Reports Database

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.

This report presents a forecast SROI calculation of a project undertaken by Essential Living Future in 2016. This intervention engaged NEETs (Not in Education, Employment or Training) in a residential trip to Cornwall, known as the Cornwall Exchange, which widened their experience and furnished them with the confidence and aspiration to enter employment or training.

We have chosen to embark on an SROI calculation due to the holistic and rigorous approach it takes to measuring impact. This method measures tangible, participant-endorsed changes to create a well-rounded analysis of an intervention. Through providing financial proxies for social, economic and environmental outcomes, organisations can understand what their true impact is. This allows us to improve on delivering positive outcomes, rather than being focused on getting young people through a “treadmill training” which does not cater for their needs.

SROI reveals a more effective way of analysing our approach to unlocking young people’s potential by focusing on their individual strengths and weaknesses, what is important to them and facilitating an environment where these changes can happen.

Research shows an estimated 1 in 20 children have experienced some form of sexual abuse and nearly half a million adults in England and Wales are sexually assaulted each year. These experiences cause severe trauma and deep physical, emotional and psychological stress with major implications for children’s health, development and life chances. Adverse consequences of sexual abuse can include acute feelings of betrayal, powerlessness, stigmatisation, guilt and traumatic sexualisation as well as difficulties forming and maintaining relationships, mental health related problems resulting from trauma and physical health problems.

Sexual abuse has a far-reaching impact on society as well: child sexual abuse is estimated to cost more than £3.2bn per year, made up of costs relating to mental health and adult physical health problems from alcohol and drug misuse, criminal justice costs, children’s social care and loss of productivity to society through unemployment or reduced earnings.

The Green House is Bristol’s only provider of specialist therapy for child victims of sexual abuse. They serve families from within Bristol and across the surrounding counties who commit to traveling huge distances to access specialist help, with over half of referrals originating outside of Bristol. The therapeutic support provides a safe place for children and young people to process their experiences and begin to move forward with their lives.

This Impact Evaluation and Social Return on Investment Analysis report explores the wider impact of The Green Children’s Therapy Service, which includes therapeutic support to children and young people as well as practical and emotional support sessions for parents and carers. The analysis evaluates the impact and social value delivered in the year 1st April 2016 – 31st March 2017. During this period there were 101 referrals into the service and 27 individuals who started and completed therapy with planned endings during this period.

The Association for No Crime, R.O.C. was established in 2009 with the purpose “to bring together different sectors and personages in promoting drug rehab education, promoting learning technologies, assisting with crime prevention, and correcting the values of criminals, so as to elevate the character of citizens, reduce crime, and promote a harmonious society.” The association mainly provides Criminon Program to prison inmates, and uses course arrangements to sequentially help each inmate face difficulties in their past, present, and future. This way, inmates have ways to handle obstacles they encounter in life, and to regain and rebuild their self-respect, so that they become capable citizens when they return to society in the future.

We further adopted a commonly used methodology for evaluating social impact, Social Return On Investment (SROI), in 2017, to examine the results and effects of Criminon Program more comprehensively and in-depth, which examinations then provide a basis for future program planning and improvement. This program analyzes students that received training in Tainan, Pingtung, and Changhua Prisons from 2015 to 2017. We identified a number of rich outcomes after in-depth interviews and questionnaire surveys of stakeholders, such as: Students that took the programs gained better reading abilities, and the content of the courses helped them improve their relationships with their families and also increased their senses of identity. More importantly, students were less likely to become repeat offenders, resulting in a lower recidivism rate. Instructors were inspired by the positive changes among students, and they gained higher learning motivation, making them willing to engage in lifelong learning with related courses, and even pursue further education to have a greater impact on students.

We compiled a list of abstract outcomes and determined their monetized value. On this basis, we calculated that every NT$1 input by this program will generate NT$6.30 in social value. If uncertain factors are taken into consideration for sensitivity analysis, the result will be in the range NT$4.38-11.73. We used findings from statistics of outcomes and observations during implementation of the SROI project as a basis for improving the program. For example, we considered how to achieve the purpose and effect of project management by having students who were released share their experiences, adjusting the student recruitment structure, encouraging students to continue reading and learning after class, and strengthening contact with students after program. We hope to more effectively allocate and manage our limited resources, and also increase the social value generated by the Criminon Program.

With the vision to become the “Best Partner in Optoelectronic, Eco-Friendly and Intelligent Technologies”, LITE-ON Technology Corporation (hereinafter referred to as “LITE-ON”) is committed to the development of energy-saving products, such as LED and smart street light, leading the industry in technological development. Over the years, LITE-ON has continuously participated in the government’s “Mercury Vapor Street Lamp
Replacement Project”, which not only helped the urban and rural areas to improve nighttime road safety, but also benefited Taiwan through saving energy and reducing carbon emissions.

To further understand the social benefits brought by LED street lighting products, in 2017 LITE-ON selected the “Mercury Vapor Street Lamp Replacement Project” which was implemented in rural areas as the main target for evaluation. Leotek Electronics Corp., a subsidiary of LITE-ON Technology Corporation, is responsible for planning and coordination of program execution. KPMG Sustainability Consulting Co., Ltd. is engaged
to conduct the Social Return on Investment (SROI) analysis. This study assesses the changes brought to the local government, participating organizations and community residents. It covers 18 districts in Nantou, Changhua, Chiayi, Tainan and Pingtung counties, which are classified as the 4th and 5th level administrative subdivisions and considered as rural areas in Taiwan.

Results of this study show that the SROI value of LITE-ON’s “Mercury Vapor Street Lamp Replacement Project” is 2.85 (2017-2021), meaning that every NT$ 1 invested in replacing LED street lights generates social benefits worth NT$ 2.85. The impact results of the project, which were used as the categorizing criterion for SROI benefit distribution, show that the highest benefit lies in “improving residents’ sense of security”, accounting for approximately 59.97 percent of the overall effect. The second highest is “energy-saving and carbon emission reduction brought by LED street lights”, taking up approximately 17.48 percent of the overall effect. In addition, the results of the analysis also indicate a decrease in traffic accidents and an increase in public security, giving residents a sense of security and greater willingness to go out at night. To LITEON, this project not only significantly improves relationships with both government and communities, but also helps R&D personnel to better understand actual demand for products. This in-depth learning will reduce the time and cost incurred during trial and error when developing products in the future.

Through the calculation of product-based SROI, LITE-ON can integrate this experience into our business, focusing directly on the social benefits created by our products and analyzing the future direction for continuous reinforcement of our product’s social influence. Additionally, LITE-ON takes this experience into consideration when evaluating how to maximize the social benefits of our products during the design stage.

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.