Reports Database

“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.”

“This research was commissioned by Offploy CIC and conducted by Bean Research. It forms part of a project to understand how the organisation creates social value, what its social return on investment is, and the development of a toolkit to support the wider rehabilitation sector in measuring and reporting the difference it makes.

Offploy supports people at risk of offending and re-offending, empowering them to access greater opportunities and achieve their full potential. They focus on tangible opportunities, such as skills development and access to resources, alongside tackling the mindset and self-belief challenges that individuals face.

This project was conducted through quantitative and qualitative research, using the Social Value International (SVI) Principles as a guide to make decisions and to take into account the broader definition of value. The specific focus of the social valuation was on the Candidates who participated in the programme. Offploy Candidates were actively involved as those affected by the programme, so their experiences have been respected, and their voices influence the process.

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

Overall, the research shows that Offploy has generated just over £7 million of social value through their activities in 2023. When factoring in the investment required, this means the Social Return on Investment (SROI) ratio is £1: £12.09, although based on further sensitivity analysis, this should be more truly shown as a range between £1: £9.20-£15.30.

Our analysis shows that the largest contribution to social value is the increased positive mindset of Candidates created through working with Offploy, measured by an increase in scores of wellbeing. This accounts for 37% of the overall social value.

Offploy is keen to use the research to provide greater insight into how to better support its Candidates and create the most social value for them. Through this research, Offploy has been working with the researchers to not just understand how and how much social value is created but to develop the tools, systems and understanding to conduct future social value measurement themselves.

In addition, Offploy is keen to go one step further and share these systems and processes with the rest of the sector, as well as the details behind the valuations, causality, and sensitivity assumptions made. Our joint hope is that this report is the first step in the journey.”

“The Home-based Education Programme (HBEP) was introduced to Mfuwe, Zambia by the Time + Tide Foundation (TTF) in 2016 as an intervention to help children with developmental differences, none of whom were receiving adequate support. The model of the programme is to recruit and train compassionate members of the Kakumbi and Mnkhanya Chiefdoms of Mfuwe as volunteer caregivers, equipping them with the skills to oversee developmental exercises for children with a variety of conditions. The primary conditions of children on the programme are cerebral palsy, autism, down syndrome, hydrocephalus, microcephalus, epilepsy, bowed legs, and knocked knees. The caregivers are then assigned to one child each and visit that child at his or her home once per week and work together with the child’s primary guardian on exercises and activities to stimulate the child’s development. The caregiver returns each week to track the progress and suggest new activities, with specific developmental targets. All caregivers come together at the end of each month to report on the progress of their respective children and collaboratively discuss challenges. The TTF team separately monitors each child by visiting households once per month to record child progress. Each child is tracked against specific developmental metrics, with the relevance of each metric dependent on the child’s condition and age. When the child reaches his or her developmental threshold, he or she becomes a candidate to graduate from the programme. Graduation also depends on the knowledge and commitment of the child’s primary guardian, with the objective that most children are enrolled into formal schools before graduation. A decision for a child to graduate is made when the TTF team assess that: a) the child has reached a developmental threshold and b) the primary guardian is knowledgeable on the causes and treatment of the condition and, most importantly, willing to take responsibility for the child’s developmental care going forward.”

“The Home-based Education Programme (HBEP) served 132 children across 85 villages in 2022. These villages are located throughout two of the six chiefdoms that comprise the Mambwe District: Kakumbi Chiefdom and Mnkhanya Chiefdom. Both chiefdoms form part of the larger Mambwe District, in the Eastern Province of Zambia. The assessment is of the value experienced by the 2022 stakeholders over the entirety of their involvement in / interaction with the HBEP. The 2022 stakeholders interacted with the HBEP for a period of one to seven years, with the total, cumulative value experienced by each stakeholder group assessed. This ‘snapshot in time’ approach was taken because it was deemed too challenging to ask the stakeholders to separate the value by year of involvement, and it was deemed too subjective for the practitioner to try to make these professional judgements. Instead, the investment figures include amounts from prior years (2016 through 2021) that were relevant to the 2022 stakeholders and all of the investment from the year 2022.”

“Turkish Red Crescent Society (TRCS) has been a major contributor to the operation of soup kitchens and food aid programs in Türkiye. In 2022, an average of 42,300 people benefited from 33 TRCS soup kitchens and 12,605,506 plates of meals were distributed in total (TRCS Annual Activity Report, 2022).

While measuring the impact of the TRCS soup kitchens, SROI analysis is used as a framework. The SROI analysis used here is Evaluative and covers 13 domestic fixed TRCS soup kitchens’ 1 year operation period from October 2022 to September 2023. The focus of the analysis is basically to understand the changes that stakeholder groups have experienced. In TRCS Soup Kitchens SROI Report, two phases of data collection were conducted; firstly, a qualitative phase in which a sample from stakeholder groups were involved in conversations, and then a quantitative phase in which a larger sample of main beneficiary group were involved.”

“One of the notable results of the research is that 63% of the beneficiaries prefer regular cash payment/shopping card or food materials as a form of alternative food aid. This group gives much more value to cook their meals at home and according to their taste preferences/diets. For this reason, they prefer to be provided with financial support rather than ready-cooked hot meal help. By selecting alternative food aid activities at the tactical level, TRCS can diversify its service and in this way, optimise impacts on wellbeing for all materially affected stakeholders.

The SROI ratio of the study was found as 1:1.63. That means for every 1 TRY invested for TRCS soup kitchens, 1.63 TRY of social value is created each year for stakeholders. This result shows that TRCS soup kitchens created added value and achieved their short, medium, and long-term goals of Theory of Change.

This report is the first social impact measurement of the TRCS soup kitchens. As it is the first evaluation analysis, the main aim was to develop the framework for future systematic data collection. Through illustrating what outcomes are most important to stakeholders, this study can help TRCS soup kitchens to put actions in place where it matters, to continue to increase and maximise the positive social value created.”

“Kızlar Sahada (a.k.a Girls on the Field) aims to break societal gender norms that tell people what they “can’t do” and to empower girls and women of all ages through football.

The impact strategy of Kızlar Sahada is to contribute Goal 5 by using football as a tool with grassroot perspective. Reducing inequalities through football is part of the Kızlar Sahada impact strategy as well.

“Traditionally, sport has been dominated by men, both in terms of participation and governance. Women were excluded from the first modern Olympic Games, held in Athens in 1896, and were only allowed to gradually start joining in four years later. Even though women’s presence and involvement in the Olympic Movement have progressively evolved, girls and women across the world still get fewer opportunities and less investment, training and corporate attention when they play sport.”

Sponsored by Visa, Football Schools offers free football and social development program for girls aged 9-14 who are socioeconomically disadvantaged, in the youth programs of women’s football teams in 8 cities with 10 branches across Turkey in 2023. By the end of the year (2023) number of cities will increase to 13 with 16 branches.

Coaches’ trainings were not limited with one organization. They can benefit from other training programs of Kızlar Sahada such as Kotex-Kızlar Sahada Athlete Development Program (2021) and SARE (Sports and Arts Training Camps – For Coaches). Besides training support financial support for the salaries of coaches is provided to those who engage in the Visa Kızlar Sahada Football Schools.”

“This report includes the social impact measurement of the Football Schools covering 12 months period from March 2022 to December 2023. The SROI (Social Return on Investment) analysis is used as a framework based on eight principles of the SROI that are reflected in the whole report. In accordance with these principles, all information about the Football Schools social impact measurement is stated with transparency.

Purpose and Target Audience

This analysis targets two main audience groups; internal stakeholder (management level) and external stakeholders (investors, sports sector-specifically football sector, experts of gender equality, universities, social entrepreneurs).

Purpose of the analysis is basically to understand the changes that stakeholders have experienced as a result of the Football Schools activities. Understanding changes with all aspects, positive, negative, intended and unintended, will inform decisions in much better way to optimize the value of the Football Schools.

Purpose of the analysis regarding external stakeholders is important for Kızlar Sahada in terms of to communicate outcomes of the Football Schools and collaborate to decrease negative outcomes and increase positive ones where possible.

Scope & Boundaries

This SROI Analysis of the Football Schools covers 10 months period of its activities, outcomes and impact in 2023. There are 3 main focuses of the analysis; (1) the main beneficiary stakeholder group (girls who participate the Football Schools), (2) women coaches and (3) football clubs’ managers. In order to manage impact and optimize value the first step is to understand what changes have occurred for those stakeholders. Understanding whether the Football Schools were able to create value for women coaches and club managers is an important component of this analysis. If so, this reflects Kızlar Sahada’s operations directly since they are the most important social capital of the Football Schools. Value creation for women coaches and club managers means better future collaborations to optimize impact. Therefore, this analysis’ scope is not limited with only the main beneficiary group.”

The solution of Plinkr

Plinkr was founded in Eindhoven in 2017. The mission of this social enterprise is ‘to help every resident with financial problems towards a life free of money worries’. To this end, Plinkr developed digital solutions, in collaboration with experts, experience experts and based on thorough research in the social domain. One of these solutions is called ‘the Hub’. The Hub is a scalable solution for outflow and aftercare of people in debt in the Netherlands. In the hub trajectory a ‘blended-learning’ process is combined with personal support provided by a local budget coach and an official administrator. It is a standardized process which maintains customization for participant through a modular approach. The offer of Plinkr’s Hub focuses specifically on strengthening the financial self-sufficiency of residents in the context of increased outflow from protective guardianship.

The digital trajectory is paid by the municipalities, who appoint an official administrators and coach for residents in custody. The trajectory takes place in an online environment where clients, specialists and coaches work together. Over about six months, participants work to build the skills and self-confidence needed to get back to managing their own finances, with help from a local financial coach. This local financial coach can be appointed by the municipality, the administrator or -when needed- can be engaged by Plinkr itself.

After a first baseline measurement, the ‘Mesis’ is used to measure the progress of the program. The Mesis helps, the parties involved, to determine the participant’s skills, knowledge and motivation that are necessary for healthy financial behaviour. The Mesis is also used, to determine after 6 months, whether the participant’s custody can be responsibly terminated. To this end, the Hub generates a report recording the course and results of the trajectory.

During the trajectory, participants are given assignments in 5 themes that help to develop appropriate competencies. The themes varies from ‘sufficient income, saving, organising money matters, spending  responsibly, to be prepared for (un)foreseen events’. In addition, 10 sessions with the local financial coach are provided. Furthermore, at the start, middle and end of the program, consultation moments take place between the coach, the participant and the official administrator. The personal findings of the various parties and the results of the Mesis screening, support the introductory meeting and the joint mid-term and final evaluations. The results and the different personal findings are included in the final report, which is transferred to the district judge for making a decision of the termination and/or continuation of the  guardianship. More information (in Dutch) on Plinkr and the Hub, can be found at the following link.

Scope of this SROI

This assignment was carried out at the request of Shaping Impact Group, a social impact fund investingin Plinkr. The assignment consists of preparing an evaluation of the SROI for the year 2022 and calculatethe forecasted SROI for the years 2023 and 2024, based on the results of the evaluative SROI analysisof the year 2022.

“This analysis focuses on measuring the impact of iGA’s Beekeeping Project, an ongoing project that was initiated in 2022. The evaluation utilizes the Social Return on Investment (SROI) analysis as a framework, which is based on eight fundamental principles that are applied throughout the entire report. Adhering to these principles, the report provides transparent information regarding the measurement of the Project’s social impact.

The SROI framework allows for a comprehensive assessment of the Beekeeping Project’s outcomes, taking into account not only the financial returns but also the social benefits generated by the initiative. By analyzing the social value created by the Project, the SROI approach provides a holistic understanding of its overall impact on the community and stakeholders involved.

Transparency plays a pivotal role in this analysis, ensuring that all relevant data and findings related to the social impact measurement are disclosed. By presenting the information in a transparent manner, stakeholders and interested parties can gain insights into the Project’s effectiveness and contributions to the well-being of the community.

The SROI analysis considers various dimensions of social impact, including economic, environmental, and social aspects. It aims to quantify and monetize the social benefits generated by the Beekeeping Project, allowing for a comprehensive evaluation of its value to society. By applying this robust evaluation framework, iGA can gain a deeper understanding of the Project’s strengths, areas for improvement, and the overall social return on investment.

Through this impact measurement analysis, iGA demonstrates its commitment to accountability, social responsibility, and evidence-based decision-making. By assessing the social impact of the Beekeeping Project, iGA can identify strategies to enhance the positive outcomes, optimize resource allocation, and ensure the long-term sustainability and effectiveness of the initiative.

Overall, this analysis provides a transparent and comprehensive evaluation of the social impact of iGA’s Beekeeping Project, utilizing the SROI framework as a rigorous methodology. By measuring and communicating the social value created by the Project, iGA demonstrates its commitment to making informed decisions and fostering positive change within the community.”

Executive Summary

The value of charity shops goes far beyond what is captured in financial terms.

This Social Return on Investment (SROI) has been carried out to understand the social value of charity shops in the UK. Aligning to the International Principles of Social Value and conducted in accordance with the Social Return on Investment (SROI) framework published by the Cabinet Office of the UK Government, this analysis uses a stakeholder informed approach to show the social value generated. Accordingly, it uses the views of people that are most materiality affected (staff, volunteers, customers and donors) to determine what outcomes charity shops create and involves them to estimate their quantity, duration, value and causality. It is not an assessment of the savings to the state, environmental value or benefit to the economy.

The results conclude a total of £75.3 billion of social value generated by UK charity shops in 2022, an SROI ratio in the range between £1: £4.1-17.8 and a vast total positive impact on those people whose lives charity shops touch.

Nearly a third (29%) of this total social value is through increasing individuals’ feeling of giving back to others and almost half (49%) of the total social value is about giving back to others or the planet. The highest social value per person was created for volunteers, whilst the highest total social value per stakeholder group was for the large group of customers across the UK. It was shown that for staff, volunteers, customers and donors ‘giving back’ to other people is the most important outcome for all groups, and it is through enabling this, charity shops are making the most difference to people’s lives. Other important outcomes also include:

• ‘Feeling that charity shop staff meet me with friendliness and compassion’
• ‘Feeling that I am ‘giving back’ to the planet’
• ‘Excitement from the shopping experience’

It is recommended that findings from this SROI analysis, and the use of the toolkit that will follow, is used to:

1. Evidence value: Help the charity retail sector in demonstrating its immense social
   value to our societies.
2. To be responsive: Through illustrating what outcomes are most important to
   stakeholders, this study can help charity shops to put actions in place where it
   matters, to continue to increase and maximise the positive social value created.

Explorer Club and Young Rangers have significantly increased the environmental awareness and responsibility of participants. Young people are more resilient, and families are stronger. When this impact is extended to households who have barriers to accessing activities like these, the value is increased. The average value per person for lottery funded cohorts is higher than for core funded cohorts (24% higher on average). And specifically, in lower income households represented in the 2020/21 cohort, respondents valued their outcomes more than others.

1.1 Background

The North York Moors National Park Authority’s (NYMNPA) Outdoor Learning Team works with educational providers, families and young people within and outside of the National Park.

1.2 Scope

The analysis evaluated two of the Team’s activities:

• Explorer Club is for families to engage in environmental play and conservation tasks in the National Park. Children are usually aged between 4-11 and take part for 6 months.
• Young Rangers is a monthly club for young people aged 11-17 who are interested in learning about the work of the ranger service and how they too can practically help look after the National Park.

This report brings together five evaluations of these two projects. The evaluations took place from 2019 to 2023 with 2 distinct groups of cohorts, according to funding streams:

• Core funded cohorts: Two pilot projects were undertaken to engage with young people and families in helping them to understand and care for the National Park. These core funded projects have continued.
• Lottery funded cohorts: A grant from the National Lottery Heritage Fund (NLHF) has enabled families and young people, for whom there are barriers to engaging with the National Park, to participate in the projects.

The aims were to:

1. Evaluate the social value of the lottery funded cohorts; and
2. Contrast the results with core funded cohorts.

All five evaluations, therefore, followed the same method to enable comparisons. This report does not recommend any actions. It is simply an account of the social value. Business planning, strategic and management processes should conclude what actions should be taken now the value of stakeholders’ outcomes are known, the most important outcomes revealed and contrasts observed.

The Time + Tide Foundation launched a Girls Club programme in the rural area of Mfuwe in the Eastern Province of Zambia in 2015 after realizing how socially and academically ill-equipped female students were to transition from primary school into high school. Specifically, girls appeared to lack knowledge and confidence with the English language and have limited (if any) understanding of their sexual health rights and choices. Additionally, the Time + Tide Foundation learned that girls in this rural area of Zambia had an ingrained, patriarchal perspective on gender norms and were subject to cultural practices that contributed to their low levels of confidence and decision-making abilities. In response to this information, the Time + Tide Foundation formed extracurricular Girls Clubs in 2015 for girls in the final years of primary school, with a focus on girls who were considered to be at risk of either dropping out of primary school or not advancing to secondary school. These clubs have continued for nearly eight years and serve as safe, female-only spaces, through which the girls receive supplementary academic lessons, with a heavy focus on English, information on sexual and reproductive health and participate in activities that build their self-esteem levels.

All of the girls enrolled in the clubs face significant familial, social and/or academic hardship, and the vast majority live at or below the poverty line (living on less than $2 USD per day), with average family sizes of seven individuals. Teachers recommend girls for the club whom they feel to be at risk of dropping out of school, and the Time + Tide Foundation (TTF) then assesses these girls through interviews as well as review of their transcripts and English language ability. The clubs in Mfuwe are held at two primary schools (Yosefe Primary School and Matula Primary School) in two separate chiefdoms (Kakumbi Chiefdom and Mnkhanya Chiefdom), approximately 20 km apart. The girls in the clubs come from over 30 different villages that are within the catchment areas of these schools, traveling distances of up to 5 km daily by foot or bicycle. The majority of girls live in households with no wage earners (informal income generation) and have mothers who did not finish primary or high school.

In the year 2022, the Girls Clubs in Mfuwe had 53 participants: 22 girls in Grade 5, 28 girls in Grade 6 and 3 girls in Grade 7, which is the final year of primary school in Zambia. While these girls comprise the direct beneficiaries of the programme, over the years the TTF has received reports of the indirect ways in which the programme creates value: anecdotes of other students absorbing information from the club second hand, mothers changing their attitudes towards their daughters and teachers learning new ways to engage female students. Since 2020, the TTF has experimented with a couple of different social return on investment (SROI) methodologies in order to report back to donors on the social value created through their philanthropic investments, and to understand the most valuable aspects of its programming. In 2022, the organisation came across Social Value International (SVI) and its stakeholder-centred approach to analysing SROI. Three of the TTF senior team members completed the Online Social Value & SROI Accredited Practitioner Training Course in 2022 and obtained their Level One Social Value Association qualifications. In 2023, these TTF Social Value Associates undertook SROI assessments of the organization’s core programmes with support from Think Impact, an Australian social impact consulting, project management and capacity building firm.

The purpose of these SROIs is to:

1. understand where the most value is created per programme from the lens of stakeholders;
2. report back to donors on the social returns of their donations; and
3. for the associates to attain the Level Two Accredited Practitioner qualification and thereafter incorporate SROI analyses into the organisation’s monitoring and evaluation protocols

Each programme is being analysed with the evaluative approach over the year of 2022 as a snapshot in time: analysing the total value experienced by stakeholders involved over the calendar year of 2022 against all of the investment relevant to those stakeholders, which for this assessment spans a period of three years (2020-2022). This report presents the results of the SROI, which include all of the social value created for the 2022 stakeholders involved in or affected by the two Girls Clubs in Mfuwe, Zambia. For some of these stakeholders, those who have interacted with the programme since 2020, this social value has been cumulative over two to three years (2020-2022), which has been accounted for in the investment calculations. 

Scope

The Girls Clubs under evaluation occur in two primary schools in two locations in Mfuwe, Zambia. The first is at Yosefe Primary School, located in the Kakumbi Chiefdom of Mfuwe, and the second is at Matula Primary School, located in the Mnkhanya Chiefdom of Mfuwe. Both chiefdoms form part of the larger Mambwe District, in the Eastern Province of Zambia. The assessment takes a ‘snapshot in time’ approach and includes the value experienced by the 2022 stakeholders over the entirety of their interaction with the Girls Clubs. The 2022 stakeholders comprised groups or individuals who interacted with the Girls Clubs for different amounts of time, specifically one to three years, with the total, cumulative value experienced by each stakeholder group assessed. This ‘snapshot in time’ approach was taken because it was deemed too challenging to ask the stakeholders to separate the value by year of involvement, and it was deemed too subjective for the practitioner to try to make these professional judgements. Instead, the investment figures include amounts from prior years (2020 and 2021) that were relevant to the 2022 stakeholders and all of the investment from the year 2022. The investment from prior years was calculated by dividing total cost of the programme per year by number of girls enrolled each year to determine cost per female student per year, and then multiplying that cost per student by the number of 2022 beneficiaries who were enrolled in those prior years. The same methodology was used to determine the portion of the organisation’s administrative costs applicable to Girls Clubs in prior years (analyzing cost per beneficiary per year and multiplying by the number of relevant 2022 stakeholders, those who were involved in prior years). The in-kind support for the meeting venue was included for all three years, and the monetary value of the mentorship hours from the donor was included for all three years so as to accurately represent the investment required for the full value experienced by the mentor stakeholder group.  

According to the Chamber of Agricultural Engineers , a total of 4,515,000 people are employed in agriculture, of which 40% or 1,782,000 are women. However, despite the fact that in rural areas, women are indeed the link between the field and the food on the table, their wage is less than that of men.

Nevertheless, in today’s ‘new world order’, women increasingly play a key role in the transformation of agriculture, rural development and food security. A strong woman means a strong society.

In 2021, Tekfen Foundation launched the “Women Farmers’ Entrepreneurial Loan” project in cooperation with TISVA (Türkiye İsrafı Önleme Vakfı – Turkish Foundation for Waste Reduction) and Toros Tarım (a Tekfen Holding group company of) to support women farmers in order to empower women in agriculture.

The primary aim is to support women who intend to farm but do not have the necessary financial resource (capital) to start their own small agricultural enterprises. In addition to providing financial support, the project also provides basic agricultural training, training in Occupational Health and Safety and on-site consultancy on their fields with the expert contribution of Toros Tarım’s agricultural engineers. TISVA is leading the entire operation of allocating and collecting the loan, while also contributing with a %25 percent additional fund to Tekfen’s financing.

As of April 2021, 80 women in the Aegean provinces of Manisa, Aydın, Nazilli, İzmir, Denizli and Soma received TRY 625.000 in loans as the first beneficiaries of the newly launched programme.

The project provides very low-cost loans to women farmers to support income-generating activities in agriculture so that women can farm on their own and stand on their own feet.

Additionally, other objectives of the project are;

• Identifying demands and needs,
• To see how much of the short-term changes in the Theory of Change have been realised and whether there are indications that medium and long-term changes will occur,
• Encouraging other companies to contribute to the funding, and thus increase the number of women farmers who benefit from the loans and expand geographically as well.

About the report

This report includes the social impact measurement of the Microfinance for Women Farmers Project covering one year period, 2021, of its operations. The SROI (Social Return on Investment) analysis is used as a framework based on eight principles of the SROI that are reflected in the whole report. In accordance with these principles, all information about the Project’s social impact measurement is stated with transparency.

Purpose and Target Audience

This analysis targets two main audience groups; internal stakeholder (management level) and external stakeholders (local authority, agricultural sector, collaborating institutions and other companies that are looking for an opportunity to contribute to the agricultural sector).

The purpose of the analysis is basically to understand the changes that stakeholders have experienced as a result of the Project’s activities. Understanding changes with all aspects, positive, negative, intended and unintended, will inform decisions in much better way to optimize the value of the Project.

The purpose of the analysis regarding external stakeholders is to communicate outcomes of the Project and to collaborate in order to decrease negative outcomes and increase positive ones where possible.

Scope & Boundaries

This is the very first SROI Analysis of the Project spanning one year (March 2021 – April 2022) – of its activities, outcomes and impact. As such, the focus of the analysis is on the main stakeholders (women farmers) who benefited from microcredit. In order to manage impact and optimise value, the first step is to understand what changes have occurred for those stakeholders. Value creation for collaborating institutions means better future collaborations to optimise impact.

As mentioned, this report covers analysis of the first year of the Project. The first year was the pilot scheme. This analysis will provide the basis of the investors’ decision with regards to the future of the Project. Therefore, this first social impact analysis’ scope is limited with the women farmers and the collaborating institutions.

Type of SROI Analysis: Evaluative

About the Athlete Development Program

Kotex and Kızlar Sahada launched the Athlete Development Program to contribute to the empowerment of university students or graduate women football players by supporting their athletics, professional, personal and career development.

When the Program was announced 423 women athletes applied from 61 cities in 3 countries. They were evaluated according the criteria of the Program which was being university student or graduate and being TFF-licensed (Turkish Football Federation).

243 female university students or university graduates who were TFF-licensed football players with TFF license playing in women’s football clubs were welcomed to the program which took place online for 11 months.

In this program, athletes were offered;

• Training in 11 different disciplines,
• One-on-one coaching sessions,
• One-on-one consultancy from experts on various subjects,
• Via Wellbees Application athletes could reach blog posts and short videos regarding each training model every month,
• Rewards for participants in the App Market with the points they collected from the trainings and activities they participated in throughout the year.

the main purpose of Wellbees (the app) was to enable them to establish a social network, to be gamified as a new generation learning tool, to be interactive, to be able to add their own content, to encourage active living, to keep their daily scores.

Training Topics in The Program

• Sports Nutrition
• Sports Physiotherapy
• Sports Psychology
• Gender Equality in Sports
• Human Resources and Career Management
• Communication Skills
• Personal Brand Management
• Conflict Management
• Time Management
• My Compass, My Inner Coach
• Sustainability in Sports

The Program was designed with 25 volunteer consultants in 11 different fields and delivered by 103 volunteer trainers to participants (women athletes).

The participants also benefitted from the Wellbees application that offered challenges among athletes, creating events, rewards, blog posts and short videos related with training topics. So, the Program was designed not only based on information, there were fun facts as well.

The trainings were designed based on participants demand. They were asked about their needs and topics were designed accordingly. However, the Program’s design was not totally base on women athletes’ demand. For instance, even if they did not demand sustainability in sports module but consultants and Kızlar Sahada team thought that module should be included in the Program.

In order to maximize participation, the trainings were delivered with alternative days and hours. Each month was dedicated to one specific topic. There were 4 alternative days and two alternative hours (one a.m. session and one p.m. session), in total 8 alternative sessions were offered for participants.

Still, participants who missed the sessions of any module, make-up sessions were offered at the end of the program.

About the report

This report includes the social impact measurement of the Athlete Development Program covering 11 months period in 2021. The SROI (Social Return on Investment) analysis is used as a framework based on eight principles of the SROI that are reflected in the whole report. In accordance with these principles, all information about the Athlete Development Program’s social impact measurement is stated with transparency.

Purpose and Target Audience

This analysis targets two main audience groups; internal stakeholder (management level) and external stakeholders (investors, sports sector-specifically football sector, volunteers and potential volunteers).

Purpose of the analysis is basically to understand the changes that stakeholders have experienced as a result of the Program’s activities. Understanding changes with all aspects, positive, negative, intended and unintended, will inform decisions in much better way to optimize the value of the Athlete Development Program.

Purpose of the analysis regarding external stakeholders is to communicate outcomes of the Program and collaborate to decrease negative outcomes and increase positive ones where possible.

Scope & Boundaries

This SROI Analysis of the Program covers 11 months period of its activities, outcomes and impact. There are two main focuses of the analysis; (1) the main beneficiary stakeholder group (training participants) and volunteers (both trainers and consultants). In order to manage impact and optimize value the first step is to understand what changes have occurred for those stakeholders. Understanding whether the Program was able to create value for volunteers is an important component of this analysis. If so, this reflects Kızlar Sahada’s operations directly since volunteers are the most important social capital of the Program. Value creation for volunteers means better future collaborations to optimize impact. Therefore, this analysis’ scope is not limited with only the main beneficiary group.

There is a potential limitation of this analysis in terms of activities that stakeholders engaged in. The activities of the Program were designed in accordance with covid-19 pandemic conditions. Since all trainings sessions were online, results of this analysis reflect the impact of an online training program. In the next phase of the Program stakeholders will engage in both online trainings and activities in person. So, the changes that stakeholders will experience may be different. Besides, value of changes may be different too.

Type of SROI Analysis:

Evaluative.

The Hearing loss association of Kaohsiung was established in 1987 by a group of dedicated individuals who recognized the scarcity of professional speech pathology resources and educational support for people with hearing loss. The association’s goal is to advocate for the welfare and rights of individuals with hearing loss. As times have changed, the needs of people with hearing loss have evolved. There is an increasing demand for promoting barrier-free environments on campuses, cultivating diversity and inclusivity, facilitating the transition to employment and providing employment assistance, as well as offering relevant knowledge and growth courses for Parent. To enhance the quality and content of services for people with hearing loss, the association collaborates with the Hearing Loss Association of R.O.C. to promote more forward-thinking social welfare initiatives. The current focus is on raising awareness of hearing impairment and integrating relevant resources from social welfare, healthcare, workforce development, and education systems to provide necessary services, counselling, and advocacy for people with hearing loss.

This SROI evaluation project report examines the social impact and value generated by the Hearing loss association of Kaohsiung through the Deaf and hard of hearing teens Care Program and Support Employment for People with disabilities services. The evaluation period covers one year, from January 1, 2021, to December 31, 2021. The final SROI value calculated for the project is 3.32, with a sensitivity analysis range of 1.64 to 5.00. Throughout the SROI analysis project, the Hearing loss association of Kaohsiung engaged with stakeholders to identify the main outcomes achieved through the Deaf and hard of hearing teens Care Program and Support Employment for People with disabilities services. The outcomes for the Deaf and hard of hearing teens Care Program include: Increase self-confidence, Improve interpersonal relationship, Improve speaking skills, Better physical health, Improve planning skills, Increase self-achievement, Improve professional skills, Improve work efficiency, Increase empathy, Increase charitable giving, Improve visibility, Improve family relationship, Stress relief, and Improve interpersonal relationship. The outcomes for the Support Employment for People with disabilities service include: Improve interpersonal relationship, Feel frustrated, Increase empathy, Increase income, Increase self-achievement, Feel pressured, Improve professional skills, Stable income, and Achieve self-realization. The results of the report indicate that the currentexecution strategy and content of the Hearing loss association of Kaohsiung are able to achieve the expected goals of various services.

Executive Summary

This report presents an evaluation of social return, based on the 2021/2022 cohort engaged in the Mencap’s Supported Internship (SI) programme. It builds on the previous work undertaken to produce a forecast of the impact of the 2020/21 cohort.

The evaluation was constructed with information from a number of processes:

• A Literature Review to identify material outcomes and stakeholders
• Engagement with a Sounding Board including ex-learners from the Mencap Supported Internship programme to guide the analysis
• Interviews with learners, parents, referral agencies and Local Authorities and employers
• Undertaking deep dives at two of Mencap’s Supported Internship projects
• Development of an overall Theory of Change and a chain of outcomes for learners
• Data collection from Mencap’s review documentation used with learners
• Determining valuations based on undertaking the Values Game with learners
• Creation of a value map to present the findings
• Calculation of the Social Return on Investment ratio.

This evaluation follows the previous forecast SROI process undertaken with the 2020/21 learner cohort, which yielded an SROI ratio of 2.35, with a range between £2 and £3. It was concluded that this ratio was considered to likely to be an underestimate. This was a result of the limitations imposed on delivery of the programme, the research and the stakeholder engagement due to Covid 19 measures. Secondly, there were limitations on the evidence which could be derived from Mencap’s records to support some of the outcomes. Mencap undertook a revision of their paperwork on the basis of recommendations made.

Hence the second phase of the research reported here, concentrated on the 2021/22 cohort where the programme retuned to more normalised programme of delivery and as a result of which the research could also include more direct connection with stakeholders. The issues of data gaps could be largely resolved, therefore a more realistic and accurate assessment of social value could be determined. The calculations yielded an SROI ratio of 3.22, with a range between £1.61 and £4.83 returned for every £1 invested in the Supported Internship programme.

Mencap’s Supported Internship programme overview

The Supported Internship (SI) programme is one of Mencap’s ‘Three Ships’ skills and employability programme components, alongside Traineeships and Apprenticeships. The overall aim is to help young people (16-24) with learning disabilities and young people with autism to get paid employment and to thrive in a job.

Each year, Mencap’s employment support programmes help over 1,000 people with a learning disability to develop employability skills, undertake personal skills development and then gain paid employment. Mencap is the largest multi-site provider of Supported Internships and the 6th largest overall in the UK. In 2020/2021 Mencap delivered supported Internships across 11 project locations in England, with 10 locations in the following year.

In 2021/2022 the programme was further extended through the introduction of a Study Programme, in recognition of the fact that many people who had been referred to the SI programme were too far away from the labour market to benefit from a programme lasting only one year. Learners on the study programme therefore had the opportunity to engage in a programme of classroom learning for up to two years, before moving onto the SI programme to help develop their employability skills and competencies.

Mencap’s SI delivery includes classroom group training, one-to-one support from tutors and job coaches, and individualised work placements with employers. The programme period is in academic years, recruiting learners each autumn. The programme gives approx. 600 hours input for each learner, normally 300 hours of classroom delivery and 300 hours on work placement (s).

Generally speaking, employer placements start towards the end of the year or early in the New Year. Mencap has access to a wide range of employers from many sectors, with a broad range of employee sizes. There were a number of national and local hospitality providers, but there were also care homes, garden centres, supermarkets, charity shops and NHS employers.

In 2021/2022, 161 young people with learning disabilities and autism were recruited to the programme and 144 completed the programme.

During the Evaluation Phase of the research in 2022, Mencap’s employment programmes were inspected by OFSTED, with an overall grade of Requires Improvement. The SI programme is funded by the Education and Skills Funding Agency (ESFA) and Local Authority contributions to support the implementation of Education Health and Care Plans. These Plans set out what the Local Authorities’ expectations are for each learner on the SI programme, and the outcomes they expect the programme to deliver.

“In Appalachian Ohio, a grassroots group of citizens across industry sectors have convened to use community assets to create solutions impacting multiple parts of the community system, thus attempting to solve complex rural problems in innovative ways. One intermediary organization, Building Bridges to Careers (BB2C), has implemented community and career connected learning programs as a way to solve
problems threatening rural community viability through engaging multiple community stakeholders including the community’s youth.”In Appalachian Ohio, a grassroots group of citizens across industry sectors have convened to use community assets to create solutions impacting multiple parts of the community system, thus attempting to solve complex rural problems in innovative ways. One intermediary organization, Building Bridges to Careers (BB2C), has implemented community and career connected learning programs as a way to solve problems threatening rural community viability through engaging multiple community stakeholders including the community’s youth.

Using focus groups and survey methods, this study investigated the contributions and the impact of stakeholders of one community and career connected learning program: high school internships. The place-based, cross-sector, bidirectional interactions facilitated by community and career connected learning created a learning ecosystem through the high school internship program; a complex system with many stakeholders and impacts. Using Social Return on Investment (SROI) to quantify impact within
the learning ecosystem to communicate and maximize change afforded BB2C the opportunity to capture impact to multiple stakeholder groups in the voice of those stakeholders, to make decisions around impact, and to communicate impact to diverse audiences.”

“İstanbul Sports Events and Management Trade Inc. (Sport Istanbul) was established in 1989 as a subsidiary company of İstanbul Metropolitan Municipality. It has prioritized the use of sports facilities and active participation in sports activities in order to strengthen the physical and mental health, and to improve their abilities of the people of İstanbul. To operate the sports facilities of İstanbul Metropolitan Municipality; to organize national and international organizations such as technical, educational, sportive, touristic, competitions, festivals, exhibitions, tours, camps, conferences, seminars, courses in all branches of sports; research and training activities are among its priority activities.

Since its establishment, it has gained significant success and experience in sports facility management, organization and realization of national and international sports organizations.

With the aim of increasing the quality of social life, Spor İstanbul offers various opportunities for the residents of the city to do regular and conscious sports in modern conditions in all sports facilities. In addition, it takes important steps to establish a modern infrastructure for Turkish sports, to bring in new athletes and to provide opportunities for paralympic athletes.”

“This report includes the social impact measurement of the Spor İstanbul covering one year period, 2021, of its operations. The SROI (Social Return on Investment) analysis is used as a framework based on seven principles of the SROI that are reflected in the whole report. In accordance with these principles, all information about Spor İstanbul’s social impact measurement is stated with transparency.

Purpose and Target Audience
This analysis targets two main audience groups; internal stakeholder (management level) and external stakeholders (local authority, sports sector, collaborating institutions like sports federations, members and potential members).

Purpose of the analysis is basically to understand the changes that stakeholders have experienced as a result of Spor İstanbul’s activities. Understanding changes with all aspects, positive, negative, intended and unintended, will inform decisions in much better way to optimize the value of Spor İstanbul.

Purpose of the analysis regarding external stakeholders is to communicate outcomes of the company and collaborate to decrease negative outcomes and increase positive ones where possible.”

“Over the past decade, food rescue organisations have emerged across Aotearoa New Zealand, responding to two key issues – food insecurity and food waste. Food rescue organisations rescue surplus, good, nutritious food destined for landfills and redistribute it to people in need. Food insecurity and food waste have been longstanding issues in Aotearoa. However, the Covid-19 pandemic disrupted the entire food system, exacerbating these issues. In 2020, the Aotearoa Food Rescue Alliance (AFRA) was established through funding provided by the NZ Ministry of Social Development’s Food Secure Communities programme. AFRA is a national body encompassing 23 of Aotearoa New Zealand’s major food rescue organisations. Food rescue in Aotearoa New Zealand, predates AFRA, with the first food rescue organisations starting in 2008. However, AFRA was set up in response to issues regarding Covid-19 and ongoing concerns about food insecurity and to provide cohesion and coordination of the sector through capacity building, best practice, collaboration, and advocacy, for an effective food rescue sector.

This Social Return on Investment (SROI) report aims to understand, measure, and value the impact of food rescue in Aotearoa New Zealand. AFRA commissioned the report. It focuses on three case study organisations representing the key food rescue models operating in Aotearoa New Zealand:

• Satisfy Food Rescue (SFR) Christchurch – Community Hub (collects, stores, sorts rescued food. Food is picked up by or delivered to recipient organisations)
• Just Zilch (JZ) Palmerston North – Free Store (collects, stores, and distributes rescued food directly to food recipients via a ‘retail store’ setting where food recipients select food free of charge)
• Good Neighbour (GN) Tauranga – Mixed model (community hub and additional components, e.g., community kitchen, community gardens).

SROI is a framework that aims to understand, measure, and value the impact of an organisation’s activities on various stakeholders. It uses qualitative and quantitative data to tell the story of how change is being created and experienced. Monetary values represent outcomes enabling a ratio of benefits to investment to be calculated, specifying the amount of social, environmental, and economic value created for every $1 invested. The evaluation period for the analysis was the 2020/2021 financial year. This SROI is a forecast analysis, providing a benchmark SROI ratio for future evaluation of food rescue in Aotearoa, New Zealand. It is also the first SROI study to measure and value the impact of multiple food rescue organisations in Aotearoa, New Zealand.”

“The Tzu Chi Foundation (hereinafter referred to as Tzu Chi) has begun its environmental protection missions since 1990. Tzu Chi currently has over 270 environmental protection stations around Taiwan, and is not only involved in the recycling business, but also promotes the concept of “cleaning the source, love the earth by protecting environment” by environmental education promotion, energy saving and carbon reduction, circular economy, waste reduction, vegetarian, etc., We hope to arouse people’s awareness of environmental protection and cherish the earth’s resources. At the same time, Tzu Chi connects the resource network of the community, the environmental protection stations allow neighbors to report their needs, and provides assistance to families with economic or medical needs in the community.

This project uses the activities of “Environmental protection missions” in 2020 as the scope of evaluation and conduct classification and calculation. The overall SROI of Tzu Chi’s environmental protection missions in 2020 was 6.34. It means for every NT$1 of input in Tzu Chi’s environmental protection missions, NT$6.34 in social benefits will be generated.”