Reports Database

Justice42,a social enterprise designing alternative dispute resolution systems, is on a mission to improve the quality of divorce procedures and outcomes. After several years of R&D with the support of the HiiL Foundation and the Dutch Legal Aid Council, the company brought uitelkaar.nl to the market. Uitelkaar.nl is an online solution empowering and guiding divorcees in negotiating their own arrangements, collaboratively and at a fixed price, with reduced involvement of legal experts.

The analysis is a prediction of the social value over the period 2019 to 2021, based on primary data collected in 2018 and early 2019 as well as secondary evidence. First, the report will introduce the social enterprise and its solution. Then, following a stakeholder analysis, a theory of change will be introduced for each selected stakeholder group together with indicators for measuring the expected changes. Subsequently, the social value of these changes as well as the net contribution will be estimated. The report concludes with the calculation of the SROI ratio, a sensitivity analysis as well as recommendations.

Major manufacturers worldwide are beginning to take the green management of supply chains more seriously. ASE hopes to gradually promote carbon management measures to suppliers by assisting suppliers with the implementation of ISO 14064-1 Greenhouse Gas (GHG) management systems. This will allow suppliers to monitor their energy use and carbon emissions, and further lower their operating cost and improve their business reputation. In 2018, ASE and National Cheng Kung University (NCKU) Industrial Sustainable Development Center (ISDC) jointly carried out the guidance project for the implementation of ISO 14064-1 GHG Inventory by 10 suppliers, in hopes of further developing a green supply chain.This study adopts the SROI methodology to review project data from May 3, 2018 to April 12, 2019 from the perspective of stakeholders. After engaging stakeholders, we found that the project’s main impact is improving the business reputation of suppliers that received guidance, and strengthening the energy conservation and carbon reduction concepts of the organization and employees. This changes the company’s procurement decisions and individual purchase choices in daily life to further increase environmental benefits.

The little shopkeeper experience camp (LSEC) for Preschool children was hosted by Vivi Hair Salon and invited the Preschool children and teachers of the affiliated YMCA Ying-ming Kindergarten, Kaohsiung, (hereafter ‘Ying-ming Kindergarten’) to participate. The purpose of the Project was to let the Preschool children use a game mode to experience the work of hair stylists to enable them and their teachers to better understand the work of the salon.

Chronic Obstructive Pulmonary Disease (COPD) is the umbrella term for lung conditions that limit the airways and cause breathing difficulties(notably chronic bronchitis and emphysema). It mostly affects people over the age of 35, with a particular prevalence amongst the over-70s and those from lower socio-economic groups. More than 500,000 people in Ireland are believed to be living with COPD, although less than half of these have been diagnosed. A decrease in COPD rates due to a societal reduction in smoking 5is likely to be offset by a growing and ageing population, at least in the medium-term. Any initiative that has the potential to benefit such large numbers of people should be properly evaluated.

Exercise, COPD & Me is a group-based Adapted Physical Activity (APA) programme for people living with COPD, delivered in the community to people from varying backgrounds. Its focus is not on the illness itself, but rather on the promotion of health and fitness.

GRAPEVINE aims to reach out to the girls through two-week camps in which information sharing, life skills and confidence building activities are shared using approaches more accessible to visual learners. With skills gained and new connections made, girls will be able to create a network among themselves and other girls in their various communities; equipped to spread accurate HIV and life skills information like a grapevine.

This report and analysis are based on the results from a 26-month project in which 179 adolescent deaf girls and young women (ADGYW), took part in training in HIV and health; Business skills; Personal Development; sewing and dressmaking skills; hairdressing; baking and independent living. Families were involved –parents extended family members and spouses in meetings and on graduation day. 60 adolescent deaf boys and young men (ADBYM) took part in similar activities for a shorter time, with the aim to share information on health and HIV and to foster more respect for women.

Since founded in 2015, the Taiwan Drug Free World Association (the Association) has been committed to anti-drug education and promotion in honor of the belief in “prevention is better than cure.” The Anti-drug Lecturer Training Program offers intensive 8 hours training. The program combines both theory and practice and enables trainees to be capable of providing a 40-minute speech on stage to teenagers or any target audience despite their lack of experience in the beginning. It is our hope that through these anti-drug lecturers, anti-drug education will continue to be disseminated, from the north to the south, from communities where housewives are trained to companies and corporations where the sales representatives and administrators are trained, and to even military officers and legal affairs staff at military bases. Within just a couple of months, the number of trainees who have completed the program grew to several hundreds. Such an influence went viral over a few years. The Association, however, hopes to take advantage of more substantial and quantified data to help with continuous advancement in the planning and implementation of the “Anti-drug Lecturer Training Program”. This is why the Social Return on Investment (SROI) methodology is introduced to review them.

This study adopts the SROI methodology to review the social impacts of the Anti-drug Lecturer Training Program between 2016 and 2018 from the perspective of stakeholders. Through interviews and questionnaires, it was found that trainees not only learned how to give an anti-drug speech but also had significantly grown in their awareness about drugs and hence were able to turn them down. In addition, the program helped enhance their ability to communicate and express themselves, boost their self-confidence, and increase their attachment to their work. The enterprise they belong would also have an improved corporate image. Additionally, the cost of educational training for employees and the operational cost were reduced.

Changes for students, by the same token, include increased health awareness and increased sense of attachment to their school. With the above-mentioned outcomes and input combined, we calculated and obtained the result that for each New Taiwan dollar invested, it would create social value worth around NT$6.67. The sensitivity analysis results were between 5.33 and 15.46. We also discussed these results and get the feedback from stakeholders during the research with the Taiwan Drug Free World Association to optimize improvement plans. It is our hope that with constant advancement and joint efforts, the social impacts may be maximized through the Anti-drug Lecturer Training Program to turn Taiwan to be the first drug-free island and purified land.

United Way of Taiwan (UWT) was founded in 1992, and 2018 marks the 27th anniversary of UWT. Our main services include subsidizing plans of Taiwan’s medium and small social welfare organizations, gathering and distributing supplies (supplies transfer station), collaboration with corporations, and volunteer services. UWT combines its operating mechanisms with NGOs to effectively gather social resources, raise funds, and reasonably distribute the resources and funds to social welfare organizations in need. UWT prevents citizens from being disturbed by repeat requests for donations, and let social welfare organizations focus on providing services. We also use a relatively strict review process to strengthen the social work methods of Taiwan’s social welfare organizations.

This study adopts the SROI methodology to review the social impact of UWT in 2017 from the perspective of stakeholders. Based on interviews and questionnaire surveys, we found that the social welfare organizations we subsidized (hereinafter referred to as “Organizations received subsidies for projects”) achieved better operational stability, improved their service quality, increase in external resources. Organizations receiving supplies (hereinafter referred to as “Organizations received supplies”) also improved their service quality and saved organization costs on human and material resources. Social workers in organizations received subsidies for projects increased enthusiasm for work. Individual donors gain sense of satisfaction and joy, and also increase their understanding of charity and social issues. Corporations collaborating with UWT (hereinafter referred to as “Collaborating corporations”) improve their corporates’ brand image and more engaged and committed staff through co-organized activities. In the process of reviewing projects, Censoring Committee Members gain a sense of achievement, improve their research ability, and improve their consulting and teaching skills. Audit Committee Members improve their professional skills, raise awareness of social care, and increase experiences and understanding of charity through budget audits. General volunteers gain sense of satisfaction and joy and learn to cherish what they have from providing volunteer services.

After dividing the outcomes by inputs above, we discovered that UWT created the equivalent of NT$4.60 in social value for stakeholders for every NT$1 invested during 2017. The sensitivity analysis placed the result between 3.62 and 5.24. We discussed the result and the stakeholder feedback received during the research process with UWT, in order to optimize the way UWT reviews proposals and its fundraising strategies. We hope that through the assessment of SROI, we can better allocate and manage the resources and maximize the social impact of non-profit organizations (NPOs) in Taiwan.

The Stone Weir Seeker project was proposed by Fu-Tzu Yang, a member of the RunAway From Island team, to be part of the Rural-Young Project led by the Council of Agriculture’s Soil and Water Conservation Bureau (hereafter referred to as the SWCB). The stone fish weirs of Penghu were the main focus of the Stone Weir Seeker project, which covered four areas in its implementation: a stone fish weir restoration matching mechanism, training for youths who wish to become Masters at restoring stone weirs, a database of stone weirs, and marine education and ecotourism.

This study adopts the SROI methodology to review the social impact of the Stone Weir Seeker project from February 1, 2017 to August 31, 2018 from the perspective of stakeholders. After engaging with stakeholders, it was found that the main influence of the project lay in its ability to provide a younger generation of people with the opportunity and means to gain a better understanding of stone weirs, which are a part of Penghu’s local fishing culture. The project also documented stone weir techniques in a systematic way, allowing the gradually disappearing craft of stone weir restoration to be passed down. At the same time, the project has built a deep relationship with local communities. It is hoped that restoring stone weirs can help the residents of Penghu recall their memories of the ocean and their affection for it, as well as increase community cohesiveness and identity, so that residents will more actively participate in initiatives to maintain the nearly 600 stone weirs around Penghu in the future.

A comprehensive survey and analysis of this study shows that the Stone Weir Seeker project has created the equivalent of NT$16.66 in social value for every NT$1 invested. The sensitivity analysis placed the result between NT$3.99 and NT$67.42. We also discussed the result and the stakeholder feedback received during the process of the study with the RunAway From Island team and SWCB, the agency that subsidized the project, in order to look for ways to improve and optimize the project. This was intended to allow adjustments and corrections whenever needed during the implementation process, and to maximize the project’s impact, social value, and benefits.

The SunnyRush Community Workshop – A Platform for Rush-weaving Enthusiasts project was proposed by Yi-Ya Liao, a member of the SunnyRush team, to be part of the Soil and Water Conservation Bureau (SWCB)’s Rural-Young Project. The use of rushes was the main focus of the SunnyRush project, the implementation of which covered five major areas: product development, brand management, environmentally-friendly farming, documenting weaving methods, and education.

This study adopts the SROI methodology to review the social impact of the SunnyRush Community Workshop – A Platform for Rush-weaving Enthusiasts project for the period August 1, 2016 to August 31, 2018 from the perspective of stakeholders. After meeting with stakeholders, it was found that the main impact of the project lay in its ability to attract the younger and the middle-aged generations and get them to learn rush-weaving, to cultivate rush-weaving instructors; and by compiling weaving methods in a systematic and graphical way, helping more people to become aware in an easy-to-understand way of a craft that has been passed down for more than 200 years. In addition, the project combined culture with creativity to enhance the value of the rush industry and to stimulate the local economy and create employment opportunities.

A comprehensive survey and analysis of this study shows that the SunnyRush Community Workshop – A Platform for Rush-weaving Enthusiasts project has created the equivalent of NT$2.40 in social value for every NT$1 invested. The sensitivity analysis placed the result between NT$1.55 and NT$16.37. We also discussed the result and the stakeholder feedback received during the process of the study with the SunnyRush team and SWCB, the agency that subsidized the project, in order to look for ways to improve and optimize the project. This was intended to allow adjustments and corrections whenever needed during the implementation process, and to maximize the project’s impact, social value, and benefits.

“The dream comes true in our own land, the dream comes alive.” CTBC Foundation for Arts and Culture’s “Love & Arts for Dreams Initiatives ” project is committed to spreading art resources to every corner of Taiwan. The Foundation collaborated with professional artists in various sectors who took on the role of Artistic Mentor, through well-designed arts and culture courses, which lasted over half year, to encourage more students who live in remote regions to establish, pursue and make their dreams come true. By giving children a stage to show their abilities and build up self-identity through the experience, the Project empower children’s lives and make changes to the communities through power of arts and culture.

In 2018, the Foundation extended an invitation to renowned choreographer Bulareyaung Pagarlava to bring the dance company, which he founded in his hometown Taitung in 2014, help a group of children in Donghe Elementary School in Donghe Township, Taitung County, who love to dance but lacked resources, to make their dreams of learning dance come true. In the eight-month course, students experienced and learned diverse aspects of dance. They furthermore completed the infusion of the indigenous culture and elements of contemporary dance, to create a work that included both singing and dance. They performed the dance at Bulareyaung Dance Company’s annual Qaciljay Arts Gathering.

This study adopts the SROI methodology to review the social impact of the 2018 Love & Arts for Dreams Initiatives Project from the perspective of stakeholders.It’s an evaluation SROI report. Through interviews and questionnaires, we discovered that through this Project, students had improved their self-identity and cultural literacy, while also expanding their horizons in life. They also achieved improvement in positive values, interpersonal relations, and learning capacity. Dancers’ patience and perseverance were tested by the stress of the teaching process, and dancers gained a sense of satisfaction and accomplishment. Their relationships with the community improved, and increased their passion for their dancing careers as well as expanded their career development potential. For the two main execution collaborates in this Project: Donghe Elementary School and Bulareyaung Dance Company, both of they established foundations for dance education system while improving local connections and visibility. In addition, for the audience at the Qaciljay Arts Gathering, viewing the Dance Company/student joint performance, there was stress relief, a rekindled passion for life, improved art and cultural appreciation, and an increased sense of identity with the local culture.

By offsetting the outcomes and inputs above, we discovered that the Love & Arts for Dreams Initiatives Project has created the equivalent of NT$4.18 in social value for every NT$1 invested. The sensitivity analysis placed the result between NT$3.29 and NT$6.28. We shall also use the results and feedback from stakeholders in the research process for discussions with the Administration Group of CTBC Foundation for Arts and Culture to optimize the project. We hope to integrate professional artists, local communities, and corporate support to find the best collaborative development model and maximize the influence of the Project.

Na Fianna was founded in 1955 by its 201 original members who predominantly lived in the Glasnevin/Drumcondra/Phibsboro area of north Dublin.

Ba chuid lárnach de shaol CLG Na Fianna í an Ghaeilge ó bunaíodh an Club. Deineadh gach cuid de ghno oifigiúil an Chlub as Gaeilge ins na blianta tosaigh.

In 1963 the club reached an agreement with the Office of Public Works to lease grounds at Mobhi Road. Over an 18-month period, the Guinness Sports Club timber-framed clubhouse was removed from the Iveagh Grounds in Crumlin, south Dublin and reassembled by the club’s volunteers. A week prior to the official opening in 1967, it was burned down in an arson attack.

Na Fianna established its camogie section in 1969. It was the first club to grant female players full membership rights. That year it also won its first Dublin Senior Football Championship.

The clubhouse was rebuilt between 1970 and 1972; at that time one of the most modern clubhouses in Ireland incorporating a hall, bar, dressing rooms and indoor handball court.

The ladies football section was founded in 1989.

1991 saw the establishment of one of the first GAA club nurseries for younger children.

The club had significant sporting successes in the decade 1991 – 2001.

A major redevelopment programme took place in between 2003 and 2010 that included the renovation of the clubhouse, construction of meeting rooms, a gym and all-weather facilities (including a training area, hurling wall and outdoor handball alley).

In 2017, Na Fianna won seven county titles (one in camogie, three in hurling and three in football). Club member John Horan was elected President of the GAA. Na Fianna was awarded a bronze medal by the Joe McDonagh Foundation for its work on promoting the Irish language and the following year, it received a silver medal.

Today, ever-growing Na Fianna is the sporting, social and cultural heart of the local community, with its club premises at Mobhi Road being the epicentre of a wide range of activities.

Conduct problems are one of the most commonly occurring mental health issues among children and adolescents. Conduct problems affect approximately 5 to 10 per cent of children in New Zealand which equates to more than 50,000 children. These rates are higher in Māori (15% to 20%) than non-Māori. Conduct problems are associated with a wide range of adverse outcomes in later life.

The Incredible Years Parenting (IYP) programme, is an effective evidence-based intervention to address conduct problems in children. It is an internationally recognised parent management training programme designed to improve parental capabilities to promote emotional and social competence in children and to prevent, reduce and treat conduct problems. To reduce child conduct problems in Māori, it is critical parenting interventions are effective for and acceptable to Māori. The IYP Programme for Māori whānau is called Ngā Tau Mīharo ō Aotearoa, which reflects the Māori tikanga and supports responsiveness to Māori Culture.

Te Whānau o Waipareira (Waipareira) is an Urban Māori Authority delivering a wide range of services to whānau in West Auckland. It is a whānau centric organisation which operationalises the core values and principles of Whānau Ora in all its services. Waipareira has been delivering Ngā Tau Mīharo ō Aotearoa programme to its whānau for over six years.

This report describes the social return on investment analysis of the Incredible Years Parenting (IYP) Programme delivered by Te Whānau o Waipareira in New Zealand. It aims to understand, measure and report the value created by the IYP programme. This report is a forecast SROI analysis, measuring the social value of the Incredible Years Parenting programme. It forecasts the value over three years from 2017 to 2019.

Social Return on Investment report of the Change Step service in partnership with Veterans’ NHS Wales.

This report details the Social Return on Investment (SROI) forecast analysis conducted on the Change Step project in partnership with Veterans’ NHS Wales. The results demonstrate that significant social value is created through the project’s activities, with a SROI result of £6.79:1 – meaning that for each £1 invested, £6.79 of value is created.

Fundamental to the success of the service is the peer mentors who as veterans themselves could offer a level of understanding and empathy, but also the guidance to support them before their therapy, during and post therapy. This balance was seen as ‘unique’, and as veterans themselves provided the clients with immediate trust and reassurance.

The collaboration with Veterans’ NHS Wales allows the peer mentor and veteran therapists to work together to ensure the best possible outcomes for veterans and families. Alongside their therapy, peer mentors are able to provide guidance and advice on issues such as finances, housing, employment, education, and mental and physical health concerns. Under the supervision of the therapists, they were also able to focus on particular areas that needed attention as well as gather a further understanding of their needs. By the time clients had reached therapy, many had already made some improvements in certain areas and already some positive changes had happened in their lives which included improved relationships with family members, improved mental health and also feeling less isolated and alone in their situation.

These outcomes also created significant value for other stakeholders. Family members expressed that the peer mentors support provided them with reassurance by gaining an understanding about what their loved ones were experiencing, as well as reducing their anxiety and stress levels as support was available. Identifying that their loved ones were making small but positive steps towards recovery ensured that the whole family benefited.

This collaboration will also have an impact on the Veterans’ NHS Wales service, as well as other health and social care costs. Further data is needed to continue the discussion on potential cost reallocation here, however, by involving all stakeholders which included the veterans, family members, peer mentors and the veteran therapists, there was agreement that when considering ‘what could have happened’ without this support, many felt that they could have deteriorated, and for many they feared that could result in a worse situation which could include the breakdown of relationships, homelessness, hospitalisation or, as many suggested, life loss.

The Social Services and Well-being (Wales) Act 2014 puts a great focus on prevention and that the needs of the individual are central to their care. This model responds positively to these requirements and looks at the needs of every client and responds accordingly. We have a duty to listen to our stakeholders and they are best placed to tell us what changes in their lives as a result of a service.

This report does not place a price on everything; instead it values those things that are important so that we can be more accountable for our decisions, make better decisions, and create even more social value in the lives of people.

CTBC is a naming sponsor of the Brothers professional baseball team, which is one of the original teams created in the Chinese Professional Baseball League (CPBL) and just recently marked its fifth anniversary in its current form as the “Chinatrust Brothers”. Since 2014, CTBC have been involved in many innovations and transformations in terms of the resources it devote to baseball teams, players, logistics team members, tangible and intangible services and facilities, and operating strategies and policies. In particular, some of our noteworthy accomplishments include: establishing and improving tangible and intangible facilities and services at the Taichung Intercontinental Baseball Stadium and Pingtung CTBC Charity Park, greatly increasing player salaries and benefits, expanding the size and scope of our logistics team, and helping organize a diverse range of daylong themed events and related merchandise. In addition to its steadfast support for children in rural areas and sponsoring baseball teams, CTBC places a special emphasis on professional baseball players serving as societal role models and has tied the role of professional baseball players into the company’s five major strategies for charitable action as part of its commitment to corporate social responsibility. In turn, CTBC has extended the impact of professional baseball league to reach disadvantaged schoolchildren who live in Taiwan’s rural areas and who love baseball, underscoring our commitment to “achieving big things through grassroots support”.

The present study adopts the Social Return on Investment (SROI) methodology to assess, from the perspective of stakeholders, the social impact of CTBC’s sponsorship of the Chinatrust Brothers baseball team during the period from 2014–2017. Through various processes including interviews and questionnaires, we discovered that the company’s patronage of professional baseball not only increased players’ professional competitiveness and augmented their professional careers, but also yielded various “soft” results such as enhancing their sense of belonging, reducing financial pressures, strengthening family bonds, and more. Results such increased quality of life among coaches and other logistics team members as well as increased sense of accomplishment and self-confidence were also noted. Meanwhile, CTBC’s involvement also encouraged baseball fans to become even more passionate about professional baseball and share in various benefits, such as improving interpersonal relationships, reducing stress levels, and engendering a sense of belonging. In addition, students who participate in charitable activities such as the CTBC Youth Baseball Project and the Black Leopard High School Baseball Program are able to learn from professional league players who serve as excellent role models, thus instilling in them positive values and various changes such as gaining a sense of identity.

After compiling all of the results described above and comparing them to the amounts of money invested, we discovered that, in the wake of CTBC assuming sponsorship of the Brothers baseball team, we have been able to produce approximately NT$17.59 in social value for every NT$1 spent, with the sensitivity of results falling between 2.08-22.69. We also arranged discussions between executives of CTBC and the baseball team concerning these results and stakeholder feedback gleaned from the study, which we used to formulate directions for improvement and further optimization. Our hope is to combine the joint efforts of the company’s participating units to use professional baseball as a means to create a maximum positive impact not only for baseball in Taiwan, but for society as a whole.

The integration of immigrants into our society is an issue of great topical interest that is strategically important for our future. Financial inclusion and credit access are essential aspects for generating positive social integration paths. The migratory flows that have been arriving in Italy for many years increasingly affect the demographic balance and the sustainability of the social security system. It is in this context of great change that Extrabanca’s activities can be found. Since the Bank was founded in 2010, its mission has been to meet the financial needs of migrants.

With its newly created supply system, Extrabanca presents itself to the immigrant community as the intermediator best suited for guidance along the path of financial inclusion.

In light of our mission, Extrabanca decided to put Human Foundation in charge of this forecast SROI assessment in order to better understand the social impact of its activities.

The following assessment is a forecast SROI, i.e., an assessment that values and predicts ex-ante the social value of the expected results deriving from an intervention or an organization. The assessment serves to calculate the social impact of Extrabanca’s products on its clients, migrants in particular. The aim is to understand how Extrabanca’s activities contribute to the integration path and the personal development of its clients.

In this regard, SROI concentrates on Extrabanca’s clients, analysing how products and services offered by the Bank are able to lead to an increase in the migrants’ level of financial inclusion in Italy. As stated in the 4th CESPI report (2015), migrant banking in Italy represents the cornerstone of the process of financial inclusion: it is a point both of arrival and of departure as it allows clients to access products and services.

This report adopts the Social Return of Investment approach to access the social impact and value of the “Job Design Support by Collaborators for Disabled People in Open Job Market” (abbreviated as JSCDO) project during 2015 to Jun 2018. The JSCDO project aims to narrow the disability employment gap, enhancing the employment of people with disabilities who still face many challenges entering the workplace in Taiwan nowadays. Not only has JSCDO successfully created 6 disability-friendly workplaces for 13 participants with disabilities and 28 people from disadvantaged groups and achieved stable employment with the full-time salary, but more importantly, it simultaneously eases the financial burden and emotional exhaustion of the participants and their family and alleviate social problems on many aspects. This report identifies 7 main stakeholder groups – participants with disabilities, participants-collaborators, family members of participants with disabilities, family members of collaborators, Diyi group, client and the government. For the JSCDO project every 1$ invested there is a social return of 3.66-6.95, in our base case scenario the SROI ratio is 1:6.32. The results prove and demonstrate the social impact and social value of this project.

This report adopts the Social Return of Investment approach to access the social impacts of “Let’s Save Our Own Milk” initiated on the crowdfunding platform flying.cc from January 2015. Let’s Save Our Own Milk (abbreviated as LSOOM) raised funding from the public and then a private milk company Puremilk Co. was set up, which aims to solve social problems including the long-neglected dairy industry, the gap between young manpower demands and supplies, and unfair trade between dairy farmers and the big dairy companies. Not only has LSOOM established a fair production and sales platform, but more importantly, it fosters an ecosystem for the entire industry to further develop. This report identifies five stakeholder groups – Puremilk Co., the intern vet, undergraduate interns, dairy farms, and LSOOM crowdfunders. For every 1$ invested there is a social return of 3.65-4.84, in our base case scenario the SROI ratio is 1:4.05. These results indicate that this project has demonstrated its social value in a short period of time. Above all, this project shows the value and the importance of creating a new dairy production-marketing model, cultivating young talents to meet the current demands, enhancing farmers’ overall abilities and business confidence, and raising public awareness of fair trade to grow and overturn dairy industry in Taiwan.

Summary Report of Social Return on Investment Analysis for Women Into Construction.

Women Into Construction is an independent not-for-profit organisation that promotes gender equality in construction. We provide bespoke support to women wishing to work in the construction industry, and assist contractors to recruit highly motivated, trained women, helping to reduce skills gaps and create a more gender-equal work force.

In 2015 Le Chéile Mentoring and Youth Justice Support Services commissioned this evaluation to assess the impact of Le Chéile’s mentoring services for young people who offend and their parents/carers, looking at a range of potential outcomes for both groups. Le Chéile also commissioned an assessment of the social return on investment.

A range of stakeholders took part in the evaluation, including young people and parents who were mentored, volunteer mentors, Probation and Le Chéile staff and other significant professionals.

The research methodology comprised both qualitative and quantitative methods, including face-to-face or phone interviews, focus groups, surveys and case file analysis.

The evaluation found that young people who were mentored by Le Chéile come from a variety of backgrounds. The outstanding common feature is of course that they have committed an offence and appeared before the courts. This marks Le Chéile mentees as different from mentees under other programmes in Ireland and internationally. The mentees share many features found among young offenders generally, for example, impulsivity, indifferent attitudes to offending, negative peer group influence, poor school attendance, poor supervision, and alcohol and drug use.

The British Red Cross currently provides first aid education through a range of formats and resources, including face-to-face first aid courses, web-based content and mobile apps. The Adult Crisis Education team is a subset of the face-to-face delivery format. This focused education offer is targeted at learners who are likely to be in a position to help those with an increased risk of experiencing a crisis. This evaluation uses the SROI framework and principles to measure and account for the social value generated by all the activities of the Adult Crisis Education team at the British Red Cross. It aims to inform discussions about improving the service by:

> facilitating dialogue with key stakeholders and creating a line of communication between those experiencing change and those designing and managing the service;
> generating a rich and nuanced understanding of how change occurs and how social value could be maximised;
> demonstrating the contribution of all stakeholders in achieving our aims and objectives; and
> ensuring strategic decisions about use of resources take all stakeholder views into account.

This SROI is an evaluative study, which means that it was conducted retrospectively and based on outcomes for stakeholders that had occurred already. The study covers the period from 1st January 2017 to 31st December 2017. This will be referred to as the SROI period throughout the report.