Reports Database

“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.”

“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.