external stakeholders.

There is another benefit of this report for the impact community in Türkiye, who would like to increase their impact thinking, impact measurement and management capacity, which is being able to witness the process of the analysis. This report was written to show all the processes transparently step by step needed to understand what to measure, how to measure, how and when to make the necessary judgements and decisions based on data to increase social value for stakeholders. One could easily understand the SROI analysis process and the thinking behind it by following the chapters and how the content has evolved in each step.

The SROI analysis was conducted using the Social Return on Investment (SROI) methodology, social impact management, and social value principles, following relevant international standards. The methodology was applied to understand and account for the social value created in the lives of stakeholders as a result of the activities. A monetary value was created and compared with the investment made.

The analysis resulted in calculating the ratio of the social value created per amount of investment as 24,61. However, the sensitivity analysis revealed a range for the SROI ratio. Specifically, under various tested scenarios, the SROI ratio was found to vary between 1:7,97 and 1:30.19. This range shows that even with careful adjustments to assumptions, the program consistently delivers significant positive social benefits. This transparent presentation of the sensitivity analysis helps to understand potential variability more clearly, and confidence in the overall value proposition identified is strengthened.

The support provided under the VKV Disaster Fund included monthly scholarships for high school and university students, free exam preparation courses (tutoring) for middle and high school students, and graduates delivered by local tutoring centers, stationery and book sets for children, psychosocial support, and exam counselling. The primary beneficiaries of the Disaster Fund were children and youth aged 0-18 living in Hope Cities. Secondary beneficiaries included parents, tutoring centre teachers and managers, VKV headquarters employees, and field staff in Hope Cities.

As a result of the SROI analysis, it was determined that a social return of 24.61 TL was obtained for every 1 TL investment.  The ratio is high therefore the risks of overvaluing was carefully evaluated and regarding the context of the activity, considered as reflecting the social value experienced by the stakeholders.  This result shows that the VKV Disaster Fund has created a significant positive social impact. Positive changes that stakeholders have experienced include increased hope for the future, improved academic performance and self-confidence, decreased stress and anxiety, increased economic sense of security, and a greater sense of freedom. In addition, the psychological well-being of students, their parents, and teachers has been improved.

Some challenges and risks were also identified during the analysis. A small percentage of students experienced more stress due to increased expectations. In addition, field staff reported an increased sense of exhaustion/compassion fatigue.

The recommendations based on the findings of the SROI analysis, are shared in detail at the end of the report. However, the author wants to highlight here the need for a more complex understanding of academic success. The students supported by the Disaster Fund are considered as disadvantageous due to experiencing enormous natural disaster but have also experienced COVID with its online limited education, usually come from low social capital backgrounds and have had limited access to quality education and support. Disaster Fund support helps them remain in education and increase their educational goals, however overcoming all these conditions and competing with their more advantageous peers may require further support. Therefore, their success should not be benchmarked against the exam success but considering the progress they have made.

In conclusion, the VKV Disaster Fund has created a significant positive social impact on the lives of people affected by the Kahramanmaraş earthquakes. SROI analysis provides information to improve the Fund’s effectiveness, ensure accountability, and promote sustainable positive change in impacted communities.”

“Executive Summary:

“A woman can do anything; she can do whatever she wants – that’s what I believe. But it was good that many people told us this. I believe in myself more as a woman, my self-confidence has increased.”

(New graduate participant who is entitled to receive a certificate but has not completed the video interview process)

According to the World Economic Forum (WEF), it will take 169 years to close the gender gap for Economic Participation and Opportunity at the current pace.[1] Specific to the Sustainable Development Goals (SDGs), reducing inequalities, gender equality, climate action, and decent work are recognized as top priorities and cross-cutting issues. These four issues are key targets when working on any Sustainable Development Goals. However, while gender equality remains a top priority for social impact actors from civil society and the private sector in Türkiye, such as corporate social responsibility projects and social entrepreneurs, resources remain limited compared to the scale and depth of the problems that need to be addressed. In such a context, it is crucial for social impact actors to calculate the impact and value of social investments in detail to make better decisions.

This report covers the Social Return on Investment (SROI) analysis for the activities of the Womentum program in 2024. The Womentum program, funded by Enerjisa Üretim and coordinated by imeceLAB, with academic support from Sabancı University Executive Development Unit (EDU) and Boğaziçi University Lifelong Learning Center, is designed to empower young women. Its core mission is to equip women students with essential qualifications for their careers, facilitate their employment, and particularly encourage their integration into male-dominated sectors. Through a comprehensive series of webinars, access to the Enerjisa Üretim e-Development Platform, video interviews and a one-day face-to-face interview event, Womentum aims to foster professional development, enhance self-confidence, and promote gender equality in the workplace.

The 2024 is the second SROI analysis with the SROI analysis of the 2023 implementation of the Womentum program also conducted by the Koç University Social Impact Forum (KUSIF) team. In 2023, the program was implemented with very similar content for a target group with the same characteristics. The social value methodology aims to manage and optimize impacts, therefore continuous tracking of impact performance is recommended. The 2023 analysis created the benchmark and reference for the 2024 analysis allowing to verify the previous assumptions and findings. The activities implemented between March and September 2024 are analysed in this report. In this year’s analysis, the systematic data collection framework developed with the SROI analysis conducted after the program was implemented in 2023 was applied. In the analyses conducted in 2023 and 2024, since the same data collection methods were used with similar content, the results of the analyses in these two years will also be compared.

The findings of the analysis will be used for internal management purposes. In addition, it is recommended to share the findings of the analysis with other organizations working on women’s employment and empowerment and with stakeholders of the Womentum program. The analysis was conducted according to the SROI methodology – Social Value Principles and related standards. In 2023, as a result of the analysis, the ratio of social value created per investment amount was 8.40, while in 2024 this ratio was calculated as 17.37. The ratio of 1:17.37 as a result of this year’s analysis is much higher compared to last year’s ratio. However, since the financial proxies have been revised, some new outcomes have been included, one negative outcome has been excluded, more quantitative data were collected in addition to qualitative data (the number of valid surveys was 86 last year, whereas it is 116 this year.) Additionally, the Value Game was implemented with 3 stakeholder segments; in 2023, it was implemented with 2 segments. With all these data, more reliable judgements were made during the analysis process. In the analysis, when applying these to the 2023 analysis there is not a big difference. In the Section 12, where the results for 2023/2024 are compared, a detailed evaluation is presented.

As a result of the activities of the Womentum program, the main group of the intervention, the women participants, experienced different changes according to the three segments created based on the different level of participation in the activities. The amount of value experienced is strongly related to the level of participation in the activities.

The Womentum program has created many positive changes for its women participants. These include helping them with professional development, increasing their self-confidence, making them feel more valuable, and allowing them to look to the future with less stress and more positivity.

The changes experienced by women participants regarding the sustainability context contribute to significant part of social value created. It was valued high by the participants aligning with Womentum program aims to prepare women for careers, often in industries directly linked to sustainable practices and environmental responsibility. It also aligns with the key goals of Enerjisa Üretim. In the 2024 analysis, both behavioural and knowledge changes related to sustainability were asked. Many respondents did not experience behavioural change in this outcome chain but experienced increased knowledge. 34% of the total value created in 3 segments was created in sustainability-related behaviour change. Additionally, without a behaviour change, an increase in knowledge about sustainability accounted for 9% of the total value created across the 3 segments. In other words, 43% of the value created within the scope of the whole program comes from this subject as it was broadly experienced among all three segments.”

[1] https://www.weforum.org/publications/global-gender-gap-report-2023/digest/

“This report evaluates the impact of the project Reforzando Vínculos: Promoción de la Autonomía en Entornos Comunitarios using the Social Return on Investment (SROI) methodology. This methodology allows us to quantify in economic terms the social value generated by the intervention, providing a comprehensive view of the impacts experienced by participants and other stakeholders.

The Reforzando Vínculos project has been promoted by the Red Cross and financed by the European Union through the Next Generation EU funds, managed by the Ministry of Social Rights, Consumption and Agenda 2030 through Royal Decree 1101/2021, of December 10. Its implementation has been developed between 2022 and 2024, with a total budget of 2,948,173.11€, of which 1,638,880.00€ correspond to the period evaluated in this report.

The main objective of the project is to contribute to reducing the risk of institutionalization of the elderly participants and to improve their quality of life, fostering their autonomy and strengthening their integration into community support networks. The intervention has been carried out in nine localities in three Spanish regions: Tegueste, El Rosario and San Cristóbal de La Laguna (Canary Islands); Sant Celoni, Llinars del Vallés and Cornellá de Llobregat (Catalonia); and Burlada, Cascante and Tudela (Navarra).

“Some of them have cognitive limitations, but they have the wisdom of life. They have learned to keep quiet because experience has led them to yield space to younger generations. However, when given the opportunity to express themselves, valuable learnings emerge from those who have already travelled the road that others are just beginning.”

Volunteer with Reforzando Vínculos

During its implementation, Reforzando Vínculos has promoted the active participation of the community through partnerships with local organizations and the involvement of different stakeholders. Between January 2023 and June 2024, 602 elderly people participated in the intervention, with a distribution of 83% women and 17% men. Within the evaluated sample, the female presence was even higher, reaching 90.6%.

This report offers a detailed analysis of the social impact of Reforzando Vínculos, providing key information for decision making and optimization of future project implementations.

The calculation of the Social Return on Investment (SROI) made for the Reforzando Vínculos intervention shows a significant impact on the generation of social value, showing that, for each euro invested, the intervention generates an estimated return between 3.43 and 3.89 euros.

For each 1€ invested, social value is generated between 3,43€ and 3,89€

This range is established based on different levels of reliability and coverage, allowing decision making to be adjusted according to the degree of risk to be assumed. It reflects data from a ratio that includes only information from a representative sample to a ratio that incorporates groups with a moderate margin of sampling error, which implies a low risk that it does not fully reflect the reality of all stakeholders.

Conservative ratio (€3.43): Based exclusively on extrapolated data from groups with a representative sample, ensuring a reliable measurement of the social impact generated. Represents the voice of 616 people (58% of the total population evaluated), minimizing the risk of overestimating the results.

Inclusive ratio with moderate risk (3.89€): Incorporates information from volunteers, although this group did not reach the minimum threshold of statistical representativeness (12.54% sampling error). It considers the voice of 759 people (71% of the evaluated population), which broadens the vision of the social impact generated, although with a small degree of uncertainty.

In economic terms, the Net Present Value (NPV) of the social impact generated by Reforzando Vínculos in a conservative scenario is €4,473,747, which represents more than double the invested value of €1,837,806.

“Perhaps more resources should be invested in projects like this, instead of focusing them solely on IMSERSO, because there are people with physical, cognitive and economic limitations. I don’t know if next year it can be sustained in the community without political or institutional support. It’s not a big investment compared to all the benefits it brings to the elderly: I’ve seen them smile again after years of not doing so, and it brings them back to life. But the community needs backing to make it sustainable.”

Person Volunteering in Reforzando Vínculos

The analysis of the social value generated by Reforzando Vínculos shows that 91.20% of the reported impact falls on the elderly participants, which evidences the central role of the intervention in improving their well-being and quality of life. Among the 18 changes identified, none has been classified as a negative impact on this group, which reinforces the effectiveness of the intervention in terms of perceived benefits.

The results show that the most valued changes are related to social integration, autonomy and physical and emotional well-being. The reduction of the feeling of loneliness has been one of the most significant impacts, with a social value generated of €1,539,757.90, a figure that is almost equivalent to the total investment of the project. This result suggests that the intervention has been key for many elderly participants to improve their sense of companionship and connection with their environment.

Similarly, the strengthening of the sense of belonging to the local community has represented a monetization of social value of €1,521,827.50, also equivalent to the investment made. This indicates that, in addition to feeling less lonely, the participants have developed a stronger bond with their community, favouring their integration and participation in social life.

The increase in the support network has been another of the most relevant effects, since the relationships established throughout the intervention have been perceived as valuable and lasting. Having a supportive environment has reinforced the safety and well-being of the elderly, facilitating their permanence in the community and promoting the creation of stable bonds.

In parallel, the intervention has favoured improvements in personal autonomy, with a social value monetization of €713,436.82, which has strengthened the ability of participants to manage their daily lives independently. The feeling of energy and vitality has also benefited, reflecting a positive impact on physical and emotional well-being and encouraging greater participation in social and community activities.

“The seed is planted, but now we need them to help us walk and be able to grow that little tree that we have started to cultivate with help. Help is critical: it’s not just about what they do for us, it’s also about us having the capacity and commitment to follow through with this.”

Older Person Participating in the Reforzando Vínculos intervention

Furthermore, the impact of the Reforzando Vínculos intervention seems to extend beyond the elderly participants, reaching also other key stakeholders, such as their family members, paid staff, volunteers and entities that cooperate in the community process within the community. Although the social impact on these groups represents a lower percentage (8.80%) compared to that generated in the elderly, their contribution is relevant for the sustainability of the intervention. In particular, the most significant impact within these groups is observed in volunteering, which represents 7.21% of the total social value, highlighting the importance of their role in the implementation and success of the intervention.

These aspects are analyzed in detail throughout the report, which examines how the intervention has influenced each of these groups and identifies opportunities to strengthen their participation and maximize impact in future editions of the intervention.

“In my case, it’s been a total change. Before, I hardly left the house. I had been in the village for years, but I knew few people and didn’t participate in village life. Now I go to all the activities and even meet up with friends on Sundays for a coffee on our own.”

Older Person Participating in the Reforzando Vínculos intervention

The report concludes with a series of strategic recommendations for future editions of Reforzando Vínculos, including the need to extend the duration of the intervention, strengthen community networks, optimize strategies to reduce possible negative impacts, and carry out longitudinal monitoring to more accurately assess its contribution to preventing institutionalization.

Finally, the information gathered in this report not only provides insight into the social value generated by Reforzando Vínculos, but also provides a key evidence base for the continuous improvement of similar interventions. The data reflects the voice of the elderly participants and other stakeholders involved, as well as the impact the intervention has had on their well-being, either by enhancing positive aspects or identifying opportunities for improvement in their quality of life.”

“The Women Leaders of the Future (WLF) Program has been carried out in cooperation with Sanofi Türkiye and the Association of Women Entrepreneurs (KAGIDER) since 2011. The program aims to develop competencies and professional networks of young women who are senior university students or new graduates and to make a strong start to their careers. Since 2011, the program has reached 1,300 women through training and mentorships.

This report covers both the impacts of the WLF Program on its stakeholders and the Social Return on Investment (SROI) assessment for the year, 2022. 2022 was selected for the SROI analysis as this is the final year in which online training was delivered and the aim is to evaluate the social value generated through the online training.

The main findings of the SROI analysis are summarized below:

• The SROI analysis shows that the WLF Program generated a total value of 4,979,931.63 TRY of social value through activities in 2022, with a total investment of 736,153.00 TRY. This means that in 2022, every 1 TRY investment in the WLF Program generated 6,76 TRY in social value (1:6,76 TRY). The SROI ratio of 1:6,76 showed that the WLF Program created social value above its’ investment in 2022. The sensitivity analysis highlighted that the likelihood of outcomes occurring without the program (deadweight) and the influence of other contributing programs and networks (attribution) significantly affect the impact of the program. These dimensions should be carefully considered in future program design, and enhanced data collection would contribute to a more holistic understanding of the program’s value.
• Impact values were calculated by monetizing the outcomes experienced by stakeholder groups including training participants, mentees, mentors, co-trainers, term representatives. In this context, it was observed that the groups with the highest total impact values in 2022 were the WLF training participants (n=263), and corporate mentees (n=63).
• For training participants, the most valuable outcomes were the development of entrepreneurial awareness (743,639.81 TRY; relative importance: 8.6) and a sense of solidarity (602,325.50 TRY; relative importance: 9.1).
• Solidarity is identified as the outcome with the highest impact value for training participants, WLF2WLF mentees and WLF2WLF mentors. Therefore, solidarity is identified as the common change experienced by the program participants, indicating a deep sense of belonging and collective empowerment generated by the program.
• Among mentees, besides solidarity, empowered self-identity and increased self-efficacy were highly valued.

Similarly, besides solidarity, WLF2WLF mentors evaluated volunteering and personal growth as significant outcomes they experience.

• For co-trainers, personal growth and increased social well-being stand out as the most significant outcomes, while term representatives report enhanced psychological empowerment, improved employability and career development.

Furthermore, the findings of the study indicate that the WLF Program also has an impact on other stakeholder groups. This is evidenced by the fact that a large proportion (93%) of the WLF training participants responded to the questionnaire declared that they shared the contributions of the program with others in their social and professional circles. Participants shared their insights on women’s roles in social and economic life along with information about business life, career planning and entrepreneurship with people in their networks. In line with this, by sharing their insights with others, they believed that they helped empowering women around them, instilled hope for women to develop their careers, made them feel that they are not alone, and increased other’s interest in the program.

Finally, supporting online activities with physical meetings (such as organizing regular alumni meetings), developing activities that will support a strong career start (offering internship opportunities etc.), establishing special communication channels for professional groups where sectoral information will be shared, improving the mentor-mentee communication system, keeping Google mail group communication more active and up-to-date could serve as channels for further improvement and greater impact in the coming years.”

“The plan Grow with Love is a sustainable project aimed at supporting economically disadvantaged children. This project focuses on two key goals: improving health and well-being (SDG 3) and alleviating hunger (SDG 2). It achieves these objectives through the distribution of Food Boxes, the organization of Food Education Camps, and the development of Nutrition education placemats, providing nutritional assistance and promoting nutrition education to ensure disadvantaged children have the conditions to grow up healthy with sufficient nutrition.

Beyond offering children a sense of social love and kindness, STANDARD FOODS CORPORATION (hereinafter referred to as “Standard Foods”) aims to foster the nutritional self-sufficiency of disadvantaged children. This project is implemented in collaboration with the BOYO Social Welfare Foundation (hereinafter referred to as “BOYO Foundation”) and employs impact evaluation to clearly assess the benefits and transformative effects generated by the plan.

This report evaluates the 2023 Grow with Love using the SROI methodology, focusing on the project’s social impact from June 1 to December 31, 2023. The evaluation considers the perspectives of six stakeholder groups: Standard Foods, BOYO Foundation, BOYO Tutors, Disadvantaged Children- All Centers, Disadvantaged Children- Taichung & Taitung Center, and Disadvantaged Children- Jian-Chan Center.

The project’s impact is reflected primarily in reducing hunger among disadvantaged children, improving their learning concentration, and enhancing their immunity, which leads to fewer medical visits. Additionally, BOYO Tutors gain a sense of accomplishment and increased trust from parents, while Standard Foods and BOYO Foundation both experience an enhancement in public welfare and professional reputation.

The social impact distribution shows that the primary beneficiaries are Disadvantaged Children, with the three sub-groups (All Centers, Taichung & Taitung Centers and Jian-Chan Center) accounting for 55% of the total impact. This is followed by Standard Foods (25%), BOYO Tutors (12%), and BOYO Foundation (8%). These findings align with the project’s goal of focusing on sustainable actions that pursue the well-being of disadvantaged children.

Based on the findings of this study, the 2023 Grow with Love Plan generated approximately NT$4.74 in social value for every NT$1 invested. Sensitivity analysis indicates that the plan’s SROI value ranges between 2.53 and 5.93, depending on different assumptions and scenarios.

Looking ahead, we are committed to continuously optimizing this project to maximize the well-being and benefits for all stakeholders involved.”

“This SROI report was prepared in October 2024 to January 2025. The assessment of the Perintis Scholarship program was carried out evaluatively for the period 2018-2020. The results of the discussion and exploration determined several stakeholders who were then contacted further for the qualitative data collection process. In this process, the material outcomes experienced by stakeholders were identified as a consequence of the financial and non-financial support received from Rumah Amal Salman (hereinafter referred to as RAS). The scope of the program measured was the Learning Camp (hereinafter referred to as LC) and the Perintis Leadership Program (hereinafter referred to as PLP).

Five outcomes were found in each of LC participants and ten outcomes in PLP participants, which are presented as the highest to smallest value:

LC Participants – non PLP

• Increased academic motivation
• Developing a mindset & habits that align more with Islamic values
• Establish a better self-discipline
• Broadened mindset and openness
• Lower self-esteem

LC Participants – PLP passed

• Increased academic motivation
• Increased adaptability into university life
• Growing volunteerism
• Broadened mindset and openness
• Establish a better self-discipline

PLP Participants

• Increased sense of financial security
• More future oriented
• Improved communication skills
• Increased empathy
• Increased academic motivation
• Improved stress levels and mental burden
• Broadened mindset and openness
• Increased sense of responsibility
• Growing volunteerism
• Establish a better self-discipline
• Increased levels of stress and mental burden

Based on the evidence that has been collected, the SROI value of the Perintis Scholarship Program from 2018 to 2020 is 2.89. This means that every investment of Rp1,- produces a benefit of Rp2.89,- or from an investment of Rp7,792,757,236,- produces a benefit value of Rp22,484,114,505.14,-.

Overall, the RAS team has had a positive impact on LC and PLP participants. The RAS team has not only addressed the participants’ economic challenges but also developed their potential to become more independent individuals and contribute to society. The program management deserves to be appreciated as a model of sustainable empowerment in the fields of education and leadership.”

“Executive Summary
This report details the forecast Social Return on Investment (SROI) analysis conducted on the Volunteer Coordinator project at Arfon Food Bank and the social value created for both the volunteers and the visitors of the food bank as a result of the project between January 2024 – December 2025. The Volunteer Coordinator role is funded by the Shared Prosperity Funding distributed by Mantell Gwynedd’s Voluntary Sector Grant with match funding from Trussell. The results demonstrate that positive social value is created through the Volunteer Coordinator project for both volunteers and visitors, with a range of SROI from £0.64 – £2.50 and an actual SROI result of £1.85:1 – meaning that for each £1 invested, £1.85 of value is forecasted to be created.

The report analyses how the role of the Volunteer Coordinator impacts the group of volunteers already working at the foodbank, and how the coordinator can improve the recruitment and retention of volunteers. There are currently 30-45 volunteers giving their time to the food bank every week and the foodbank needs to recruit more volunteers to keep up with the increasing service demand from visitors. The report will primarily assess the impact created by the new Volunteer Coordinator and the impact this has had on the 43 active volunteers at the food bank, the core management team already at the food bank and will also discuss and analyse the impact the role of the Volunteer Coordinator has on the 878 visitors to the food bank.

For the group of volunteers, the role of the Volunteer Coordinator has had a great impact on their experience at the food bank. Since the Volunteer Coordinator has been in post, they have been able to set up the Assemble system, a system for volunteers to log and change the days they can work/be available. By implementing the system, the food bank can run more efficiently. The Volunteer Coordinator is also able to focus more on the volunteer’s retention and recruitment. An example of the Volunteer Coordinator’s impact is better matching the volunteers with their skill set, ensuring the volunteers are in roles that also meet their needs, and improving the retention of the volunteers. The Volunteer Coordinator has also held successful network events and recruitment days to try and recruit more volunteers. Since the Volunteer  Coordinator has been a part of the food bank team, they have been able to recruit more volunteers, taking pressure off the current group of volunteers. As a result of the Volunteer Coordinator role, the volunteers are experiencing positive outcomes including feeling more empowered and appreciated, an increased sense of belonging in a community and a sense of pride in being able to give back to the local community. All outcomes identified for the volunteers coincide with ‘A Wales of Cohesive Communities’ goal of the Well-Being of Future Generations (Wales) Act 2025.

Furthermore, having a dedicated Volunteer Coordinator has helped take pressure off the food bank management and gives them more time to work on the strategic work of the food bank, including grant applications and motoring & reporting systems. This is crucial at present as the increased demand for the food bank service is on a continuous upward trend with very little signs of slowing down. By having the Volunteer Coordinator at the food bank, the core management team has increased its capacity to keep up with the demand for the service and reduced stress as the Volunteer Coordinator takes pressure off the core management team through their volunteer recruitment and retention work.

It’s important to recognise the impact the role of the Volunteer Coordinator, management and the group of volunteers’ hard work at the food bank has on the visitors they support. The food bank offers holistic support to their visitors by providing 3 days’ worth of provisions in their food parcels to meet their nutrition needs, the food bank now offers financial advice and support too.

Since November 2022, the food bank has established a financial inclusion program in partnership with Citizen Advice Bureau Gwynedd with two elements: (1) an advice provision in partnership that would provide 1 full-time advisor for foodbank visitors and (2) a Signposting Coordinator (three days per week) within the foodbank that would lead volunteers and staff to refer clients to CAB and signpost clients to other  resources to address underlying problems that lead to foodbank use. The various support given to visitors by the food bank has created positive outcomes for the visitors, these include an increased feeling of financial independence and outlook, improved mental well-being and improved physical well-being. All outcomes identified for the visitors coincide with ‘A Healthier Wales’ goal of the Well-Being Of Future Generations (Wales) Act 2025.”

“The wave of road running events in Taiwan began about a decade ago, and following this trend, the TianZhong Marathon was established around the same time. By its third year, it had grown to a ten-thousand-participant event and has remained a highly anticipated marathon, attracting over 30,000 registrants annually. It is one of Taiwan’s four major marathons. Unique among the major marathons, the TianZhong Marathon focuses more on the lively, small-town festival atmosphere than on personal achievements. This distinctive positioning raises curiosity about its broader impact beyond health benefits. The town of TianZhong, typically relaxed and leisurely paced, must mobilize its entire population to accommodate the event’s participants, posing questions about potential stress and negative impacts on residents. Despite over ten years of the event, clear data on its impact on stakeholders has been lacking

This assessment will focus on the 2022 TianZhong Marathon, evaluating its social impact from August 1, 2022, to August 1, 2023, using the SROI methodology. Primary stakeholders include participants, sponsors, local businesses, government units, and residents involved in the event. Sponsors benefit from enhanced brand image and corporate cohesion. Participants enjoy immense satisfaction, confidence, and social interaction. Accommodation providers see economic benefits, while government units gain public recognition. According to this study, every NT$1 invested in the TianZhong Marathon generates approximately NT$4.27 in social value. By analyzing stakeholder feedback and data, we provide recommendations to optimize the event and maximize benefits for all stakeholders.”

“This evaluation report focuses on the employability interventions of Routes To Work (RTW), an employability organisation based in North Lanarkshire, providing services to a range of areas in the West of Scotland. The report builds on a forecast report that was undertaken in 2022 and assured by Social Value UK.

RTW provides clients with a range of individualised support and comprehensive employability services. These services enable clients to progress along their journey to employment. However, clients frequently experience wider benefits as a result of the services, including better mental wellbeing, improved confidence and feeling less isolated.

The objectives of this evaluation are to build upon the recommendations outlined in the forecast report and to understand and measure the wider social benefits RTW’s services have not only on their clients, but other internal and external stakeholders, including caseworkers, employers and partners and to consider the economic benefits to North Lanarkshire’s community and UK Government.

This work has been undertaken as part of a Knowledge Transfer Partnership (KTP) between RTW and a team of academics from the University of the West of Scotland School of Business & Creative Industries and School of Health & Life Sciences. One of the aims of the KTP was to create and embed a ‘Social Value Evaluation Framework’ within RTW, using the methodologies of Social Value.

The Social Return on Investment for Routes To Work’s services is estimated at £7.34 for every £1 invested in its services with a range of £2.22 – £12.69 based on sensitivity testing. Therefore, RTW provides clients and stakeholders substantial social and fiscal value in return for the money invested in its services.

This calculation is based on a combination of quantitative and qualitative data collected between May and August 2024. During this time, the evaluation engaged with clients, RTW staff, employers and partners via one-to-one interviews and two online surveys. This data collection continued work undertaken in the forecast and utilised secondary data held by RTW that was relevant to the evaluation.

In line with the Social Value Principles for SROI evaluation, this report also considers the key steps undertaken to create and update the Theory of Change for different stakeholders, and the limitations of the fieldwork undertaken. As this report forms part of RTW’s wider aspiration to embed Social Value in their day-to-day work, it also details recommendations for making improvements to future evaluations as the process evolves. RTW aims to use the insights from Social Value evaluation to identify employability interventions that create the most value and wellbeing for clients and maximise their impact in the communities they serve.”

“Executive Summary

Clinic+O is dedicated to transforming lives in marginalized communities by providing accessible, affordable health services. To better understand the impact of its services and drive ongoing improvement, accountability, and transparency, Clinic+O has undertaken this Social Return on Investment (SROI) analysis.

The study focuses on assessing the social value generated by Clinic+O’s programs in Ouré-Kaba, using a stakeholder-informed approach aligned with Social Value International (SVI) principles. Through this analysis, Clinic+O aims to capture and measure that changes in a way that is relevant to the people that experience or contribute to it.

The SROI analysis was conducted through a comprehensive desk review of available documents and reports, combined with data collection using mixed methods. Five stakeholder groups were identified as having experienced material changes. These stakeholders are patients, community health workers, community leaders, the ministry of health and the staff. These stakeholders were approached using several  methodologies including virtual interviews, face-to-face interviews, focus groups discussions and surveys. Stakeholders’ views were collected from more than 124 people. Data was collected between July 2024 and October 2024.

To quantify the social value created, the outcomes identified by key stakeholders were monetized using a combination of cost-based, stated preference, and anchoring techniques, ensuring an accurate and robust valuation of each outcome.

The following key questions shaped the SROI analysis:
1. Who are the key stakeholders affected by the project?
2. What changes (positive or negative) are stakeholders experiencing due to the project?
3. How do stakeholders define the significance of these changes?
4. What is the ratio of social value created to investment?
5. How will the analysis results be applied to inform future decisions and maximize the impact?

This analysis found that for every $1 invested in the program, $12.62 of social value is generated, demonstrating that the program delivers strong value for its investment.

The results were shared and verified with staff as one of the key stakeholders in November 2024. This involved discussing how to leverage insights and recommendations to inform future programming and maximize social value creation. Additionally, a plan was established to communicate and validate the findings with all stakeholder groups.”

“EXECUTIVE SUMMARY
This project is a forecast Social Return on Investment (SROI) analysis, aimed at predicting the societal impacts that could be achieved if we invested in access to levodopa-based device-assisted therapies (DATs) for people living with advanced Parkinson’s disease (aPD). The focus of this analysis are people living with aPD who reside in the community (i.e. not in nursing home, hospice, or palliative care) and their families, over a three-year period.

To capture this value, interviews were conducted with people living with aPD, their partners, and the nurses and doctors who care for them. Broader societal impacts for people living with aPD, their partners, children, and the Australian Government were evaluated. The analysis revealed wide-ranging impacts for both people living with aPD, their partners, and children. These impacts arose from improvements in both motor and non-motor symptoms of the disease, highlighting the importance of considering the breadth of Parkinson’s disease (PD) symptoms.

This analysis is a valuable tool to shift the conversation from the cost of PD treatments to value and impact. This report captures insights into the real value of levodopa-based DATs for the treatment of aPD, and the difference they can make not only for people living with aPD but also for their partners and families.

For every $1 invested in access to levodopa-based DATs, $1.79 of social value is created for people living with aPD, their partners, children, and the Australian Government.

RATIONALE FOR THE STUDY
The impacts of aPD and its management on broader stakeholders including partners, families, and carers of people living with aPD are poorly understood. Much of this misunderstanding is owed to the exclusion of
stakeholders beyond the person living with aPD from traditional analyses such as a cost-effectiveness analysis. Although cost-effectiveness analyses provide a standardised way of evaluating the value provided
by novel treatments, these are focused on the patient’s clinical outcomes and costs, and often fail to capture the broader impacts on families and other people who may be impacted by PD.

The aim of this project is to evaluate the societal impact of investing in access to levodopa-based DATs (specifically Duodopa® and Vyalev®) for aPD, including the impact on people living with aPD, their partners
and children, hospitals, and the Government.

OBJECTIVES OF THE STUDY
• To assess the broader value of investing in levodopa-based DATs for aPD in Australia
• To capture the stories of people living with aPD and their close family including partners and children
• To quantify the change stakeholders experience as a result of expanding access to levodopa-based DATs

TYPE OF ANALYSIS
This analysis is a prospective forecast SROI designed to measure the social impact created by investing in access to levodopa-based DATs (specifically Duodopa® and Vyalev®) for aPD. A three-year time horizon was selected to capture the short- and medium-term changes in health and social impacts expected to result from treatment with a levodopa-based DAT. This was supported by 36-month clinical trial data assessing the benefit of Duodopa® in aPD, which demonstrated stable clinical effect and dosing over this time period (20). A longer time horizon was not modelled to avoid any uncertainty associated with potential reduced clinical effectiveness over time.

Further, one of the levodopa-based DATs (Vyalev®) evaluated in this SROI was not registered in Australia at the time of the analysis and was an investigational product in clinical trial. As such, it was not possible to conduct a retrospective evaluation due to the limited number of people who had access to this therapy, and a forecast SROI was considered appropriate to measure the benefit that would be created when this
treatment option becomes available in Australia.”

“OnSide commissioned this Social Return on Investment study to further their understanding of the social value generated by the OnSide Network of Youth Zones. Social value is defined by Social Value International as “the importance people place on different aspects of their wellbeing and the changes they experience in these aspects of wellbeing.” Measuring social value, therefore, is a useful way to determine how organisations are impacting upon the wellbeing of individuals and communities.

While Youth Zones undoubtedly create ripples of change that likely affect wellbeing of families, staff and volunteers, OnSide’s vision is clear: “Our vision is for every young person across the UK to be happy, healthy, and able to thrive. We want to empower the UK’s youth to lead positive, fulfilling lives […].” In keeping with this key priority and to provide insights to better manage value created for young people, this analysis zooms in on their experiences, placing young people at the heart of the study to better understand and measure the impact these spaces have on their wellbeing.

This study was carried out by a team of 3 Accredited SROI Practitioners supported by OnSide delivery and management staff. The researchers had access to OnSide’s own bank of relevant data and visited 4 Youth Zones to carry out independent qualitative research. 51 young people were interviewed and a further 784 responded to an online survey.

The headline findings from the study are that…

OnSide Youth Zones support young people to feel free to have fun, to feel safe and to feel confident in themselves

AND

For every £1 of costs there was a return of over £13 of social value in terms of young peoples’ wellbeing.

Other positive outcomes reported by the young people involved include ‘being myself’, feeling ‘less lonely’, having ‘more confidence around other people’ and ‘discovering who I really am.’ Although much smaller in scale than the positive outcomes some negative outcomes were also reported by young people as shown in the table below. The valuations in the study have been calculated using the WELLBY methodology – the only wellbeing valuation methodology recognised by HM Treasury’s Green Book supplementary guidance: wellbeing (UK Government, 2021).”

“The Wanli Coastal Reforestation Project’s reforestation and afforestation activities are integral to restoring the ecological balance and protecting the coastline. Conducted by the dedicated teams from TOAF and their business partners, such as Zen Zhou Co., these activities involve strategic planning and execution to ensure the successful establishment of coastal forests. The efforts begin with site preparation, including soil assessment and selection of native plant species best suited to the coastal environment. Following this, the actual planting of saplings is carried out meticulously, taking into account factors such as optimal planting seasons and spacing to maximize growth and survival rates. Regular maintenance and monitoring are crucial components of these activities, involving watering and mulching. These ongoing efforts are designed to combat coastal erosion, improve the overall resilience of the coastline against extreme weather events, and improve the living conditions of local residents.”

“To evaluate the social impact of the Wanli Project, we adhered to the eight principles (Figure 8) outlined in the SROI framework to ensure a comprehensive and accurate analysis. First, we involved stakeholders at every stage to capture diverse perspectives and ensure their needs and insights were integrated into the evaluation. We then focused on understanding what changes occurred as a result of the project, identifying and valuing the things that matter most to the stakeholders. By including only material outcomes, we ensured the analysis remained relevant and focused. We were careful not to over-claim by accurately attributing changes to the project and considering factors such as counterfactuals, attribution, displacement, and drop-off. Throughout the process, we maintained transparency by clearly documenting  methodologies, assumptions, and calculations. We also verified the results through rigorous data collection and validation methods. Finally, we remained responsive to stakeholder feedback and adaptable to new information, ensuring the evaluation was both thorough and reflective of the true impact of the project.”

“Executive Summary

This research was commissioned by the Age at Work programme, run in Northern Ireland, Scotland and Wales over five years, supported by the National Lottery Community Fund, and conducted by Bean Research. It focuses on how the programme created social value through supporting older workers and Employers in each nation, and what its social return on investment is.

This project was conducted through quantitative and qualitative research, using the Social Value International (SVI) Principles as a guide to make decisions and to consider the broader definition of value. The specific focus of the social valuation was on the Older Workers who participated in the programme, and Employers in the three nations participating. Age at Work Older Workers were actively involved in the evaluation process, so their experiences have been respected, and their voices have influenced the process.

This research project and report show that Age at Work creates significant social value to society through its work with Older Workers, generating outcomes based on the development of financial capability, employability and vocational skills, a more positive mindset, and employment opportunities.”

“This document has been crafted as a ‘forecast’ report for measuring the social impact of Etkiyap, covering its activities from its establishment (mid-2020) until the second half of 2023. To address the query, “What value has Etkiyap created for its stakeholders?”, the SROI framework has been chosen and employed, which embraces a wider spectrum of value creation.

Etkiyap endeavors to enhance Türkiye’s impact investing ecosystem by raising awareness of this investment model across industries and society. As an independent, not-for-profit platform, its diverse range of activities aligns with its mission to nurture the establishment and growth of an impact investing ecosystem in Türkiye, an arena still in its early stages. Hence Etkiyap:

• Advocates and brings together diverse stakeholders to create a strong impact investing sector in Türkiye
• Creates success stories by developing and executing alternative and innovative financing models
• Through international collaborations, it plays a role in positioning Türkiye as a prominent player in the global impact investing arena
• Assuming a leadership position in impact measurement and management, facilitates the sharing of methods and best practices utilized in this domain
• Fosters the development of personnel skilled in impact measurement

Etkiyap’s activities encompass various facets such as awareness-raising, policy advocacy, collaboration, networking, community building, research, thought leadership, impact measurement, reporting, capacity building, and support, engaging a wide spectrum of stakeholders. While services like training and programs yield structured stakeholder engagements, identifying and reaching Etkiyap’s whole ecosystem stakeholders remains challenging due to the ecosystem’s dynamism and diversity. Therefore, within this analysis, it is decided to focus on three core activities of Etkiyap. However, with this forecast analysis, as a groundwork for future analysis, it is believed that more rigorous analysis can be done in the future with special attention on identifying and involving stakeholders.”