Reports Database

Since 2005, the Cathay Charity Foundation has organized diverse service programs aiming at helping new female immigrants adjust to the new environment in terms of language, culture, parenting, child education and social adaptation in general, which facilitate their integration into the Taiwanese society. In addition, as “immigrant mothers” have put down their roots in Taiwan, we also extended our programs to their children (the “second-generation immigrants”). With a series of community activities, we aim at assisting new immigrant families in various aspects and building a harmonious and multicultural society.

In order to address the social and cultural issues immigrant mothers and their children encountered, Cathay Charity Foundation and National Taipei University of Education jointly launched the Excellence and Happiness Project. The project includes education in the immigrants’ native languages, cross-cultural activities, and strengthening second generation immigrants’ connections with their parents’ native cultures. It is hoped that this project will contribute to the creation of new energies and capabilities for Taiwan in the future as well as to promote respect for and inclusion of other cultures.

This project applied the Social Return on Investment (SROI) approach, which is commonly used for measuring social impact. PwC Taiwan acted as an impartial third party and employed a rigorous and meticulous evaluation process in the implementation of the project, including communicating with stakeholders involved in the project as well as adopting a professional attitude of integrity and accountability, so that the impact of the Excellence and Happiness Project can be identified in a more objective and comprehensive manner and the benefits of the project maximized. The experience thus obtained will serve as a useful tool for the planning and management of future activities and projects.

Health and social care services in North and West London are building positive new models of cross-sector working to make better use of joined-up resources. Such cultural and operational change is needed to improve choices available for patients, and to support professionals to go beyond the medical model alone. The status quo is not sustainable, given our ageing population and the growing prevalence of long-term life limiting illnesses.

In West London, a frail older patient can take up an average of 30 GP practice visits per year, over 12 days in hospital per spell, and 8 visits to outpatient clinics annually. Many older patients are at risk of being increasingly isolated, housebound, and are suffering from poor social and emotional wellbeing. This further amplifies the problems with their existing health conditions and can lead to more rapid deterioration. However, treating such non-medical drivers of poor health and wellbeing are not the conventional domain of doctors, nurses, and other clinical professionals.

The Self-Care social prescribing model enables GP practice staff to refer patients with a nonmedical health and wellbeing need onto appropriate specialist services from the voluntary and community sector (VCS). Patients are provided with a personal consultation with a Case Manager or Heath and Social Care Assistant at their GP practice, to identify their needs, interests, and goals. One option available is for the patient to be prescribed a service on the Self-Care directory.

Patients are contacted by the service provider within a week to arrange their sessions and work on their progression. The general aim of Self-Care is to increase patient confidence in making informed decisions about their health, and increase lifestyle changes and new healthy habits, through accessing more community-based support sessions. The Self-Care social prescribing model has led to reduced avoidable need for hospitalisations, reduced need for GP practice hours, and reduced levels of physical pain and depression for patients.

This Self-Care social prescribing model and directory of services is managed by Kensington and Chelsea Social Council (KCSC) on behalf of West London Clinical Commissioning Group (WLCCG). The model forms part of WLCCG’s integrated ‘My Care, My Way’ (MCMW) programme, which places over-65s at the heart of a personalised and holistic care and support plan. Envoy Partnership were commissioned to conduct research to evaluate the impact of this model and include a Social Return on Investment (SROI) analysis. This is detailed comprehensively in the main report, which describes the total SROI value created when compared with the annual contract budget of £250,000. The results are as follows:

£2.80 of social value created per £1 invested

La mission d’Alenvi est l’humanisation à grande échelle de l’accompagnement à domicile des personnes âgées.

L’impact d’Alenvi est, avant toute chose, humain. Il se traduit d’abord en bien-être des auxiliaires au travail, en émotions partagées entre accompagnés et accompagnants, en sourires, en joie de sentir que ce que l’on « fait » est en adéquation avec ce que l’on « est ». Le fait de chercher à objectiver et mesurer cet impact peut en partie être vu comme une provocation qui illustre notre constat de déshumanisation. On en serait donc rendus au point où il faudrait calculer un « Return On Investment » pour démontrer qu’une approche respectueuse de l’être humain a du sens ! Il faut surtout voir cette mesure comme un formidable outil qui ne justifie pas le « quoi » mais démontre la pertinence du « comment ». Dans un écosystème où se superposent les intérêts économiques, sociaux, politiques, il est vital de pouvoir quantifier l’impact d’Alenvi avec une unité de mesure simple et facilement appréhendée par tous, en l’occurrence des € sonnants et trébuchants. La mesure est un formidable outil pour communiquer la mission d’Alenvi et sensibiliser autour de nous.

Notre impact social est aussi une quête permanente : nous pourrons toujours améliorer les conditions d’accompagnement des bénéficiaires et le cadre de travail des auxiliaires. Comme le gourou du management Peter Drucker avait pour coutume de dire, on ne peut améliorer que ce que l’on sait mesurer. L’impérieuse nécessité de la mesure d’impact social s’impose donc naturellement à nous. Elle complète le contrôle de la performance économique que les règles comptables et fiscales rendent obligatoire et qui est trop souvent l’unique outil de pilotage des dirigeants et parties prenantes de l’entreprise (banque, partenaire etc…).

Cette première étude d’impact est enfin un pavé que nous jetons dans la mare. Nous souhaitons qu’il nous permette de provoquer des rencontres avec tous ceux qui partagent notre ambition d’humanisation du secteur. Nous serons heureux de travailler avec des partenaires qui visent comme nous des résultats forts en termes d’impact social. La mesure nous permettra de leur « délivrer » dans ce domaine des chiffres probants qui les inciteront à soutenir notre développement dans la durée.

Merci de l’intérêt que vous portez à notre démarche. N’hésitez pas à nous contacter de vive voix pour en discuter !

Jordan, home to several refugee camps, is facing a resource crisis during the last ten years. In an already resource-poor, food-deficient country, the influx of Syrian refugees, accounting for almost 10% of Jordan’s population has added great pressure to the economy. Consequently, one of the biggest problems facing Jordan today is finding a way to feed its swelling population and secure a safe and healthy shelter for families (Rotsky, 2016).

One of the main local NGOs, which made significant strides towards alleviating hunger in Jordan is Tkiyet Um Ali (TUA). It was established in 2003 to represent the first initiative of its kind in the Arab World that seeks to eradicate hunger. TUA has established a comprehensive database of more than 54,000 poor families in Jordan to identify their situation and specify their needs. Accordingly, and besides their flagship “Feeding Program”, other programs have been introduced that aim at enhancing the living standards of these families. One of the most impactful and successful programs is the “House Renovation” program.

TUA believes that the success of the House Renovation program is achieved through creating strong partnerships with other local organizations and private sector companies. This forecast SROI study has been prepared to enable TUA understand the real social value of this program; not only on poor families, but also on supporting companies, local organizations and employees.

This Report covers the social impact assessment of the Girls are on the Soccer Field Academy, which is part of Girls are on the Soccer Field program, held between 19-26th of November 2016. SROI (Social Return on Investment) analysis is used as assessment tool. This report is prepared based on SROI 7 principles. All the information about the social impact measurement of the Girls are on the Soccer Field Academy in the direction of these principles has been stated with transparency.

Girls are on the Soccer Field Academy SROI analysis has been made to determine the impacts that the project has created, to identify the most productive and inefficient parts, and to use the resources in the most efficient way. This analysis has been designed as a tool to promote and to extend the project. In other words, this report has been prepared to address both internal and external stakeholders.

ABOUT GIRLS ARE ON THE SOCCER FIELD

Actifit, who is expert on the ‘Corporate well-living’ field, is founder of Girls are on the Soccer Field which is the first private women’s soccer tournament to be realized with the highest participation in Turkey. Girls on the Soccer Field sets a good example of ‘good soccer’ with COURTESY and FAIR-PLAY, which the players will show each other during and after the match, TRANSPARENCY, JUSTICE and SENSITIVITY that organizers and referees will enact during and after the match.

• Mission: Empowering women of all ages with team spirit.
• Vision: To bring 100 thousand women of all ages to the field through soccer.

Girls are on the Soccer Field is a program that includes social responsibility as well as sport and team training. Girls are on the Soccer Field Academy is one of the social responsibility project of this program.

The Global Action Plan has a longstanding commitment to working with local residents, young people and families in the community of Ballymun. Today, their work focuses on environmental programmes and events with aim to educate the community about ways to reduce their carbon footprint and to promote more sustainable behaviour at home.

GAP has also developed a network of schools and community providers in Ballymun. Programmes are delivered in various primary and secondary schools, community centres, youth clubs and other community or voluntary groups. In addition, GAP works in close partnership with Dublin City Council to help improve the maintenance and upkeep of green space, gardens and parks in Ballymun.

The European Youth Forum is the platform for youth organisations in Europe. The European Youth Forum is committed to advocate towards the recognition of the values and contribution of youth organisations to the wellbeing of our society and they commissioned this study to collect evidence on the value youth organisations bring to the social development of young individuals, communities and societies through youth work and youth participation.

The RMHC’s Italian headquarters were established in 1999, and provides services through four Ronald McDonald Houses (Florence, Roma Palidoro, Roma Bellosguardo, and Brescia) and two Family Rooms in hospitals at Bologna and Alessandria. For the past 17 years RMHC has implemented programmes to support families with sick children who have to travel far from home, providing comfort, support, and resources just steps away from the hospital. Since several studies have stressed the importance of ensuring that families stay together when a child is hospitalized, RMHC has made this the centre of their activities. By applying the Family Centered Care approach, a view on caring for children that emphasizes the strengths and needs of their families, RMHC allows families to be active participants in their child’s care.

Kids Under Cover is a not for profit organisation dedicated to preventing youth homelessness through early intervention and prevention.

The Kids Under Cover model is delivered via the Studio and Scholarship Programs.

We work in partnership with approximately 60 Community Service Organisations (CSOs), along with government departments and young people. Our Studio Program aims to respond to the issues associated with inadequate, or a lack of access to, stable and affordable housing, especially during important developmental years.

In the belief that prevention is better than a cure (and knowing it is more cost effective) the Studio Program provides safe, stable and secure accommodation for vulnerable young people (12-25 years) who are homeless or at risk of becoming homeless.

From October 2013 – December 2016 IWM North and Manchester Museum delivered a volunteering, training and placement programme across 10 heritage venues in Greater Manchester. The project, Inspiring Futures: Volunteering for Wellbeing or if for short, can be viewed as an exemplar in partnership working to tackle wellbeing inequalities.

The project led to improved quality of life and life satisfaction amongst people who were from disadvantaged backgrounds. This report demonstrates that museums and galleries can:

• be highly effective settings for supporting local services to improve peoples’ wellbeing
• improve pathways to meaningful life opportunities in the community

The if model has been unique in providing both a stimulating and reflective environment in tackling social isolation and wellbeing inequalities. It helps people from disadvantaged or vulnerable backgrounds to believe in themselves. This project increases confidence and selfworth and most importantly it helps people realise their full potential to take that next step in supporting their
own wellbeing.

The Timebank is a mechanism for local people to share the skills and abilities they have with other people in the community using time as a currency – not money. People join the Timebank and state what they can offer to help others, and also what they may like in return. Members then help one another on the basis of exchanging time where one hour of one member’s time is worth the same as one hour of another’s, regardless of the task being completed. Through this mechanism of equal exchange the Timebank achieves the twin aims of community development and health and
wellbeing improvement.

Taiwan Dream Project is supported by the annual CTBC Financial Holding charity campaign, Light Up a Life, and the goal of the project is guaranteeing the rights on underprivileged children. Since 2015, when this Project was started, the project has cared for children living in remote rural areas of Taiwan. The project’s concept is “the community’s children is our children”, and the goal is to use the power of local community residents to provide adequate companionship after class, comprehensive array of courses, and healthy meals to skip-generation families, new immigrant parents, and single parents with relatively limited resources in the community.

The aim of this SROI evaluation is to illustrate the social impact of Allergies Support Network (ASN)’s capacity building effort supported by Panasonic. The purposes of the support to NPO’s capacity building efforts are;

• Enhancing the organisational capacities, such as management skills, human resources, financial management, fundraising, plan-do-check-assess etc.
• As a result of the capacity building efforts, the organisation creates a wider range of social value.

Pact Myanmar in collaboration with Cesvi conducted a Social Return on Investment study of the Shae Thot project’s livelihoods activities from August 2015 – March 2016. This report presents the methods and findings of this assessment for the purpose of assurance.

The project team engaged all stakeholders that we expected to have material outcomes due to the project, considering both those who might be both positively and negatively affected. We then conducted a series of focus groups and surveys with these stakeholders to map the outcomes they saw in their lives, estimate the number of stakeholders for whom the outcomes happened, value the outcomes, and consider how much of the outcome can be attributed to project activities. After processing the data, we narrowed the analysis to only the five stakeholders whose outcomes had a material impact on the final results. The values calculated per stakeholder are listed in the table below, with WORTH (women’s savings and empowerment group) members’ families netting the highest value.

This report contains a forecast of the economic, social, and environmental outcomes of a reforestation project in coastal Louisiana at the southern tip of the Mississippi Alluvial Valley (MAV). The Social Return on Investment (SROI) was commissioned by Restore the Earth Foundation (Restore the Earth), a non-governmental organization that aims to generate support from corporate donors to fund forest and wetland restoration efforts in the MAV. Restore the Earth has an initial focus on Louisiana coastal environments in the face of the state’s ongoing coastal land loss crisis (Couvillon et al 2011). This report looks at its reforestation of 4,000 acres of cypress trees on the Pointe-aux-Chenes Wildlife Management Area (Pointe-aux-Chenes, LA) as part of its future goal of restoring a million acres of the MAV.

This report contains a forecast of the economic, social, and environmental outcomes of a reforestation project in the central Mississippi Alluvial Valley (MAV) in northeast Louisiana. This Social Return on Investment (SROI) assessment was commissioned by Restore the Earth Foundation (Restore the Earth), a non-governmental organization that aims to generate support from corporate donors to fund forest and wetland restoration efforts in the MAV. This report looks at the reforestation of 1,943 acres of bottomland hardwood forest planted through investments by Entergy Corporation in the Tensas National Wildlife Refuge (NWR) in 2005. Although Entergy Corporation funded the on-the-ground costs of the reforestation project, this report was funded solely by Restore the Earth to provide an independent assessment of the social impacts of the project on key stakeholder groups.

Foundations Furniture have undertaken an evaluation of their current service in order to understand and forecast their impact to the wider community. The total cost needed to deliver the current service is £114,865, which supports 677 low-income individuals to furnish their homes and 14 volunteers to develop employment skills and confidence, per annum. This income consists of commercial sales, grant funding and delivery costs.

For every £1 invested into Foundations Furniture the social return on investment is £3.20.

When compared with other high-income countries, Canada has some of the highest prevalence and frequency rates of substance use among youth. One of five Canadians will experience an addiction or mental health issue within a given year, and 70% of mental illnesses have their onset during adolescence. Canadians aged 15 to 24 are more likely to experience addiction or mental health issues than any other age group. In order to address these issues early in life, young people experiencing severe addiction, mental health and behavioural issues may require intensive, long-term residential treatment. Pine River Institute provides such treatment to young people between the ages of 13 and 19 who face addiction issues, as well as behavioural and psycho-social
challenges (Mills & McNeill, 2014). PRI opened in 2006 and is the only program of its kind in Canada, offering a comprehensive suite of wilderness, residential, transition and aftercare treatment. This report focuses on the economic value of the health and behaviour outcomes for young people who have attended PRI since 2010, relative to the cost of service provision.

Befriend a Child is an independent charity which has worked to benefit children and young people across Aberdeen and the Aberdeenshire area since 1975. The charity’s mission statement best summarises what it does:

“We support children and young people growing up in difficult life circumstances across Aberdeen and Aberdeenshire to achieve their full potential and develop into confident and competent young adults.”

The purpose of this study was to forecast the Social Return on Investment (SROI) associated with children’s (8-14yrs) participation in Cirkidz circus-arts training on their mental health and wellbeing.

The early and middle years of childhood are recognised as being pivotal in ensuring good cognitive development throughout life, resulting in healthier societies. Healthier societies can mean a reduction in lifestyle related illness and therefore potentially reduce reliance on healthcare resources. Furthermore, healthier societies have been shown to be more economically productive.

The SROI analysis found that for every one dollar invested, $7 of social return may be generated due to participation in Cirkidz Tweenz circus training.