The social value of Vantastic

Vantastic is a transport operator, a charity, a company, an employer. But these descriptors do not tell the full story. At its heart, Vantastic is a connector. It makes connections between people and places.

Vantastic connects people with mobility challenges to the places they need to go, using adapted minibuses and rental cars. It connects children to special schools and adults to day services. It connects older people to healthcare facilities and shopping centres. It enables wheelchair users to undertake journeys of their choosing. In this way, vital social connections are made and maintained: within families, between fellow passengers and with others in the community.

However, this is not all. Vantastic also acts as a connector between partner organisations, their service users and their families. It further connects jobseekers to employment opportunities and people willing to share their time and expertise to volunteering opportunities. And crucially, Vantastic connects public policy with day-to-day practice, facilitating statutory investors to address their goals around issues such as wellbeing and social inclusion in a concrete and meaningful manner.

In its 25th anniversary year, Vantastic wanted to do a robust, independent evaluation of the current impact of the organisation’s services and the extent to which these services continue to meet people’s needs. SROI methodology would be used to describe how social value is brought about and to calculate the depth and scale of changes people experience in their lives. The SROI approach was opted for because Vantastic was already familiar with it, and it aligned with the company’s data-driven culture.

All relevant documentation was reviewed and the views of well over 400 people were gleaned through extensive consultation processes. It was found that an investment of more than €3.5 million was made into the organisation during 2024, comprising earned income, grants, the value of fixed assets, rebates and Board volunteers’ time and skills. These resources were used to undertake a wide range of activities that included planning and reviewing, adhering to regulation, policy implementation, risk management, human resource (HR) management, and management of the Vantastic fleet, as well as the running of the rental and minibus services and dealing with external linkages.

There were generally high levels of satisfaction about these activities, and they delivered measurable benefits to minibus and rental car passengers, their families, the staff within partner organisations, as well as Vantastic’s own staff and Board. It was found that the most valuable outcomes were family members, staff and Board members feeling better able to support the people they cared for in reaching the places they needed to go, that stress around travel was considerably reduced, and that Vantastic members themselves had a greater ability to access places. These were followed by having more disposable income due to money saved on transport, gaining social connections, and family members being satisfied that they had more time to themselves. The final positive outcomes were heightened job satisfaction for Vantastic and partner organisation staff, an increased sense of independence for individual minibus passengers, and greater Board volunteer role satisfaction.

Together, these outcomes delivered almost €15 million worth of social value. Vantastic therefore generated a substantial social return: for every €1 equivalent invested into the organisation, in the region of €4 of social value was created.

Many useful lessons were learned along the way and nine evidence-informed recommendations for the future could therefore be made.

Executive Summary

This Social Return on Investment (SROI) analysis focuses on the “Libertas Education Foundation Therapeutic Community Project for People with Drug Addiction.” The study evaluates the social value generated for key stakeholders, including Residents (segmented by length of residency), Libertas Staff (Professional Staff and Peer workers), Family Members, and the Local Merchants/Shops.

Objectives of the Analysis:

• To understand the changes experienced by stakeholders: Identifying positive and negative, intended and unintended changes in the physical, psychological, and social networks of Residents during their recovery journey.
• To measure the social value of life transformation: Monetizing subjective changes (e.g., Increased Sense of Reassurance for family members, work value for Peer workers) to reflect the project’s contribution to reducing social costs and enhancing individual wellbeing.
• To clarify overall impact and improvement potential: Providing evidence-based insights for the Foundation to optimize future treatment procedures, resource allocation, and community integration strategies.

Key Findings:

• The evaluation results indicate that for every NT$1 invested, approximately NT$3.14 of social value is created. Sensitivity analysis shows the overall SROI ratio falls within the range of 2.02 to 5.87. The project outcomes align with the three core goals of drug recovery: “Physical Reconstruction,” “Social Restructuring,” and “Social Inclusion.”
• Family Members: The most significant beneficiaries, contributing 79.73% of the total social value. Family members reported “Restored Family Relationships” (39.88%) and ” Increased Sense of Reassurance ” (39.85%) as the most material changes. This highlights that Libertas’ intervention supports not only the individual but also serves as a critical force in stabilizing the family safety net by alleviating long-term caregiving stress.
• Residents (Short, Medium, and Long-term): Exhibited tiered recovery value based on residency duration, contributing 13.91% of the social value. Residents with less than 3 months of stay (9.55%) showed immediate gains in “Enhanced Personal Quality of Life” (2.42%) and “Established New Positive Social Networks” (2.18%). However, an initial negative impact of “Decreased Sense of Hope for Work and Life” (-0.76%) was observed. As residency extended beyond one year, Residents demonstrated stable “Improved Physical Health” (0.27%) and ” Increased Sense of Hope for Work and Life ” (0.24%), reflecting the Foundation’s long-term commitment to holistic reconstruction.
• Libertas Staff (Professional Staff & Peer workers): Together created 5.98% of the social value. Notably, Peer workers (5.11%) experienced significantly higher benefits in “Improved Healthy Lifestyle” (1.88%) and ” Increased Sense of Financial Stability ” (1.64%) compared to Professional Staff (0.87%). This suggests that Libertas functions as an inclusive workplace that provides more than just a job; it is a vital platform for meaning-making and socio-economic stability for those in recovery.
• Local Merchants/Shops: Contributed 0.3% of the social value, primarily through “Improved Social Inclusion and Tolerance” (0.31%). Despite initial negative emotions such as “Feelings of Anxiety and Fear” (-0.01%), the final increase in community tolerance supports the interpretation that the project contributes to de-stigmatisation and social integration in acting as a bridge for de-stigmatization and social integration.
• Libertas Education Foundation: Enhanced organizational visibility and trust within the professional sector (totaling 0.09%), ensuring that the Foundation’s brand influence continues to translate into public recognition and support.

EXECUTIVE SUMMARY

Context & approach
This report details an evaluative SROI analysis of Te Hauora o Tūranganui-a-Kiwa Ltd (Tūranga Health) Kaumātua Programme. Tūranga Health is an iwi health provider located in Tūranganui-a-Kiwa, Gisborne, Tairāwhiti (East Cape region of New Zealand’s North Island). Tūranga Health provides a range of services in the community with a mission of achieving mauri ora (flourishing wellness) by engaging with whānau (families) in their whare (homes) and kāinga (neighbourhoods, villages). Tūranga Health staff offer holistic care and services for those within the tribal area they serve.

This case study is the second in a series of three as part of a project entitled, Measuring the impact and social value of Tūranga Health’s services. The research team is assessing whether Social Return on Investment (SROI) methodology is appropriate, practicable, useful, and affordable in an Indigenous Māori health delivery setting.

Rationale for programme selection Tūranga Health’s Kaumātua Programme was selected for evaluation by Tūranga Health leadership. The Kaumātua Programme is Tūranga Health’s flagship programme. It has been running for almost 30 years; however, this is the first in-depth written evaluation of the programme. This SROI analysis is framed within the wider context of kaumātua (elderly, older persons) wellbeing, an area with a small but growing body of existing research. Therefore, the current research and analysis will contribute to this knowledge area from the unique perspective of Tūranga Health and kaumātua local to Tūranganui-a-
Kiwa.

Whanaungatanga – material stakeholders
Our research team adapted the SROI process to align with Māori customs and values (tikanga). Therefore, we referred to the first stage of the SROI process (stakeholder mapping) as whanaungatanga. The focus was on understanding the network of relationships that are central to the Kaumātua Programme and how they interact with each other. This tikanga and thinking also guides our approach to whakawhanaungatanga (process of establishing relationships, relating well to others), which is our process of ‘stakeholder engagement’. The research team brainstormed rōpū (groups) most likely to experience material outcomes. These
groups were: kaumātua (active and inactive participants of the programme), Tūranga Health kaimahi (staff, including programme coordinators), external presenters (those external to Tūranga Health with an education and/or service provision role in the programme), and marae (hosts of Kaumātua Programme). Tūranga Health leaders confirmed these groups as an appropriate starting point for whakawhanaungatanga (stakeholder engagement). During the whakawhanaungatanga process, stakeholders did not identify any other stakeholders who may have experienced material outcomes.

Key findings
Our SROI findings describe a story of change and impact for kaumātua within the Tūranganui-a-Kiwa community. For the purpose of this evaluative SROI analysis, we focussed on one financial year of the programme from 1 April 2024 to 31 March 2025.

In the first phase of research, we conducted ten in-depth interviews across four stakeholder groups to ascertain the material outcomes these rōpū experienced through their participation in the Kaumātua Programme. The fourth group, ‘marae, village communities, hau kāinga’, provided material inputs (catering), but representatives reported no material outcomes, positive or negative.

Social Return on Investment ratio
Tūranga Health investment in the Kaumātua Programme over one year was substantial ($465,304); however, the social value created far exceeds this ($3,750,303). With a SROI ratio of 8.06:1, our analysis found that for every NZ$1 invested in the Tūranga Health Kaumātua Programme, approximately NZ$8.06 of social value was generated.

Report findings were verified with Tūranga Health’s Chief Executive and kaimahi and 18 active kaumātua. They confirmed that the findings resonated with their experience.

Conclusions & ways forward
This SROI evaluation confirms what many within the community already know: the Tūranga Health Kaumātua Programme delivers significant value, enhancing the cultural, emotional, and social wellbeing of enrolled kaumātua in Tūranganui-a-Kiwa. While the financial proxies selected help to express the Kaumātua Programme’s impact and social value, they cannot fully capture the depth and breadth of cultural meaning these outcomes hold within te ao Māori.

The estimated social value of the programme is conservative, as it relies solely on stakeholder reported benefits. For example, kaumātua and marae stakeholders did not disclose any benefits for their whānau or the wider community (insufficient evidence for base case). If we had relied on published research (not stakeholder voice), then additional benefits could be substantial (modelled in sensitivity analysis scenario 24).

Building on our previous work, this SROI analysis demonstrates a tikanga-led approach to applying SROI principles. By valuing reciprocal relationships to gather meaningful narratives, respecting kaumātua assessments of relative value, anchoring valuations to a credible financial proxy for the most important outcome to kaumātua, we have done our best to honour both the measurable and immeasurable dimensions of impact and social value created by the Kaumātua Programme and the cultural significance, which is often felt rather than seen. The programme’s strength lies not only in its outcomes, but in its moral commitment to kaumātua wellbeing, their whānau and the wider Tūranganui-a-Kiwa community.

Looking forward, sustainability of the Tūranga Health Kaumātua Programme is a significant challenge with growing enrolments and increasing costs, especially in an environment where Māori health providers are being asked to do more with less. Hopefully, this SROI evidence will secure ongoing investment for this kaupapa, not just because it delivers strong returns, but because it upholds mana motuhake, fosters hauora, and strengthens the relational ties that support healthy, meaningful ageing for kaumātua. These benefits support Tūranga Health’s impact goal to ‘maintain mana motuhake in the kāinga’. This report contains several insights offered as koha to Tūranga Health, as its flagship programme continues to grow into the future.

Lessons and limitations
This SROI process revealed many learning opportunities for the project team. We have reflected on these throughout this report and in the final section, acknowledging professional judgements, assumptions and limitations within this report. We continue to deepen our understanding of applying a tikanga-led approach to SROI analysis, and building team capability. This report understands and privileges the unique context of Tūranga Health, including the unique approach to service delivery, and the complex web of reciprocal relationships held by Tūranga Health, its kaimahi, and the whānau who access activities, programmes, and support.

Executive Summary
This study aims to measure the impact of the educational programs implemented by the International Curricula Organization (ICO), with support from Sulaiman Al-Rajhi Waqf, in enabling Muslim communities in the diaspora to learn the Arabic language and receive Islamic education, and in contributing to the strengthening of Islamic identity and the Arabic language in multilingual environments. To achieve this, the study adopted a methodological approach combining quantitative and qualitative analysis and applied the Social Return on Investment (SROI) methodology, allowing a deeper understanding of the educational, pedagogical, and social value generated by the organization’s interventions in light of the approved Theory of Change and outcome chain.

The study covered four main stakeholder groups: individual beneficiaries, institutional beneficiaries, partners, and ICO leadership and staff. Waqf and financial support were treated as key inputs that enabled program implementation, rather than as a separate stakeholder category within the change outcomes. The study was based on a logical model and Theory of Change that explain the causal pathway from inputs and activities to outputs, then to short- and medium-term outcomes, and ultimately to final impact. Data collection relied on surveys, interviews, document analysis, and administrative data.

The findings showed a high level of achievement of the Theory of Change outcomes across stakeholder groups, as follows:

• Individual beneficiaries: strengthened understanding of Islamic values, increased engagement with educational content and platforms, improved language skills, and strengthened Islamic and linguistic identity.
• Institutional beneficiaries: enhanced teacher readiness to apply curricula and educational platforms, support for active learning, improved teachers’ instructional effectiveness and use of educational technologies, and enhanced capacity to provide effective Arabic and Islamic education.
• Partners: creation of an enabling environment for implementing educational and training projects, facilitation of students’ access to and use of educational platforms, and expansion of Arabic and Islamic education projects in target environments.
• ICO leadership and staff: provision of trusted and suitable educational content for target groups, expanded access to curricula and content through digital platforms, global enablement of Arabic language and Islamic education, and improved teacher capacity and use of educational technologies.

The quantitative findings and qualitative evidence indicate that impact was not generated from a single isolated outcome, but from an interconnected chain that begins with the development of content, curricula, and platforms; passes through partners, institutional beneficiaries, and teachers; and reaches individual beneficiaries, among whom direct change was observed in understanding, engagement, language skills, and Islamic and linguistic identity. The interviews also showed that the educational content was not perceived merely as instructional material, but as a supportive means for understanding Islamic values, strengthening learners’ connection to the Arabic language and the Qur’an, and expanding the presence of learning within the classroom and the family.

Through the application of the SROI methodology, and after accounting for deadweight, displacement, attribution, and drop-off over time, the study concluded that the Social Return on Investment ratio reached 8.49. In other words, every SAR 1 invested in these programs generated an estimated social value of approximately SAR 8.49. This indicator reflects the ability of ICO programs to generate educational, pedagogical, and social value that exceeds the direct financial investment, while taking care not to over-claim the extent of impact attributable to ICO alone. The sensitivity analysis shows that the Social Return on Investment ratio remained positive across the alternative scenarios tested. Based on the current sensitivity tests, the SROI ratio ranges between 7.20 and 8.52, compared with the base-case SROI ratio of 8.49. Attribution assumptions were found to be the most influential factor affecting the result, which confirms the importance of applying caution when considering the contribution of other parties within the outcome chain.

Stakeholder engagement also identified unintended and potential negative outcomes, including positive spillover effects on families and greater partner awareness of educational environment needs, as well as potential burdens such as learning pressure among some students, diversion of partner resources, and additional operational burden on ICO. These outcomes were reviewed against materiality, strength of evidence, independence from already valued outcomes, valuation feasibility, and risk of double counting. Where they did not meet the criteria for inclusion in the core Impact Map, they were reported qualitatively or reflected, where relevant, in impact assumptions, sensitivity interpretation, and future measurement recommendations. Accordingly, these outcomes inform the interpretation of the SROI result, but they do not change the base-case SROI ratio unless they meet the criteria for inclusion in the core Impact Map.

Despite the high impact indicators, the study identified several opportunities for improvement related to the sustainability of implementation, variation in the readiness of some educational environments, the need to further develop training and follow-up, strengthen the use of digital platforms, and build more mature impact partnerships. Accordingly, the report presents a picture that combines measurement of the impact achieved with the identification of pathways for developing and deepening that impact in future cycles, in a manner that supports enabling Muslim communities in the diaspora to learn the Arabic language and receive Islamic education and strengthens Islamic identity and the Arabic language in multilingual environments. Future editions will further develop the Theory of Change and its indicators to track both intended and unintended outcomes, including positive and potential negative outcomes. Future measurement cycles should collect deeper evidence to determine whether such outcomes become sufficiently material, independently evidenced, measurable, and free from double counting to be included in future valuations.

EXECUTIVE SUMMARY

In order to measure the effectiveness of the actions of ANBIMA’s financial education program How to Invest in You for university students, an evaluation work was carried out following the assumptions of the SROI (Social Return on Investment) protocol.

Scope and time frame: This SROI assessment covers the period 2018 to the first half of 2023. Regarding the time scope, in mutual agreement with the Anbima team, the year 2018 was chosen as the initial year because it was the date of the last structural modification of the course, and the first semester of 2023 as the end year in view of the most recent period of the program when, at the time, the focus groups were held and surveys were applied.

In general terms, the SROI protocol is characterized as a non-experimental and ex-post impact assessment. In other words, an evaluation that seeks to understand possible changes in people’s lives, comparing before and after, through the beneficiary’s own perception after they have undergone the intervention.

The construction of the Theory of Change for the How to Invest in You program, based on document analysis and in-depth interviews with direct and indirect beneficiaries (college students and universities) and ANBIMA’s technical team, help us to map all the stakeholders involved and also brought us a portrait of the program from which a clear and logical correlation is established between the actions carried out (training trails), the changes potentially generated in the lives of its beneficiaries, and its more general and strategic objective. It was still during this phase, through the triangulation of information between the program’s monitoring reports and conducted interviews, that IDIS was able to define the evaluative scope, deciding which stakeholders would be included and which excluded from the measurement and valuation of social impact.

Subsequently, 10 direct beneficiaries (college students) of the program were consulted through focus groups and in-depth interviews. This stage allowed us to define the evaluative variables that make up each of the changes perceived in the lives of the college students. In turn, the definition of the evaluative variables paved the way for the next stage in which the intensity with which change happens in people’s lives was measured and the delimitation of a percentage of counterfactual (whichever changes are due to external factors and other social actors) was measured.

Finally, once each of the evaluative variables had been defined and measured, monetary values were assigned to them through the adoption of financial proxies. The total social impact generated, monetized, is compared with the amount invested in the program, which allows us to arrive at a monetary ratio that indicates whether the social return of the program is positive or not. In the case of the financial education program How to Invest in You, we arrived at an SROI index of 2.14, which, in other words, indicates that the investment made more than doubles in the form of social benefits, or even that in order to achieve social benefits similar to those that the program achieves, a given individual would have to invest a little more than twice what the program costs for each direct beneficiary.

It is worth emphasizing that what makes up the SROI index presented is a set of three axes of change, all belonging to the same causality chain, where specific knowledge about finances is first acquired, which in turn leads to greater financial autonomy and unfolds in developed socio-emotional aspects, totally intertwined with financial autonomy. As an example, the college student feels more relaxed about his future when he starts to organize himself better financially.

Segmented analyses (gender, race/ethnicity, age, etc.) showed limited variation (most under 10 p.p.) and, given sample representativeness constraints, were used for interpretation rather than stratified valuation.

In general terms, the evaluation process evidences ANBIMA’s assertive strategy regarding the program’s gain in scale. The online platform, with a user-friendly language and format and, therefore, democratic; the incentives and counterparts offered to participants, such as CPA-10 certification and equivalence for complementary hours of the university, are strategies that favor reaching a large number of beneficiaries in the face of a relatively low investment.

The recommendations we have reached in order to maximize the social impact generated go in two complementary directions: to further enhance the gain in scale and to increase the individual impact perceived by the beneficiary.

• With an emphasis on reinforcing the strategy of gaining scale, it is recommended to expand access to the course for non-university students, and/or family members and friends of university students.
• In order to increase the individual NPV of impact, it is recommended to create and foster spaces for interaction between users on the platform.
• From the perspective of both maximizing individual impact and gaining scale, a strategy of focusing on audiences with greater socio-economic vulnerability and, consequently, a lower potential counterfactual discount is recommended. This leads us to a possible review of the range of partnerships, expanding them to public universities, technical courses, federal institutes and formal basic education teaching units.

This report provides an analysis of the SROI generated by Hayat Dialysis Center, one of the flagship projects of the Hayat Charity Association in Medina. The project is primarily designed to deliver therapeutic and medical care services that address patients’ health needs, while enabling underprivileged and financially disadvantaged renal patients to access high-quality treatment and healthcare.

The purpose of this study was to measure the SROI of the project and to document the changes experienced by its stakeholders. The initiative is recognized as one of the pioneering projects in Medina. The study is structured around the following key components:

Study Objective

To measure the SROI generated by the Hayat Dialysis Center project implemented by Hayat Charitable Association in Medina.

Type of Study

Evaluation study.

Study Methodology

SROI methodology.

Study Tools

Questionnaires and interviews.

Study Timeline

During 2024.

Study Sample

Patients benefiting from the center, project staff, and donors.

Key Outcomes for Beneficiaries

The total percentage of change indicators resulting from the project across all its indicators.

SROI Ratio

During 2024, the dialysis project generated a social return ratio of 1:3.37, meaning that each Saudi Riyal invested in the project created a value of 3.37 Saudi Riyals.

Key Improvement Opportunities

1. Providing psychological counselling services for kidney patients to help them adapt to the psychological stressors associated with the disease.
2. Streamlining medication dispensing procedures.
3. Expanding transportation capacity for beneficiaries,in need.
4. Improving and modifying some meals provided according to medical requirements.
5. Developing a continuous monitoring and evaluation system to enhance and maximize the SROI measurement results for the project.

Background & Context
Youth Work is a key driver of youth development in Aotearoa New Zealand. Ara Taiohi defines Youth Work as “the development of mana-enhancing relationships between a youth worker and a young person, where young people actively participate, discover their power, and choose to engage for as long as agreed”. The practice is centred on supporting holistic, positive development so young people (aged 12 to 24) can contribute to themselves, their whānau (family), their community, and the wider world.

Evidence shows that Youth Work plays a significant role in the well-being and development of young people (Mahi Tūturu, 2025), yet the youth development sector remains undervalued and underfunded (Harrington, 2025). Many organisations operate under short-term contracts, facing growing pressure to deliver outcomes while providing funders and partners with evidence of their impact.

In response, there has been a shift in the non-profit sector toward more systematic ways of accounting for social value. Social Return on Investment (SROI) provides a tool for non-profit organisations to effectively demonstrate their value and identify where resources can be allocated to further optimise their impact.

This SROI report was commissioned by Ara Taiohi, the peak body for youth development in Aotearoa New Zealand, as part of a pilot project designed to better understand the impact of Youth Work delivered through community organisations and to establish a methodological foundation for a sector-wide social value project. Two organisations were selected to reflect the diversity of youth development contexts: Rānui 135, an urban organisation based in West Auckland, and Tararua Community Youth Services (TCYS), a rural organisation based in Dannevirke. While this report focuses on Rānui 135, together, their stories of change provide a meaningful lens on the unique value youth work creates across different community settings.

Report Methodology
SROI is a principle-based methodology for measuring and accounting for the broader concept of social value. It seeks to understand, measure, and value the outcomes experienced by people and organisations as a result of an activity. SROI combines qualitative, quantitative, and financial information to tell a credible story of change that reflects what stakeholders themselves say is important.

Through the use of financial proxies, outcomes that do not have a market price can be given a monetary value. This does not mean putting a price tag on people or their experiences, but instead expressing the relative importance of outcomes in a way that can be compared with the resources invested. The result is an SROI ratio, which shows how much social value is created for every dollar invested.

The methodology used in this report aligns with the Principles of Social Value, as outlined by Social Value International. These principles draw on established approaches from social accounting, cost-benefit analysis, financial accounting, social research and evaluation practice. They provide the foundation for making more informed decisions about value, ultimately aiming to increase equality, improve well-being, and enhance environmental sustainability.

Report Structure
This report is organised into 10 main sections (excluding the Introduction). These sections align with the six stages of the SROI methodology. Each section of this report – from 3. Project Scope to 10. Calculating the SROI – begin with a short description of the stage, adapted from the SROI Guide, followed by the Hands for Impact approach. Our approach is grounded in whakawhanaungatanga (building relationships), transparency, and accessibility.

In recognition of the cultural context of this mahi (work), the report also incorporates te reo Māori and Pasifika words. A complete glossary of terms is provided in Appendix A.

EXECUTIVE SUMMARY

The Sustainable Healthcare System driven by the Data from Functional Health Care Organizations and IT Platform of Network for Health Care Providers Implementation to Upper Northern Thailand—implemented by The Princess Sirindhorn IT Foundation Craniofacial Center, Chiang Mai University (SCFC)—aims to strengthen a multidisciplinary service system for patients with cleft lip, cleft palate, and craniofacial conditions across eight northern provinces of Thailand. Through coordinated clinical pathways, development of an integrated patient information system, and sustained capacity-building for healthcare personnel, the project enhances treatment continuity, reduces the burden on families, and improves system-wide efficiency. This Social Return on Investment (SROI) assessment evaluates the project’s economic and social value over the full 3-year implementation cycle (2023–2025) and captures benefits that continue for up to three years after project completion, following SVI principles of materiality, transparency, and impact verification.

The analysis identifies key stakeholders—including patients, families, multidisciplinary medical teams, provincial health authorities, funding organisations, and external partners—and maps the outcomes they experienced. Evidence gathered from stakeholder interviews, administrative records, and clinical follow-up data shows substantial positive changes: reduced developmental delays, increased confidence and social participation among patients, reduced parental stress and anxiety, time and cost savings for families, enhanced professional competencies of healthcare providers, and strengthened provincial and inter-organizational networks. These outcomes were valued using credible financial proxies such as minimum wage rates, government budget benchmarks, shadow prices of life satisfaction, and public-sector training rates.

After applying SROI impact adjustments (deadweight, displacement, attribution, and drop- off) and discounting future values at 3.5%, the project generated a total social value of THB 99,828,493.43. This value is compared against a total cumulative investment of THB 22,806,475.62 (covering all resources utilized during 2023–2025). As a result, the project achieved an SROI ratio of 4.38 : 1, indicating that every THB 1 invested produced THB 4.38 in social value. More than half of the total social value accrues to families (60.45%), largely through reduced stress and anxiety and reduced burden from hospital visits, including time savings and lower work absence. Patients receive 10.12% of total value, while the remaining value is generated through improved coordination, professional benefits, and institutional gains across the health service network and the Craniofacial Center.

Abstract

Founded in 1994, the Pingtung County Yeh Tzu Yuan Private Senior Residential Care Facility (hereafter “YTY”) serves older adults in the Kaohsiung–Pingtung area who cannot manage daily living and those who are bereaved, solitary, or otherwise in need of support. Guided by the mission to “advance older-adult welfare, promote respect for older adults, ensure stable daily living, safeguard health, and foster social harmony,” YTY provides diversified and individualized professional services, including nursing, personal care, social work, rehabilitation, and nutrition, and actively contributes to long-term care policy development. In 2016, YTY introduced the Self-Reliance & Life Reablement concept and advanced an innovative Holistic Self-Reliance Care model. The model was first piloted in community services; subsequent experience showed it could be implemented more fully within a residential setting, where Yeh Tzu Yuan Senior Residential Care Facility (hereafter “YTY Residential Care Facility”) now delivers the model through an interdisciplinary team. In parallel, YTY aligns with the Sustainable Development Goals (SDG 1, SDG 3, SDG 17), centering on strengthening older adults’ self-reliant living and quality of life as part of sustainable care.

Through meeting with Impact Express CO., LTD., YTY learned that Social Return on Investment (SROI) quantifies social benefits and therefore adopted this approach to assess the social impact of the Holistic Self-Reliance Care model. SROI enables YTY to present, with concrete data, how social inputs translate into outcomes so external audiences can clearly understand YTY’s contribution to long-term care in the Kaohsiung–Pingtung region. It also serves as a basis to review and optimize current services and to replicate the model, thereby expanding and deepening social value. This analysis compiles input costs, outcome data, and stakeholder feedback to quantify the social impact created by the Holistic Self-Reliance Care model implemented at the YTY Residential Care Facility.

This project is an evaluation-type SROI; covering 1 January 2024 to 31 December 2024 (one year). The Holistic Self-Reliance Interdisciplinary Care Support Program implemented in the residential facility generated an SROI of 4.57; sensitivity analysis ranged 3.46–5.08, indicating stable and high social value creation. From stakeholder consultations and feedback, the key outcomes are as follows:

• Older adults: positive body–mind–spirit changes, including improved physical health, reduced depression and negative thoughts, increased life motivation, and enhanced interpersonal relationships.
• Family members: reduced caregiving burden and improved family relationships due to appropriate care for their loved ones.
• Care professionals: enhanced professional skills, gained a sense of accomplishment, cultivated empathy, and heightened risk awareness through participation in the model.
• Organization (YTY Residential Care Facility): expanded external resource linkages, strengthened team cohesion, and innovation in service-model development—demonstrating YTY’s overall contribution to sustainable long-term care.

Executive Summary

Programme Overview

The Time + Tide Foundation creates social value in Southern Africa by investing in individuals who have historically faced economic exclusion, particularly women and girls living in communities adjacent to safari lodge operations. Rooted in the belief that equipping people to overcome entrenched barriers transforms not only individual lives but entire communities, the Foundation works across focus areas including education, health, female empowerment, and biodiversity conservation.

The Kasaka Women’s Workshops (KWW) sit within the Foundation’s female empowerment focus area and were established in partnership with the Women’s History Museum of Zambia in response to a well-documented gap: professional women in Zambia, particularly those working in traditionally male-dominated fields, face severe structural barriers to career development, mentorship, and peer connection. Women make up approximately 5% of registered engineers nationally, fewer than 25% of professionals in photography and film, and over 97% of STEM and vocational training enrollees are male. These figures point to a persistent deficit not only in representation but in the infrastructure that supports women’s professional advancement.

The programme addresses this gap by hosting professional women from across Zambia for immersive, sector-specific workshops at Kasaka River Lodge in Zambia’s South Luangwa Game Management Reserve. Each workshop is led by an industry expert and combines structured skill development with peer networking, mentorship, and reflective time in a natural, off-grid environment. Workshop themes offered at Kasaka in 2024 included Podcasting, Ethnobotany, Hospitality, and Architecture, with institutional partnerships supporting delivery from organisations including the Zambia Institute of Tourism and Hospitality Studies and the Zambia Institute of Architects’ Women in Architecture Forum.

About This Study

This Social Return on Investment (SROI) analysis evaluates the social value generated by the four workshops hosted at Kasaka River Lodge during 2024, the programme’s second operational year and first full calendar year of activity. A total of 48 women participated across the four workshops. The analysis is retrospective and evaluative, conducted in accordance with Social Value International principles and drawing on primary data collected through stakeholder engagement with participants, facilitators, and programme staff. The study was commissioned to provide the Time + Tide Foundation with a rigorous, evidence-based account of the value its investment in KWW has generated for participants and the broader community, and to support ongoing programme learning and development. As this report is made publicly available through the Social Value International database, it is also intended to offer practitioners, funders, and researchers a documented example of social value measurement applied to women’s professional development programming in a sub-Saharan African context.

Prior to finalisation, the indicator framework was submitted for a pre-report outcomes review by an SVI assessor, and revisions were made to the attribution framework in response.

Key Finding: SROI Ratio of 12.01:1

For every USD 1.00 invested in the Kasaka Women’s Workshops in 2024, USD 12.01 of social value was generated across the benefit period of all outcomes. Total investment: USD 39,606.06. Total Present Value of outcomes: USD 475,693.35. Net Present Value: USD 436,087.29.

This report evaluates the social impact of the New Immigrant Language and Culture Education Guidance Group Project in Changhua County within a clearly defined project-based evaluation boundary. The purpose is to quantify the social value created by the project’s core activities—such as educator training, professional support, and capacity-building mechanisms—using a transparent and decision-relevant valuation approach. Accordingly, the scope of analysis is limited to outcomes that are directly attributable to project activities and observed among participating educator stakeholders, rather than estimating the overall SROI of the entire guidance group system. Outcomes primarily realized through downstream teaching and learning processes, including student-level impacts, are acknowledged as long-term policy objectives but fall outside the evaluation boundary due to attribution constraints and the absence of direct, verifiable measurement mechanisms within the project.

The evaluation adopts the Social Return on Investment (SROI) methodology, applying a systematic analytical framework to translate qualitative outcomes into measurable monetary values to support evidence-informed decision-making. Following the six steps of the SROI process, the study calculates the SROI ratio and conducts sensitivity analyses to strengthen analytical rigor and objectivity. The results identify adjunct lecturers and guidance group members as the primary stakeholders, jointly accounting for approximately 90% of the total outcome value, underscoring their central role in delivering the project’s intended functions and sustaining new immigrant language and culture education.

In terms of outcomes, adjunct lecturers achieved three key results, with greater self-confidence emerging as the highest-value outcome. This reflects strengthened professional recognition and self-efficacy gained through engagement in structured support mechanisms. Guidance group members realized five major outcomes, among which enhanced multicultural literacy generated the greatest value, indicating meaningful growth in cross-cultural sensitivity and professional understanding—capabilities essential to strategy development, instructional guidance, and effective implementation. Overall, the project’s stakeholder impacts align closely with its operational objectives, demonstrating that well-designed professional training and support systems can reinforce the foundations of multicultural education.

The total investment in the project amounted to NT$1,115,674, funded primarily by the Changhua County Government Education Department, the K–12 Education Administration of the Ministry of Education (MOE), and the Resource Center for New Immigrant Language and Culture Curriculum (NILC Center). Based on the evaluation, the total present value generated by the project is approximately NT$1,997,996.58, with an SROI ratio ranging from 1.38 to 2.66, indicating a solid social return on investment and effective resource utilization. Beyond fostering professional growth, confidence, and social recognition among adjunct lecturers, the project also strengthens the multicultural competence and intrinsic development of guidance group members, including outcomes such as enhanced sense of achievement.

To test robustness, the study conducts multi-dimensional sensitivity analyses on key parameters, including outcome quantity, financial proxies, outcome valuations, impact factors, and outcome duration. By simulating parameter variation across multiple scenarios, the analysis confirms that the estimated results remain stable and consistent under diverse assumptions, thereby enhancing the reliability and explanatory power of the evaluation and strengthening its credibility as a basis for decision-making.

In summary, the evaluation results indicate that the project has generated tangible outcomes and positive changes in strengthening teaching support systems, professional collaboration, and community engagement related to new immigrant language and culture education. Stakeholder feedback suggests that the project has evolved beyond the completion of discrete operational tasks, demonstrating strategic value and providing empirical evidence to inform future policy refinement and resource allocation. It is recommended that future implementation gradually shift from a primarily operational orientation toward a more tactical and development-oriented approach, integrating diverse instructional models, deeper professional collaboration mechanisms, and cross-county exchange strategies to enhance scalability and long-term sustainability.

RESUMEN EJECUTIVO

Este resumen ejecutivo ofrece una presentación clara y concisa de los hallazgos más significativos, recomendaciones y procedimientos esenciales del estudio sobre el Retorno Social Monetizado (SROI) aplicado al modelo de intervención socioeducativa SomosVoz. Este informe se centra en evaluar el Valor Social derivado del modelo, definiendo “Valor Social” como: “La importancia que las personas otorgan a diferentes aspectos de su bienestar y los cambios que experimentan en dichos aspectos del bienestar.”

Esta evaluación del Retorno Social de la Inversión (SROI) analiza el valor social generado por SomosVoz, un modelo innovador socioeducativo diseñado para reducir el riesgo de institucionalización de niños y adolescentes mediante un trabajo integrado con menores y sus familias en centros socioeducativos de toda España. El modelo se implementó de forma piloto durante 12 meses en 2023 en 25 centros de 9 Comunidades Autónomas, dentro del “Programa Nacional de Innovación para la Prevención de la Institucionalización en la Infancia”, coordinado por el Coordinador Estatal de Plataformas Sociales Salesianas y la Fundación Pere Tarrés.

Método y alcance

El estudio aplica estándares acreditados de SROI para identificar, medir y monetizar los cambios materiales para los grupos de interés clave: niños y adolescentes, madres y padres, profesionales y organizaciones socioeducativas participantes. Se emplearon métodos mixtos cualitativos y cuantitativos con fuerte involucramiento y validación de los grupos de interés, y un tratamiento transparente de limitaciones y riesgos. El período de evaluación abarca enero–diciembre de 2023; los datos se recopilaron de febrero a junio de 2024.

Población alcanzada y robustez de los hallazgos

Las poblaciones objetivo fueron 384 niños/adolescentes, 320 madres/padres, 91 profesionales y 39 organizaciones socioeducativas. Las muestras alcanzaron representatividad estadística para niños/adolescentes (margen de error: 5,33%), madres/padres (7,23%) y profesionales (8,36%); los datos organizativos fueron parcialmente representativos (margen de error: 17,17%).

Resultados del SROI

Ratio principal: Entre 1,42 € y 3,37 € de valor social generado por cada 1 € invertido, dependiendo de si los resultados reflejan únicamente la muestra directa (límite inferior) o se extrapolan a la población total (límite superior). El SROI extrapolado es 3,37.
Inversión total considerada: 1.559.073,95 €; Valor Presente Neto (VPN) correspondiente del valor social (neto de la inversión): 5.249.076,49 €.

Distribución del valor:

• Niños y adolescentes: 66,42% del valor social total (≈ 3.481.242,81 €)
• Madres y padres: 28,57% (≈ 1.499.741,02 €)
• Organizaciones socioeducativas: 4,84% (≈ 254.079,13 €)
• Profesionales: 0,27% (≈ 14.013,52 €)

Valores por persona (ilustrativos):

• Niños/adolescentes: 9.066 € por niño
• Madres/padres: 4.687 € por progenitor
• Profesionales: 670 € positivos y –546 € negativos por persona (neto reducido por estrés)

Balance de impactos: Los impactos positivos representan el 99,05% del valor total; los impactos negativos 0,95%, originados exclusivamente por el aumento del estrés entre profesionales.

Qué cambió y dónde se concentra el valor

Las mayores contribuciones provienen de los cambios en los niños: mejora de las relaciones intra-familiares, mejores relaciones con pares, comportamiento más adecuado en la escuela y otros entornos, redes de apoyo más amplias y mayor autonomía. Para las familias, los cambios de mayor valor incluyen ayuda socioemocional y comunitaria personalizada, mejora del clima familiar y bienestar en el hogar, y mayor autonomía familiar. A nivel organizativo, los cambios materiales incluyen mejora de la calidad y eficiencia de los servicios, aumento de la posibilidad de obtener financiación y mejora de los activos tecnológicos.

Dominios del bienestar

El valor social del programa se concentra en Relaciones Interpersonales (60,20%) e Inclusión Social (19,38%), según el marco de Schalock–Verdugo, lo que resalta las fortalezas relacionales y comunitarias del modelo.

Recursos y sensibilidad

La cifra de inversión combina recursos financiados y no financieros, incluyendo contribuciones en especie significativas y horas extra profesionales reportadas por los centros. Las pruebas de sensibilidad muestran que el ratio SROI se mantiene dentro del rango declarado bajo supuestos conservadores.

Recomendaciones

1. Mitigar el estrés del personal: Añadir supervisión regular, guías de carga de trabajo manejable y breves chequeos psicosociales para abordar el efecto negativo identificado entre profesionales.
2. Priorizar cambios de alto valor: Enfocar herramientas de entrega y supervisión en relaciones intra-familiares, relaciones entre pares, comportamiento en entornos educativos, redes de apoyo y autonomía.
3. Fortalecer prácticas de colaboración familiar: Sistematizar apoyo socioemocional personalizado, rutas de derivación y planes familiares con seguimientos programados.
4. Salvaguardar la fidelidad del modelo a escala: Definir componentes centrales, dosis mínima y cadencia de supervisión para mantener la calidad durante la expansión.
5. Capacitación orientada y focalizada: Proveer formación corta y práctica en trabajo relacional, apoyo conductual en escuelas y mapeo de redes comunitarias.
6. Mejorar la calidad de evidencia organizativa: Incrementar la participación de los centros y estandarizar la captura de datos para reducir el margen de error organizativo en ciclos futuros.
7. Establecer bucles de retroalimentación: Crear un panel simple de indicadores clave de cambio y realizar revisiones trimestrales de aprendizaje para refinar iterativamente la entrega.

Conclusión

SomosVoz demuestra una fuerte creación de valor social, especialmente para niños y familias, con mejoras materiales en la dinámica familiar, relaciones con pares, autonomía, apoyo social e inclusión. Aunque el estrés del personal emergió como efecto negativo compensatorio, los impactos generales son altamente positivos y robustos, apoyando la escalabilidad y el perfeccionamiento operativo del modelo en los centros socioeducativos de España.

Executive Summary

This report is the evaluative SROI analysis of the second phase of the Colourful Steps Programme conducted by Değiştiren Adımlar Derneği (Steps That Change Association).

Steps That Change Association is a non-profit civil society organisation founded in September 2018 to empower young people, support their personal development and prepare them for the future. The association’s primary goal is to foster an inclusive and innovative living culture where diversity is embraced. Its core values are inclusiveness, a rights-based approach, sincerity, open-mindedness, and stakeholder involvement. Alongside this, it also promotes empowerment, equal opportunities, sustainable development, and participation in civil society. In practice, the association prioritizes creating environments where young people from diverse backgrounds can meet, collaborate, and create together.

The Colourful Steps Programme aims to support high school students in Istanbul, both from public and private schools, enabling them to interact with peers from different educational and socio-economic backgrounds. The programme’s objectives are to foster social responsibility, raise awareness of diversity and inclusion (particularly regarding disability), and encourage active citizenship. The programme lasted a total of eight weeks, including the final week dedicated to evaluation and graduation. Each week’s activities took place in a different venue. The diversity of venues was selected to align with the programme’s objectives. For example, in some weeks the programme was delivered on university campuses, while in others it took place in the premises of civil society organisations, public community houses, or youth centres. The programme is designed to broaden perspectives and support informed choices about future education and careers.

The second phase of the programme was implemented in Istanbul with 21 participants over seven weekends in November and December 2022. This report is evaluative rather than forecast, and its independence is ensured by the fact that the assessment was carried out voluntarily, with no financial relationship between the assessor and the association.

Impact was measured over the medium term using both qualitative and quantitative methods, with all stakeholders engaged before, during and after the process. Participants reported positive changes such as developing a rights-based perspective on diversity, making more informed academic and career choices, adopting a social value–oriented mindset, and improving social skills. Some negative outcomes, such as feelings of loneliness, were also observed.

The project team reported positive outcomes including learning to work effectively with high school groups, acquiring new knowledge from the modules, improved organisational and teamwork skills, and greater capacity for delegation. However, increased stress and anxiety levels were also noted. Trainers highlighted positive changes such as satisfaction from contributing to young people’s lives, learning from the participants themselves, and developing more inclusive facilitation practices. As these outcomes could not be quantified, they were excluded from valuation, resulting in underestimation of the programme’s total social value.

The overall SROI ratio for the programme is presented below:

As a result of the SROI analysis, the ratio we identified is 1.91. It was determined that a social return of 1.91 TL was obtained for every 1 TL investment. The sensitivity analysis revealed a range for the SROI ratio. Three different simulations showed that the SROI ratio varied between 1.65 and 2.35. The fact that these different ratios are relatively close to each other is evidence that the calculation is consistent and rational.

The Colourful Steps Programme has demonstrated that even within a short timeframe, significant changes can be achieved among high school students from diverse backgrounds who did not know each other beforehand. Over seven weekend sessions, participants increased their knowledge and awareness on multiple issues. While workshops and sessions played an important role, the inclusive composition of the organising team, the involvement of visually impaired volunteers, and the socially conscious choice of venues deepened the overall impact.

The association also runs the Colourful Campus Programme and continues to grow with such initiatives. Sharing this impact report with young participants and stakeholders is recommended, and the programme team has already committed to publishing the report on their website after presenting it internally on 10 September 2025. A dedicated presentation to the board is also expected to contribute to organisational learning, particularly in preparation for the university-level version of the programme.

Overall, this report is intended to inform future decisions about the programme, provide evidence-based insights to potential investors, and support the association in building new partnerships. Finally, the association’s commitment to impact measurement and its collaborative, patient approach are expected to serve as an inspiration for other small- and medium-sized civil society organisations in Türkiye.

Executive Summary

The report provides an in-depth analysis of the social impact of the programs implemented by the Mother and Child Education Foundation (AÇEV) in its centers in the earthquake affected region between June 2023 and August 2024. Prepared using qualitative and quantitative research methods within the framework of Social Value International’s Social Value Principles, this analysis reveals the transformative impact of the programs on various stakeholders in qualitative and quantitative terms and presents the social value of this impact and the social return on investment.

According to the analysis results, it was determined that AÇEV generated 6.82 TL of social value (SROI ratio 1:6.82) for every 1 TL of resources invested in the program.

The Social Return on Investment (SROI) approach aims to reveal the social value experienced by stakeholders by expanding the analytical perspective to quantitatively address less tangible effects that are often overlooked in existing economic analyses.

Unlike the rigid economic (efficiency) returns (direct or indirect) offered by cost- benefit analyses, the SROI approach captures more by considering all impacts (both tangible and intangible) that stakeholders themselves consider valuable. Such an approach allows for the expression of typically qualitative outcomes in quantitative terms, enabling the identification of issues such as psychological recovery in the post-traumatic process, increased confidence as a parent, and the defense of women’s rights.

The SROI approach complements and integrates the findings of AÇEV’s 2005 report, “Cost-Benefit Analysis of Preschool Education in Turkey,” providing a more comprehensive picture. In this context, the fact that the interventions addressed the stakeholders in the aftermath of the post-traumatic experience of the earthquake, adds another dimension to early childhood and parental empowerment. Programs targeting early childhood, as mentioned in the literature, have been proven to achieve critical goals such as reducing post-disaster trauma and accelerating the normalization process (UNICEF, 2011; PreventionWeb). The results of the prepared SROI report also demonstrate that these goals have been achieved.

The graph-1 below shows the percentage of value created for all stakeholder groups.

The distribution of this total social value clearly demonstrates that the program has achieved its primary objectives. 65% of the total value was experienced by children participating in early childhood education programs, indicating that this group experienced the most change in their cognitive, social, and emotional development. The second group of stakeholders experiencing the most change was mothers. While 28% of the total value represents the changes experienced by mothers, the third group experiencing the most change, at 3%, was fathers who received certificates from the father program.

The analysis reveals that among stakeholders with high participation levels, significant outcomes were observed, particularly in terms of “psychological well- being,” going beyond the AÇEV’s main area of work on children education. These findings are consistent with scientific evidence (Shonkoff et al., 2012; PMC) that early childhood education and care services provide psychological and cognitive protection by buffering the negative impacts of trauma on neurodevelopment in children exposed to trauma.

The report identified some negative changes experienced by employees (decreased socialization, psychological fatigue, less hope for the future) and showed that supporting employees in post-disaster environments is a critical area of learning. In light of these findings, it is recommended that AÇEV Child and Family Centers be seen as a fundamental investment in post-disaster recovery and, considering the high value they create, be prioritized for scaling in future recovery and development plans.

Executive Summary

Tararua Community Youth Services (TCYS) delivers a comprehensive and relational model of youth development for taiohi across Tāmaki-nui-a-Rua. This Social Return on Investment (SROI) analysis assesses the value created for taiohi aged 15+ who engaged with TCYS in 2024/25. It draws on mixed-methods evidence including administrative data, a participant outcomes survey, regression analysis, and stakeholder verification. The resulting SROI ratio of $11.65:$1 indicates that for every dollar invested in TCYS, an estimated $11.65 of social value is generated — a strong return that remains consistently positive under multiple sensitivity scenarios.

Key Findings

• Strong value creation: The forecast SROI ratio of $11.65:$1 is realistic and not overstated. It is based solely on well-evidenced outcomes and does not include enabling outcomes, which remain essential precursors to achieving the material outcomes.
• Material outcomes: Six core outcomes were monetised:
  • Strengthened sense of identity
  • Develops skills to make better life choices
  • Achieves educational goals
  • Gains employment
  • Improved ability to be a parent
  • Reduced offending.

• Pathways to independence: The analysis confirms that trusted relationships with Youth Workers are the foundation for independence. Safe spaces, mentoring, practical supports (e.g. kai, transport, driver licensing), and youth-led activities enable taiohi to re-engage with learning, gain skills, secure jobs, and strengthen whānau life.
• Community and system impact: TCYS’s work contributes not only to individual wellbeing but also to reduced demand on justice systems, and safer local communities. Ministry of Justice data shows youth offending in Tāmaki-nui-a-Rua, Dannevirke is near-zero, compared with considerably higher rates in neighbouring districts — an outcome repeatedly attributed to TCYS’s presence.

Strategic Insights

• Undervalued rural Youth Work: TCYS is the only dedicated youth development provider in Dannevirke and they service the whole Tāmaki-nui-a-Rua region. Its relational, wrap-around approach fills systemic gaps left by education, health, and justice systems, yet remains vulnerable to funding cuts.
• Evidence for funders: The SROI provides a credible baseline that demonstrates the economic and social return of investing in Youth Work. It can strengthen TCYS’s case for sustained government and philanthropic support in light of upcoming contract reductions.
• Organisational learning: TCYS delivers high relational value, but outcome measurement remains inconsistent. Embedding simple pre- and post-programme surveys across services would generate stronger data on outcomes such as identity, safety, and reduced risky behaviours.

Recommendations

1. Strengthen data systems to consistently track education, employment, and wellbeing outcomes across programmes.
2. Embed pre-and post-surveys to capture shifts in identity, safety, and decision-making, ensuring comparability and stronger evidence of social value.
3. Plan for sustainability by deepening partnerships with iwi (tribe), council, and local funders to oset national funding cuts.
4. Leverage findings for advocacy, using the $11.65:$1 ratio and taiohi voice to highlight the value of preventative, relationship-based youth development in rural Aotearoa.

Conclusion

TCYS delivers transformative outcomes for taiohi in Tāmaki-nui-a-Rua, creating significant social and economic value for the community. With $11.65 returned for every $1 invested, this analysis provides strong evidence that sustained investment in youth development generates lasting benefits — empowering taiohi, contributing to safer, more resilient communities. Therefore, this SROI demonstrates that TCYS creates wide-ranging social value by strengthening the capabilities, confidence, and life trajectories of taiohi in the Tararua district.

Program Background

This report analyzes the program “National Health Insurance Post-Acute Care (PAC) Program – Heart Failure”, with Taichung Veterans General Hospital (TCVGH) serving as the main implementing institution. TCVGH is responsible for case enrollment, care delivery, team integration, and performance reporting. This program aims to provide a six-month integrated care service for hospitalized patients aged 18 and above with a left ventricular ejection fraction (LVEF) ≤ 40% and clinically stable conditions (NYHA Functional Class II~III) after discharge. The hospital also conducts a one-year follow-up period, which includes regular outpatient visits with specialists, remote monitoring, mobile app tracking, nutritional and rehabilitation guidance, and family caregiver support. The goal is to enhance patients’ self-care ability and overall quality of life, while reducing the risk of rehospitalization and acute deterioration.

Since 2014, Taichung Veterans General Hospital (TCVGH) has established a dedicated Heart Failure Department. In 2017, the hospital launched a Post-Acute Care (PAC) program for heart failure patients, forming a multidisciplinary team composed of cardiologists, nurses, dietitians, physical therapists, social workers, and case managers to provide integrated outpatient care services. As one of the first medical centers in Taiwan to adopt an integrated care model for heart failure, TCVGH demonstrated the program’s effectiveness during the 2018–2019 pilot period. The hospital successfully reduced the six-month hospital readmission rate from 50% to 1.5%, highlighting the significant social value and potential for broader dissemination of this care model.

This program aligns with the overall Post-Acute Care (PAC) policy direction promoted by the National Health Insurance Administration, Ministry of Health and Welfare (NHIA), emphasizing a continuum of care that transitions patients from the acute phase to post-acute recovery and eventually to chronic stabilization. The objective is to enhance medical efficiency, improve patient outcomes, and strengthen the long-term sustainability of the healthcare system. Taichung Veterans General Hospital intends to apply the Social Return on Investment (SROI) methodology to forecast and analyze the potential social impact and value creation resulting from the implementation of this program. The findings will serve as empirical evidence to support future policy refinement, system expansion, and outcome-based performance evaluation.

Social Return on Investment Analysis Method

“National Health Insurance Post-Acute Care (PAC) Program – Heart Failure” has established a comprehensive clinical monitoring framework. This includes functional improvement indicators such as ADL and the 6-minute walk test, as well as readmission and mortality rates. It has also built an integrated care process through cross-institutional collaboration. In addition, subjective tools such as the Minnesota Living with Heart Failure Questionnaire (MLHFQ) are used to assess quality of life. However, these indicators mainly reflect internal clinical performance and cannot fully capture the overall social benefits experienced by patients, families, caregivers, medical teams, and policy stakeholders. Social Return on Investment (SROI) helps fill this gap. By involving stakeholders, constructing theory of chain of events, translating outcomes, and estimating value, SROI makes otherwise “hard-to-measure” benefits tangible.

This program uses SROI analysis to reveal the following core social values:

• Patients regain self-worth and social participation through stability and functional recovery.
• Families experience improved quality of life and relationships due to reduced caregiving burden.
• Medical teams enhance professional fulfillment and competency through collaborative care.
• Evidence-based confirmation of social benefits enables the National Health Insurance Policy Division to advance policy development and scale implementation

Accordingly, this report uses a forecast-type SROI analysis. It combines clinical and non-clinical indicators to measure social value across patients, families, medical teams, and policy makers. This approach addresses the limitations of current tools and offers a solid, scalable, and communicable basis for public health policy.

This program applies a forecast-type Social Return on Investment (SROI) analysis to assess the impact and quantify the value generated by the “National Health Insurance Post-Acute Care Integrated Program — Heart Failure,” implemented at Taichung Veterans General Hospital (TCVGH). The forecast-type SROI is especially appropriate for policies and service programs that are still underway or not yet fully scaled. It programs potential future social value based on current outcomes and initial stakeholder feedback, providing an essential basis for ongoing investment, institutionalization, and policy refinement.

Patient enrollment in this program was conducted on a rolling basis, and the care process itself may extend across multiple calendar years. To ensure consistency, this report analyzes cases from the full year of 2022 as the foundation for model construction. The analysis adheres to the SROI Principles and Assurance Standards published by Social Value International (SVI). Key steps include identifying stakeholders, constructing chains of events, monetizing outcomes, adjusting for deadweight, attribution, drop-off, and displacement, and re-evaluating the expected duration of outcome. Finally, the analysis calculates the overall SROI ratio and supplements it with qualitative findings and risk assessments.

Through the use of a forecast-type SROI model, Taichung Veterans General Hospital aims to empirically demonstrate the multifaceted value generated by the Post-Acute Care (PAC) program for patients, caregivers, medical teams, and policy-making bodies. This approach is intended to strengthen stakeholder communication, while also serving as a critical reference for future resource allocation under the National Health Insurance system and for the broader dissemination of integrated care models.

Analysis Period and Scope

The analysis covers the period from January 1, 2022 to December 31, 2022. This year was selected as the analysis period because it was the first full year after COVID-19 had become normalized. During this year, patient enrollment was sufficient, care pathways were complete, and data availability was high. Moreover, the majority of patients completed their primary medical care and remote follow-up within the same year, making it both representative and meaningful for forecasting. In addition, since patient enrollment for this program was conducted on a rolling basis, many patients’ actual care spanned across calendar years. Analyzing data from 2023 and beyond would be unfavorable for modeling and validation, as care would be incomplete and indicators unstable. Therefore, this report focuses on data from 2022 as the sample basis for the forecast-type SROI model.

The geographical scope of this program primarily centers around Taichung Veterans General Hospital, located in Xitun District, Taichung City. The patient population predominantly comes from Taichung City, Nantou County, Changhua County, and Miaoli County. Both acute and post-acute care are provided within TCVGH, which operates a dedicated heart failure outpatient clinic offering integrated care services. Accordingly, the social value assessed in this report reflects the real-world context of the program, including patients’ living environments, healthcare-seeking behaviors, and resource distribution across the aforementioned regions.

Purpose and Audience of the SROI Report

This report is produced from the “National Health Insurance Post-Acute Care (PAC) Program – Heart Failure” implemented by Taichung Veterans General Hospital. A forecast-type Social Return on Investment (SROI) analysis is applied to assess the multifaceted social value generated during the program’s actual implementation. This includes improved patient health, better caregiver quality of life, stronger team effectiveness, and policy-level benefits. The report is structured in accordance with international social value standards (Social Value International), aiming to present non-financial impacts in concrete, monetized terms as a common language for policy and practice communication.

The report is intended for:

• NHIA: As the policy authority, NHIA can use the findings of this report to review the effectiveness of the current integrated care practice. These findings can also serve as a basis for future expansion, institutionalization, or adjustments to the subsidy mechanism.
• TCVGH internal decision-makers and care teams: This report can serve as a reference tool for cross-institutional review and forward-looking planning. It strengthens the perceived value of teamwork and helps internal stakeholders understand the implicit benefits brought by non-clinical indicators.
• Collaborative Care Partners: By presenting the impact pathway and benefit dimensions revealed in this report, the program aims to enhance shared understanding among collaborative care members regarding the overall effectiveness of the initiative, thereby strengthening motivation for continued implementation.
• Third-party verifiers and researchers: Developed through standardized methods and a logical model, this report provides a foundation for validation and communication. It also serves as an empirical case to support the future promotion of SROI analysis in healthcare sector.

Through this report, TCVGH hopes to deepen the healthcare system’s understanding of the social benefits of integrated care. It also aims to help relevant institutions obtain more persuasive quantitative evidence and practical experience to support the implementation of value-based care policies.

Abstract

Taiwan Women Career Development Association (TWCDA) heard the voices of womenwho left their workplace for family. Many women want to go back to their workplaces, fight for their own, and rebuild their profession while they still have the energy to fulfill their self-worth and show the women power. Therefore, “Women Reemployment Career Preparation Workshop (WRCPW) ” was held.

This study applies the Social Return on Investment (SROI) to analyze WRCPW held by the Taiwan Women Career Development Association from 2020 to 2022. This report will be continuously adjusted according to research results and feedback. Hopefully, this study can draw the attention and support of the public sector and the outside world and make them focus more on the topic of women’s participation in the workplace. According to the research analysis, every NTD 1 invested in the WRCPW would create social values that are equivalent to NTD 5.44 while the sensitivity analysis shows the SROI ranged from NTD3.41to NTD 5.95. The stakeholders of this study are divided into seven categories which are Trainee 1- participants motivated by re-entering the workforce, Trainee 2- participants motivated primarily by learning, Trainee 3- participants with non-specific or unclear motivations , family members of trainees, volunteers, lecturers, and TWCDA members. The research identified 5 outcomes from Trainee 1- participants motivated by re-entering the workforce , which are increasing confidence, improving self-efficacy, role re-positioning, improving key functions, and gaining satisfaction in interpersonal relationships; Trainee 2 – participants motivated primarily by learning havesix outcomes which are improving self-worth, expanding interpersonal relationships, improving self-awareness, gaining physical and mental stability, improving cross-generational communication and coordination, and improving workplace knowledge; Trainee 3 have 2 outcomes, which are improving professional skills and increasing self-affirmation; family members of trainees have 1 outcome which is increasing family happiness; volunteers have four outcomes which are self-growth, accomplishment of self-realization, strengthening empathy, improving communication and coordination skills; lecturers have six outcomes which are improving professional knowledge and self-growth, expanding original work ability and vision, sense of accomplishment, increasing empathy, improving problem-solving skills, and sense of satisfaction; and TWCDA members have four outcomes which are practicing altruism, increasing empathy, acquiring positive values, and expanding interpersonal relationships. Among all the outcomes, the three most valuable outcomes are “increasing self-confidence”, “enhancing self-efficacy”, and “focus on the improvement of career key functions”.

The research shows that workshop trainees are the stakeholders who benefit the most, obtain the most outcomes, and have the highest social value. Meanwhile, the generated outcomes are directly from the services provided by the WRCPW. The fact also echoes the purpose of the workshop, which is to help women start a second life by rebuilding their confidence, stabilizing their mental status, re-examining their personality traits, adjusting their career development, and strengthening job application skills. Through the participation and feedback of stakeholders in this SROI research, returns brought by investment in WRCPW can be clearly seen. Research data and stakeholders’ responses also provide the association with follow-up improvements on organization management and workshops, including reversing the overall social perception of women returning to the workplace, expanding cooperation and resource networks, and increasing the participation of stakeholders. Meanwhile, the association also echoes 7 of the United Nation’s Sustainable Development Goals (SDG1, SDG3, SDG4, SDG5, SDG8, SDG10, SDG17) and hopes to provide more and better services to women.

Abstract

Background Gendered approaches to engage men are recommended for health promotion, with community settings, that involve physical activity and specifically football being frequently employed. One such football initiative, Football Cooperative (FC), has operated in Ireland since 2017 bringing men together twice a week for ‘pick up’ games. However, there is limited understanding of the reach or impact of the initiative, and an economic evaluation would inform policy decisions around the allocation of scarce resources within the public health and community-based setting.

Methods

A localised version of cost-benefit analysis – Social Return on Investment (SROI) – was employed to assess this initiative. This involved a study of one site in 2021/2022 without a control group, and a range of data
(self-reported and anthropometric) were collected at baseline, 3, 6 and 12 months. One hundred and twenty-three Participants (P) were available for this study, which also gathered data from other stakeholders, Significant Others (SO), Community Partners (CP) and Volunteer Coordinators (VC).

Results

Outcomes were validated with all stakeholders and measured by the stakeholders. Input costs were also gathered, and a comparison of outcomes with costs showed an SROI ratio of €17.60 in benefit for every €1 invested in the single FC site. Additional analysis exploring the implications of scaling this initiative to ten sites proposes an SROI ratio of €9.46 for every €1 invested.

Conclusions

The computed SROI ratios for a single site and for ten sites compare favourably with those of other health initiatives particularly other football and community based SROI evaluations. Furthermore, this study quantifies the benefits of football participation from a mental health and social perspective in addition to physical benefits, and it also highlights the benefits of football participation to other stakeholders such as participants’ family (SO). Future research could expand on this study and investigate the impact of future football initiatives in diverse locations with larger cohorts.

ABSTRACT
This study applies the Social Return on Investment (SROI) methodology to evaluate the social value generated by the LOHAS with Love plan initiated by Standard Foods Group. The evaluation focuses on the program’s impact on key stakeholders, including disadvantaged elderly, community elderly, social welfare organizations, frontline social workers, and Standard Foods Group itself. Through nutrition education and nutritional support activities, the program aims to improve the health and quality of life of elderly participants while enhancing the social impact of Standard Foods Group and its partners.

The research process follows the eight principles of Social Value International (SVI), identifying and quantifying program outcomes through stakeholder interviews, quantitative surveys, and data analysis. Impact adjustment factors—deadweight, attribution, displacement, and drop-off—are incorporated to ensure objectivity and accuracy in value calculation.

This evaluation focuses on the 2024 LOHAS with Love plan, assessing the social impact generated between June 1, 2024, and February 28, 2025, from the perspective of stakeholders. Five major stakeholder groups were identified: Standard Foods Group, social welfare organizations, frontline social workers, community elderly, and disadvantaged elderly.

The results show that the LOHAS with Love plan produced positive outcomes across all stakeholder groups. For disadvantaged elderly, the program improved physical functioning through nutritional supplements and health promotion activities, reduced financial pressure from daily expenses, and enhanced their overall quality of life. Community elderly improved their nutritional knowledge by participating in Food Education Workshops, and these learning experiences also fostered social interaction and contributed to improved mental and physical well-being.

For frontline social workers, participation in the program generally led to increased work efficiency and reduced psychological stress due to their ability to provide more effective services. At the organizational level, the program raised the visibility of social welfare organizations and attracted more external support, including material donations, fundraising, and human resource involvement—fostering sustainable development. For Standard Foods Group, the program strengthened the company’s public welfare brand image and enhanced its positioning in the nutrition field, further expanding its social influence.

The primary beneficiaries of the program’s overall social impact are disadvantaged elderly, accounting for 61%, followed by Standard Foods Group at 16%, community elderly at 12%, frontline social workers at 10%, and social welfare organizations at 1%. This distribution aligns with the program’s core objective—placing sustainable actions for disadvantaged elderly at the center of its mission.

The final calculation indicates that the total present value of the program’s social impact is NT$39,860,222, while the total input cost is NT$7,637,989. This results in an SROI ratio of 5.22:1, meaning that every NT$1 invested generates NT$5.22 in social value. According to the sensitivity analysis, the SROI value in this study ranges from 3.62 to 6.52 under different assumptions and scenarios.

Executive Summary

In 2017, Football Cooperative (FC) was established and uses ‘pick up’ football to bring men together to play football and to improve their overall health and wellbeing. It allows men to partake in a competitive game of football, which is offered twice weekly in the evenings on an all-weather AstroTurf pitch. FC is run by volunteer coordinators who organise the games as well as participate in the games. The values that FC is driven are the cultivation of community, inclusivity, sportsmanship and life-long learning. The FC initiative is promoted via social media and ‘word of mouth’ and is continually open to new members of all ages and abilities. By the time of writing of this report, FC had grown to have 807 registered members across two sites in Ireland, and the vision is to scale up the FC model to bring ‘pick up football’ games to men in communities across Ireland and beyond to reduce isolation and to improve their overall health and well-being at a population level.

The purpose of this evaluation was to assess the feasibility for scale up of the FC initiative using a social return on investment (SROI) methodology. Various sections of the report below explain how the steps in the SROI approach were addressed including the research design, participant recruitment, data collection and analysis approaches.

A total of four stakeholders were initially identified; this included the participants, their family unit [significant others], the volunteer coordinators and the community partners who manage the facility where games are played. Outcomes for participants were measured via a pragmatic quasi-experimental one site repeated measures study over a 12-month period. A range of data was collected from all stakeholders using a combination of physical measures collected onsite, focus groups, surveys and interviews. Theories of change were developed for each stakeholder group which led to validated outcomes with each group and these outcomes included physical, mental and social benefits for the participants as well as increased injuries. The data was segmented to see if outcomes varied across different criteria and it was found that participation levels of the participants exerted an influence on the reported outcomes.

To value the respective outcomes of each stakeholder group, survey data gathered at 12 months [administered via the FC gatekeeper] was used for each stakeholder and various discounts [deadweight, displacement, attribution and drop off] were than applied before arriving at a final SROI calculation. Table 2.1 below details the various outcomes for each stakeholder group along with the total input costs for each group leading to a final SROI for the FC initiative as €17.60 for every €1 invested.

Following sensitivity and scenario analysis, the final SROI was found to range from €14.08 and €26.14 for every €1 invested and the report below adopts a prudent approach to valuation to avoid being seen to over-claim for benefits. The strong positive SROI calculation can be seen as a strong endorsement of the value-for-money offered by FC and the advisory board has thus adjudicated that the FC initiative is feasible for scale up, with plans underway to develop an implementation strategy for same.”