Reports Database

“Women Make Music is a PRS Foundation initiative launched in 2011 in response to the low representation of professional female songwriters and composers in the UK. In 2011, only 13% of PRS for Music members were women and 16% of applications for commissions received by PRS Foundation featured female composers and songwriters.

Women Make Music grants are available to any female music creator, with a professional track record of 18 months or more, whose project fits with PRS Foundation’s aims to enable talented music creators of any background to realise their potential. Women Make Music grants have supported a range of activities that help female artists to develop their careers including tours, recordings, commissions, residencies, promotion and marketing, new collaborations and childcare.

Women Make Music aims to:

• Raise awareness of the gender gap amongst songwriters and composers
• Encourage more female music creators to come forward for funding
• Increase the profile of women who are creating new music in the UK and support role models for future generations.”

“Ensuring our kids develop the academic skills and intellectual curiosity they need to be successful adults is not solely the obligation
of schools. It is the biggest and most important responsibility of the entire community. Students and educators need support from
families, businesses, organizations, civic entities, and faith groups. Learning is a continuous process that spans a pipeline from early
childhood to postsecondary education. Working together to nurture success at every milestone gives our kids the skills they need
for the future and provides our community the foundation it needs to thrive.

Three years ago, the concept that “it takes a village” to educate our youth was the driving force behind ImpactTulsa, and it still is
today. Utilizing data to identify what works in the complex web of learning resources and employing collective impact to help align
partners on shared outcomes is at the heart of what we do. Along the way, we have discovered an incredible spirit of collaboration
among partners and a genuine desire to create an education system that embraces diversity, equity, innovation, and continuous
improvement.”

“IHS is a private affordable housing investment manager. We raise institutional capital and invest it in the development or renovation of affordable housing in Sub-Saharan Africa, both for-sale and for-rent, affordable to the fast growing low to middle income market in South Africa and other target Sub-Saharan countries. IHS is owned by MMA Capital Management LLC, a publicly-listed US affordable housing and renewable energy investment manager (formerly MuniMae). As such, we are under the corporate governance of this major US shareholder, and are therefore governed by their rigorous policies and procedures, including their code of ethics and principles of business integrity to combat issues such as bribery and corruption.

To date, our investments have resulted in the production of about 18,000 homes. In our current Fund, IHS Fund II, we have raised capital specifically for the purpose of “greening” a portion of the homes produced. Based on capital raised to date, we have committed to 5,060 green homes (25%). We have so far closed six projects in Fund II (five green home projects).”

“In all our regions, our lawyers, professionals, and staff are serving our communities in substantial ways to address hunger, lack of education and poverty. We are collaborating across borders and oceans to develop meaningful strategies for maximizing our positive social impact.”

South Africa has various state-supported housing programmes, of which RDP housing (currently termed “BNG” housing), and more recently Social Rental Housing (SRH) are significant components.

Although over 2 million houses have been provided to date through the RDP housing programme, the programme poses several challenges, not least being the implications for the future sustainability of cities and their municipalities in South Africa.

SRH is seen as an alternative to RDP housing. Although the observed initial construction costs of SHR are higher, so too are the long term benefits.. SRH addresses an important demand and income segment within the housing sector and market in South Africa.

This report contains the results of a Cost Benefit Analysis (CBA) undertaken to compare SRH (as the potential investment or “project case”) with RDP housing (as the status quo or “base case”). The objective of this analysis is to assess the relative benefits to society in the provision of SRH and RDP housing, and takes into account all costs and benefits to society over the life time of the housing.

Step by Step offers services to empower young people and prevent homelessness throughout Hampshire, Surrey, Berkshire, and Dorset.

Building on its strengths in digital products, ASUSTeK Computer Inc., Ltd. (“ASUSTeK” or ”ASUS” ) has run the ASUS Computer Recycling and Education Project (“the project”, “project”, “Digital Education Project”) since 2008. The purpose of the project is to recycle discarded ICT products and appoint a refurbish factory to refurbish computers for donation to non-profit organizations. Under the project, ASUS volunteers assist in the creation of courses and of basic digital environments to help build an ideal environment of Digital Inclusion.

Through the Digital Education Project, ASUS aims to create real change. Thus we have established a Social Return on Investment (SROI) performance management mechanism (“SROI mechanism”, “this mechanism”, or “this report”) since 2016. This performance mechanism and information feedback help manage the project and improve efficient allocation of resources.

Family support is where individuals with common problems associated with drug use or addiction in their families can share their experiences. Family support is a recognised form of support for families experiencing difficulties and stress related to a child, parent, sibling or other family member’s addiction problems. Family support can be offered in peer group setting or one-to-one basis. The model of the family support advocated by Ireland’s National Family Support Network is a peer-led support group model, where individuals can openly share their challenges and perceptions with other people.

An important aspect of family support is the flexibility of the model to support individuals experiencing a range of problems, not just drug and alcohol problems; for example, other challenges can include drug intimidation, bereavement, educational disadvantages and unemployment. The stress of having addiction within the family can have a debilitating effect on individuals resulting in feelings of stress and vulnerability, negative coping withdrawal from family and friends, and in some instances, leading to other forms of addiction. Accessing family support is an appropriate form of support that can help reduce and manage these negative consequences.

Nowadays digital literacy is considered one of the essential skills to allow people to effectively exercise full citizenship.

Due to the lack of basic computer skills, financial and legal information, and inability to use contemporary communication devices the elderly and disabled people cannot fully participate in modern life, realize their talents and ambitions, and make an input. Their chances for employment are next to nothing. They finish disconnected from their friends and family and excluded from the society. They cannot use electronic services provided on the state and municipal levels.

The programme is focused on providing training for old and disabled people in the areas of the basic elements of digital literacy and IT, financial and legal literacy required for improvement of their social and economic stability to increase their chances for employment or small business undertakings.

The programme objective is to contribute to improvement of the quality of life for the elderly and physically challenged adults, create conditions that prevent their social and informational isolation, and give birth to the new opportunities for an active lifestyle.

Peer support takes place when people with lived experience of mental distress support each other towards better wellbeing, as people of equal value and on a reciprocal basis, using their own lived experience as a tool of support. The importance of peer support at Together has been developed and become increasingly recognised since 2010. This work was led by the Service User Involvement Directorate in the first instance and is now strongly supported across departments and delivered within a range of operational services

There has been a rapid increase in the employment of Peer Support Co-ordinators to develop, co-ordinate and manage the provision of peer support within the past twelve months. This includes supporting teams of Peer Supporters, who are volunteers with lived experience of mental distress, to draw upon their lived experience to support people who use our services. This directly supports our strategic goal to ensure that peer support is available to service users across all our services by 2018-19. By March 2016 an average of 218 service users were receiving peer support per month across 26 Together services.

The Salford Men’s Wellbeing Project ran from August 2013 to July 2015 and was aimed at improving children’s wellbeing through improving the wellbeing of their fathers. Unlimited Potential initiated the project as an asset based community development project, applying four steps of an approach to action enquiry called Positive Deviance. The project was based in a deprived ward of Salford called Little Hulton.

The fathers that the project involved include many who have a background of severe and multiple disadvantage. Importantly a small number of more recently disadvantaged fathers, facing redundancy and other challenging life events, participated in the project. Furthermore a significant number of fathers motivated by helping others supported the Project.

Unlimited Potential recruited a local father as an Engagement Worker; this dad was seen as a peer by the core group of fathers that the project reached. They also established a Council of Dadz, made up of local fathers, who progressively took responsibility for the project. Using four steps of Positive Deviance, known locally as the “4 Ds”, the project discovered an uncommon but successful coping strategy amongst fathers experiencing serious life challenges – they shared their problems openly with other and with a spirit of helping others. The Project then designed ways to encourage this behaviour to be more widely spread, including most notably a Saturday Dadz and Kidz Club. In April 2015, three months before the end of the project, responsibility for ongoing work with fathers in Little Hulton, including continuing the activities that had been set up by the project, was transferred to a newly constituted body known as Salford Dadz – Little Hulton.

Local Area Coordination is a new approach for Thurrock with the use of coordinators based in the community. It aims to ensure vulnerable people are better supported to find local solutions that enable them to build a ‘good life’ and are less dependent on other services as a result.

This first forecast analysis for Local Area Coordination is seen as the beginning of a journey to understand and quantify the social value achieved through the service and support further evaluative work on the impact of Local Area Coordination for both the individual and other stakeholders building on the work to date. By increasing the understanding of what changes, Local Area Coordination can continue to deliver positive social outcomes, optimising this further by identifying where the greatest impact is. The development of a monitoring framework would also enable the outcomes identified in this analysis to be captured to support the ongoing evaluation and realisation of the social value forecast.

This report presents an evaluative Social Return on Investment (SROI) analysis. It is based on a collaborative project between sports coach UK and StreetGames, with the primary research conducted between September 2014 and July 2016 in Tyneside, UK.

In striving to drive the development of the coaching industry, sports coach UK identified Social Return on Investment (SROI) as a method to understand the true value of developing coaches with the capability to deliver high quality coaching sessions.

The report focuses on three organisations in Tyneside that, between September 2013 and May 2015, developed a cohort of five individuals to deliver high quality coaching sessions in their local community.

This report tells the story of the SROI evaluation. It is written in accordance with the SROI principles and its transparency is intended to provide the coaching industry (and beyond) with confidence in the results.

Bairnsdale Recycling Enterprises Incorporated is a not for profit incorporated association which has established a social enterprise (trading as the Bairnsdale Tipshop) to tackle some significant social and environmental issues in its local area. It operates in Bairnsdale, a small city (population ca 13 000) situated in the eastern tip of the state of Victoria, Australia.

Like many other municipalities in Australia, Bairnsdale has a mounting problem in dealing with the waste that is created in the area. At the same time it is a region which at the time of the inception of the program had a higher unemployment rate than the average for the state. In particular, the local youth unemployment rate was, and remains, at disturbingly high levels (around 30%).

The original idea for a Tipshop was investigated by representatives of various organisations involved with the local community in 2007 following the construction of a shed at the landfill site by Sustainability Victoria (an agency of the Victorian State Government) and East Gippsland Shire Council. After negotiations with the council it was arranged to establish the shop in the building and the program commenced in 2009. After some modifications to the original concept, the Tipshop has been running in its present form since 2010 as a viable concern giving employment to previously unemployed local people. By the period of time analysed in this report (July 2013 to June 2014), the Tipshop was employing six people on a part time basis (including a business manager who was not long term employed) and generated an income of $188 000 in the year covered by the investigation.

The Tipshop has developed a model which involves taking goods that would have otherwise been put into landfill and offering them for sale in the shop set up at the landfill site. An important part of the operation, which has been crucial in its success financially, is that many of these goods have value added to them. This has been achieved by checking (testing and tagging) electrical goods to see that they are safe for resale and repairing or servicing goods such as lawn mowers and bicycles which increases their resale value significantly.

Another aspect of the program is that many of the staff employed at the shop have brought some skills to the operation which are useful to it. This has meant that the program has been more selective in choosing staff than originally anticipated. Significantly, it has meant that a minority of the employees has been drawn from the original target group of the young unemployed (those aged between 15 and 24 years old).

There is a chronic shortage of affordable housing in Victoria, particularly in Melbourne. It is estimated that over 105,000 Australians, including 23,000 Victorians, are homeless. Fortyfour percent of these homeless people are women. Some groups of women appear to be at greater risk of homelessness, including women fleeing family violence, migrants escaping conflict, women exiting the correctional system and older women with little savings.

Women’s Property Initiatives (WPI) was formed in 1996 to address the lack of affordable, appropriate, secure, long-term housing for low-income single women and single mothers. WPI works to build a secure future for disadvantaged women and their children by providing them with long-term, safe, high-quality and affordable homes. The reasons women seek housing with WPI are a complex web of individual causes, however, financial stress and family violence are common causes of housing vulnerability. The homes are made more affordable for women on low incomes, with rents set at no more than 75% of market rent or 30% of household income.

Women’s Property Initiatives commissioned a Social Return on Investment evaluation to understand the value and impact of housing on their tenants. This report provides the results of the Social Return on Investment evaluation that analyses the social value created with the provision of 66 homes to women and their families in a 12-month period over 2014-2015.

“The core purpose of this research study is the social valuation of the Post Office Network. Post Office Limited operates the largest retail network in the UK with more than 11,500 branches and delivering a wide range of products and services across post, financial and government services.

This study seeks to understand and quantify the value that people and businesses place on the Post Office network. It was commissioned by The Department for Business, Energy and Industrial Strategy (“BEIS”) and delivered independently of Government and the Post Office by YouGov and London Economics.”