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.”

About KAGİDER

The Women Entrepreneurs Association of Türkiye (KAGİDER) is a non-governmental organization founded with the mission of empowering women through entrepreneurship. KAGİDER supports not only women’s economic empowerment but also their political and social participation, positioning entrepreneurship as a tool for transforming women’s disadvantaged status in society and contributing to gender equality.

Since its establishment, KAGİDER has collaborated with a wide range of stakeholders— including public institutions, private sector actors, and civil society organizations—on local, national, and international projects aligned with this mission. With a growing network KAGİDER provides women entrepreneurs with mentoring, training, and guidance while also engaging in active advocacy for gender equality and women’s economic inclusion.

KAGİDER’s key areas of activity include:

• Supporting the participation of women in the workforce and increasing the number of women entrepreneurs,
• Providing training and mentoring programs to encourage women to enter the workforce and entrepreneurship,
• Scaling the reach of KAGİDER’s impact nationwide,
• Supporting personal and professional growth of KAGİDER members,
• Encouraging young women to pursue education and join the labor force,
• Enhancing KAGİDER’s visibility and reputation,
• Advocating for supportive legal frameworks and financial access for women entrepreneurs,
• Creating content and advocacy outputs to establish KAGİDER as a reference point in women’s economic empowerment, both nationally and internationally.

SROI process and results

This Social Return on Investment (SROI) study was designed to assess the impact created by KAGİDER through activities implemented or co-led by the organization between 2020 and 2025. At the outset, the key focus areas that represent what KAGİDER aims to achieve through its activities were identified. The purpose of the study is to measure the social value created for stakeholders involved in KAGİDER’s core activities within these focus areas. The selected focus areas were carefully defined to ensure they comprehensively represent KAGİDER’s core operations. Rather than analyzing any single project directly, the study focused on the overall impact of KAGİDER’s main activities, which were grouped under three overarching goals.

To achieve this, the following steps were taken:

1. Through pre-analysis conducted by a team comprising KAGİDER professionals, a social researcher, and a sustainability expert, it was observed that KAGİDER focus areas could be defined under 3 goals. The decision to focus on Core KAGIDER Operations was intentional and based on the organization’s strategic priorities rather than data limitations. These activities capture the essence of how KAGIDER creates and sustains social value through its longterm, scalable, and mission-aligned work that strengthens women’s participation in the economy.
2. Activities carried out in its focus areas were selected and classified as Core KAGİDER Operations.
3. By defining the core activities carried out between 2020-2025 under these three focus areas and identifying all relevant stakeholder groups and their numbers, the scope of the analysis was determined. These activities and stakeholder groups best represent KAGİDER’s strategic and recurring impact areas

Core KAGİDER Operations defined under three focus areas:

• Knowledge and Skills Development (Including Courage and Recognition):
• Networking Opportunities
• Gender Equality Awareness Raising

The SROI ratio defined for Core KAGİDER Operations implemented between 2020-2025 was analyzed to be 1: 4.80 according to the evaluation of changes measured in stakeholders.

In other words, each 1 TL investment spent by KAGİDER delivered 4.80 TL of social value for stakeholders

SUMMARY

This report evaluates the impact of the Project CRECE: Promoting the capabilities, competencies, and empowerment of people for the prevention of institutionalization and deinstitutionalization, through the SROI (Social Return on Investment) methodology. This methodology allows the social value generated by the intervention to be quantified in economic terms, providing a comprehensive vision of the impacts generated on the participating people and other stakeholders.

The CRECE Project was promoted by the Red Cross and financed by the Ministry of Social Rights, Consumption and Agenda 2030 within the Recovery, Transformation and Resilience Plan, which channels resources from the Next Generation EU Recovery Funds. It had a budget of 16.121.556,13€, and its implementation spread across 16 provinces in 53 locations in Spain, lasting 36 months (2022-2024).

During its development, the main objective of the project was to contribute to the reduction of vulnerability factors that could accelerate the institutionalization of the participating people and favor the development of public policies on deinstitutionalization and/or prevention of institutionalization. To this end, many community actions were carried out, among others, promoting collaboration with 331 entities in different locations. The intervention involved 3,707 people, of which 2,755 were women (74.93%) and 952 men (25.07%).

The calculation of the Social Return on Investment (SROI) carried out for the CRECE project shows a significant impact on the generation of social value, showing that for every euro invested, the program generates an estimated return between 3,00€ and 7,77€.

For each 1€ invested, social value is generated between 3,00€ and 7,77€

This range is established based on different levels of reliability and coverage, allowing decisions to be adjusted according to the degree of risk that one wants to assume in each decision, since the range shows data from a ratio that only includes data from a representative sample to a ratio that takes into account groups with a sample that presents a low degree of sampling error, but exists, so there is a certain risk that it does not completely reflect the voice of the entire group of interest.

The conservative ratio (3,00€), based solely on representative data, reflects the value generated with a representative sample, extrapolated to the groups with said sample, thus minimizing the risk of overestimating the impact. On the other hand, the inclusive ratio with moderate risk (7,77€) incorporates data from a significant group of participating people whose statistical representativeness presents an acceptable margin of error (6.81%), which broadens the vision of the social impact generated, although with a small degree of uncertainty.

In economic terms, the Net Present Value (NPV) of the social impact generated by CRECE in a conservative scenario is 13.958.568€, which corresponds to 3 times more value generated than the value invested (resources).

The analysis of the distribution of social value shows that 99.49% of the impact generated falls directly on the participating people, underlining the relevance of CRECE in improving their well-being. The changes most valued by the participants are directly related to their emotional well-being and social integration, highlighting the increase in support network, improvement in mental health, reduction in feelings of loneliness, and strengthening of the sense of belonging to the community.

These results reinforce CRECE’s focus on preventing institutionalization by reducing vulnerability factors that could accelerate the institutionalization of participating individuals. In particular, the social value generated exclusively by the reduced feeling of loneliness (6.812.591€) is almost equivalent to the total investment of the project, which demonstrates the sustainability and social profitability of CRECE, even if only this impact were considered.

The comparison between these changes highlights that the increase in the support network is the most valuable impact, surpassing the reduction of the feeling of loneliness by 36.53% and the strengthening of the sense of community belonging by 41.93%, which reaffirms the key role of social networks in mitigating social vulnerability.

Furthermore, people participating in the CRECE project have experienced significant improvements in other aspects of their well-being as a result of their participation, to which they assign a high value for the well-being of the group evaluated. An increase in economic and housing satisfaction was observed, reflecting greater stability in these areas for the people who were supported, reducing their degree of vulnerability. Likewise, some have initiated new studies with greater motivation, indicating a positive impact on their personal development. There has also been a recorded reduction in feelings of anxiety and/or depression, along with an increased feeling of tranquility, reinforcing the importance of intervention in improving emotional well-being.

Furthermore, they have identified an increase in the appreciation for life and a greater perception that the activities they carry out have meaning and value. As reported by the participants, physical and mental health have improved, and many have expressed a greater care for their mental health. However, there has also been observed increased concern and uncertainty about the continuity of the project, which highlights the need to consider strategies to guarantee its sustainability over time.

The report concludes with a series of strategic recommendations for future interventions, among which is the need to extend the duration of the program, optimize strategies to reduce negative impacts, strengthen community networks, and perform longitudinal monitoring that allows evaluating the effectiveness of CRECE in preventing institutionalization.

Finally, the information collected in this report not only allows us to understand the social value generated by CRECE, but also provides a key database for the continuous improvement of similar interventions. The data reflects the voice of the people impacted by the activities, as well as the value that they add or, in some cases, detract from their well-being and quality of life.

RESUMEN BREVE

El presente informe evalúa el impacto del Proyecto CRECE: Impulsando las capacidades, competencias y el empoderamiento de las personas para la prevención de la institucionalización y desinstitucionalización, mediante la metodología SROI (Retorno Social de la Inversión). Esta metodología permite cuantificar en términos económicos el valor social generado por la intervención, proporcionando una visión integral de los impactos generados en las personas participantes y otros grupos de interés.

El Proyecto CRECE fue impulsado por Cruz Roja y financiado por el Ministerio de Derechos Sociales, Consumo y Agenda 2030 dentro del Plan de Recuperación, Transformación y Resiliencia, que canaliza recursos de los Fondos de Recuperación Next Generation EU. Contó con un presupuesto de 16.121.556,13€ y su implementación se extendió por 16 provincias en 53 localidades de España, con una duración de 36 meses (2022-2024).

Durante su desarrollo, el proyecto tuvo como objetivo principal contribuir a la reducción de los factores de vulnerabilidad que podrían acelerar la institucionalización de las personas participantes y favorecer el desarrollo de políticas públicas sobre desinstitucionalización y/o prevención de la institucionalización. Para ello, se llevaron a cabo, entre otras, muchas acciones comunitarias promoviendo la colaboración con 331 entidades en las diferentes localidades. La intervención involucró a 3.707 personas, de las cuales 2.755 fueron mujeres (74.93%) y 952 hombres (25.07%).

El cálculo del Retorno Social de la Inversión (SROI) realizado para el proyecto CRECE evidencia un impacto significativo en la generación de valor social, mostrando que por cada euro invertido, el programa genera un retorno estimado entre 3,00€ y 7,77€.

Por cada 1€ invertido se genera valor social entre 3,00€ y 7,77€

Este rango se establece con base en distintos niveles de fiabilidad y cobertura, permitiendo ajustar las decisiones según el grado de riesgo que se quiera asumir en cada decisión, ya que el rango evidencia datos desde un ratio que incluye únicamente datos de una muestra representativa hasta un ratio que tiene en cuenta grupos con una muestra que presenta un bajo grado de error muestral, pero existente, por lo que hay cierto riesgo de que no refleje completamente la voz de todo el grupo de interés.

El ratio conservador (3,00€), basado únicamente en datos representativos, refleja el valor generado con una muestra representativa, extrapolada a los grupos con dicha muestra, minimizando así el riesgo de sobrestimar el impacto. Por otro lado, el ratio inclusivo con riesgo moderado (7,77€) incorpora datos de un grupo significativo de personas participantes cuya representatividad estadística presenta un margen de error aceptable (6,81%), lo que amplía la visión del impacto social generado, aunque con un pequeño grado de incertidumbre.

En términos económicos4, el Valor Presente Neto (VPN) del impacto social generado por CRECE en un escenario conservador es de 13.958.568€, lo cual corresponde a 3 veces más valor generado que el valor invertido (recursos).

El análisis de la distribución del valor social evidencia que el 99.49% del impacto generado recae directamente sobre las personas participantes, subrayando la relevancia de CRECE en la mejora de su bienestar. Los cambios más valorados por las personas participantes están directamente relacionados con su bienestar emocional y su integración social, destacando el incremento en la red de apoyo, la mejora en la salud mental, la reducción del sentimiento de soledad y el fortalecimiento del sentido de pertenencia a la comunidad.

Estos resultados refuerzan el enfoque de CRECE en la prevención de la institucionalización a través de la reducción de los factores de vulnerabilidad que podrían acelerar la institucionalización de las personas participantes. En particular, el valor social generado exclusivamente por la reducción del sentimiento de soledad (6.812.591€) es casi equivalente a la inversión total del proyecto, lo que evidencia la sostenibilidad y rentabilidad social de CRECE incluso si solo se considerara este impacto.

La comparativa entre estos cambios destaca que el incremento en la red de apoyo es el impacto más valioso, superando en un 36.53% a la reducción del sentimiento de soledad y en un 41.93% al fortalecimiento del sentido de pertenencia comunitaria, lo que reafirma el papel clave de las redes sociales en la mitigación de la vulnerabilidad social. Además, las personas participantes en el proyecto CRECE han experimentado mejoras significativas en otros aspectos de su bienestar como efecto de su participación, a la que le asignan un alto valor para el bienestar del colectivo evaluado. Se observa un aumento en la satisfacción económica y habitacional, reflejando una mayor estabilidad en estos ámbitos para las personas que fueron apoyadas, reduciendo su grado de vulnerabilidad. Asimismo, algunas han iniciado nuevos estudios con mayor motivación, lo que indica un impacto positivo en su desarrollo personal. También se ha registrado una reducción en la sensación de ansiedad y/o depresión5, junto con un incremento en la sensación de tranquilidad, reforzando la importancia de la intervención en la mejora del bienestar emocional.

Además, se ha identificado un aumento en la apreciación por la vida y una mayor percepción de que las actividades que realizan tienen un sentido y valor. Según reportaron las personas participantes, la salud física y mental ha mejorado y muchas han manifestado un mayor cuidado de su salud mental. Sin embargo, también se ha observado un incremento en la preocupación e incertidumbre sobre la continuidad del proyecto, lo que resalta la necesidad de considerar estrategias para garantizar su sostenibilidad en el tiempo.

El informe concluye con una serie de recomendaciones estratégicas para futuras intervenciones, entre las que se destaca la necesidad de extender la duración del programa, optimizar estrategias para reducir impactos negativos, fortalecer las redes comunitarias y realizar un seguimiento longitudinal que permita evaluar la efectividad de CRECE en la prevención de la institucionalización.

Finalmente, la información recopilada en este informe no solo permite comprender el valor social generado por CRECE, sino que también proporciona una base de datos clave para la mejora continua de intervenciones similares. Los datos reflejan la voz de las personas impactadas por las actividades, así como el valor que éstas les aportan o, en algunos casos, les restan en su bienestar y calidad de vida.

Summary

ASPEED Technology Inc. (hereafter “ASPEED”) is a leading fabless IC design company established in 2004 and headquartered in Hsinchu, Taiwan. The company has long devoted to social welfare, channelling education resources to remote areas and strengthening cultivation of young students.

ASPEED dedicates resources to diversity equity and inclusion (DEI) and the development of female talents in technology, through face-to-face discussions with stakeholders, and by connecting the industrial topics, ASPEED’s sustainability values, and its future development path. In 2023-2024, ASPEED initiated the “Women in Tech Cultivation Project” and organized the “Panoramic View Monitoring Course (PVM Course)”, “High School Semiconductor Exploration Camp (HSSE Camp, Winter Break)” and “HSSE Camp (Summer Break)”, with the schools and ASPEED engineers joining efforts in the design and preparation. Through the activities, ASPEED exerts impacts to promote topics on female talents in technology, and cultivates diverse talents with technological expertise for the industries through education and knowledge sharing.

This research is based on the Social Return on Investment (SROI) methodology, which is used to itemize and calculate the social impact of “WTC Project” of 2023-2024. Through interviews, questionnaires, meetings and discussions, the research identified the following outcomes that were created for the stakeholders by the “WTC Project”:

“Course participants” of the “PVM Course” achieved “development of learning motivation and career goal setting”, “enhancement of knowledge and practical skills in the field of technology”; “Course preparatory and operational staff” achieved “enhancement of personal soft skills”, “enhancement of intergenerational understanding and interactions”, “enhanced sense of purpose (such as sense of purpose at work, generation of social impact, self-realization)”, and also “feeling of stress”.

“Camp participants” of “HSSE Camp (Winter Break)” achieved “enhancement of personal soft skills”, “development of learning motivation and career goal setting”, and “enhancement of knowledge and practical skills in the field of technology”; “Camp staff” achieved “expansion of professional networks in the field of technology”, “enhancement of personal soft skills”, and “enhanced attention to or involvement in female empowerment in the technology field”.

“Camp participants” of “HSSE Camp (Summer Break)” achieved “enhancement of knowledge and practical skills in the field of technology”, “development of learning motivation and career goal setting”, and “advancement in self-challenge and breakthrough”; “Camp staff” achieved “enhancement of personal soft skills”, “expansion of professional networks in the field of technology”, “inspired career imagination”, and also “feeling of stress”.

The SROI analysis shows that for every NT$1 invested, the “WTC Project” generates impacts valued at NT$14.14 for the stakeholders. The sensitivity interval of the SROI value is 13.85-21.06. The research result of this project will become an important reference for strategy optimization and activity improvement of future projects, with hopes to expand the corporation’s impacts and promote cultivation of female talents in technology.

RESUMEN BREVE

El presente informe evalúa, mediante la metodología SROI (Retorno Social de la Inversión), el impacto de la intervención llevada a cabo dentro del marco del proyecto Más Casa: Proyecto piloto de innovación para la sistematización y medición del modelo de intervención Casa Verde. Esta metodología permite traducir en términos económicos el valor social generado por la intervención aplicada en los tres territorios abordados en el marco del proyecto Más Casa. El proyecto se inició en 2023 y concluyó en el primer trimestre de 2025. Sin embargo, la evaluación del impacto se centra en la intervención desarrollada durante 2024, ya que fue en ese año cuando se pilotó el modelo en los nuevos territorios.

Los datos presentados en este informe ofrecen una “foto” de los impactos producidos tras el despliegue del modelo, tanto en las personas participantes como en otros grupos de interés, una vez concluida la etapa de intervención. Este documento forma parte de un conjunto más amplio de entregables vinculados a la sistematización del modelo Casa Verde, aunque no los abarca en su totalidad, ya que en este caso se centra exclusivamente en valorar los efectos asociados a la puesta en marcha del modelo de intervención en los tres territorios: Parla, Tetuán y Vallecas. De este modo, contribuye con información relevante para la toma de decisiones en futuras ediciones del modelo, en conjunto con otros datos generados por los distintos entregables que, de manera integral, valoran y evalúan el piloto.

El Proyecto Más Casa fue impulsado por la Fundación Manantial y financiado por la Consejería de Familia, Juventud y Política Social de la Comunidad de Madrid en el context del Plan de Recuperación, Transformación y Resiliencia, de conformidad con el Real Decreto 1101/2021, de 10 de diciembre. con un presupuesto total asignado de 1.369.487,64€

Durante su desarrollo, el proyecto tuvo como objetivo principal compensar los posibles déficits derivados de la vulnerabilidad de los padres y las madres (enfermedad mental, violencia de género, aislamiento social) en el cuidado de los hijos e hijas. Para ello, se realizaron actividades como el apoyo psicosocial, el acompañamiento educativo, actividades grupales y coordinación con servicios de salud mental y sociales, de manera estructurada como parte del modelo Más Casa. La intervención involucró a 66 familias residentes en los territorios Vallecas, Parla y Tetuán (Madrid).

El análisis del Retorno Social de la Inversión (SROI) de la intervención MAS CASA indica un impacto social sustancial: por cada euro invertido, el programa genera entre 2,77€ y 3,43€ en valor social. Se presentan dos ratios: (1) una cifra conservadora, que ofrece una estimación prudente basada únicamente en muestras representativas (no extrapoladas); y (2) una cifra orientada a la toma de decisiones en contextos con mayor tolerancia al riesgo, que extrapola al grupo de Agentes Comunitarios a pesar de su mayor error muestral y falta de representatividad. La presentación de ambas cifras ofrece una flexibilidad para la toma de decisiones.

Por cada 1€ invertido se genera valor social entre 2,77€ y 3,43€

Este rango se establece con base en distintos niveles de fiabilidad y cobertura, permitiendo ajustar las decisiones según el grado de riesgo que se quiera asumir en cada decisión, ya que el rango evidencia datos desde un ratio que incluye únicamente datos de una muestra representativa hasta un ratio que tiene en cuenta grupos con una muestra que presenta un bajo grado de error muestral, pero existente, por lo que hay cierto riesgo de que no refleje completamente la voz de todo el grupo de interés.

El ratio conservador (2,77€), basado únicamente en datos representativos, refleja el valor generado con una muestra representativa, extrapolada a los grupos con dicha muestra, minimizando así el riesgo de sobrestimar el impacto. Por otro lado, el ratio inclusivo con riesgo moderado (3,43€), se compone de datos extrapolados de todos los grupos de interés, incluyendo las respuestas de los agentes comunitarios, teniendo en cuenta un error muestral del 34,96%.

En términos económicos, el Valor Presente Total (VPT) del impacto social generado por Más Casa en un escenario conservador asciende a 1.678.859€, lo que representa casi el triple del valor de la inversión realizada. Una vez descontados los recursos invertidos ( 605.564€), el Valor Total Neto (VTN) generado por “Más Casa” se sitúa en 1.073.295€.

El análisis de la distribución del valor social evidencia que la intervención Más Casa genera mayor impacto, con el 55,78% (equivalente a 955.775€) del valor social total recayendo en las niñas y niños, así como en sus progenitores, es decir, las personas directamente beneficiadas. Los ocho impactos con mayor valor económico corresponden a los grupos de niñas y niños y sus progenitores, destacando en los niños y las niñas un aumento en la participación en el juego (juegan más), una mayor cercanía y cariño en las relaciones, una mejora en la relación con sus iguales, una mejora en el proceso de aprendizaje y para los y las cuidadores/as principales una mejor relación con la maternidad, el fortalecimiento de las habilidades parentales y una mejora en la relación con sus hijos.

Estos efectos generados por la intervención del modelo refuerzan el enfoque de Más Casa de apoyar, reduciendo el grado de vulnerabilidad de las familias, previniendo una situación de tutela y promoviendo un entorno familiar seguro y saludable. En particular, el valor social generado exclusivamente por el Aumento en la participación en el juego (juegan más) (234.502€), mayor cercanía y cariño en las relaciones (142.182€) y mejora en la relación con sus iguales (109.755€) equivale a más de un 20% del valor social total generado que se centra en las niñas y los niños, lo que evidencia una evolución significativa.

Aunque los efectos positivos del proyecto son claros y valorados desde el inicio de la intervención, su sostenibilidad ha sido estimada por las personas participantes en un rango de 2 a 3 años. Tanto el equipo profesional como los cuidadores principales coinciden en que la sostenibilidad de los avances requiere un acompañamiento más prolongado, ya que muchas personas necesitan más tiempo y apoyo para consolidar los cambios en su vida cotidiana. Además, es importante considerar que la propia evolución de la relación y la madurez del niño o la niña pueden incidir en la percepción y evaluación de los cambios a lo largo del tiempo, lo cual explica también una estimada durabilidad mediana.

En cuanto a lo profundo que son los cambios, dicho en otras palabras, en qué medida se ha generado “mucho” cambio, el informe sugiere que las áreas con más actividades terapéuticas, como la psicoterapia y las intervenciones de integración sensorial, se asocian con los impactos más notables como la mejora del bienestar mental y la sensación de estar “más tranquilo/a”, lo que podría ser un indicador de que una mayor intensidad de participación podría generar un impacto más profundo, lo cual podría evaluarse con más detalle en futuras ediciones.

El informe ofrece una serie de recomendaciones para futuras intervenciones, entre las que destacan: ampliar la duración de la intervención, fortalecer el apoyo al personal remunerado, continuar consolidando las alianzas comunitarias y realizar evaluaciones de impacto a medio y largo plazo. Esta última permitiría valorar el aporte social de la estrategia preventive impulsada por Más Casa, especialmente en términos del ahorro potencial para la Administración Pública al evitar costes asociados a medidas de tutela de menores.

Finalmente, la información recopilada en este informe no solo permite comprender el valor social generado por Más Casa, sino que también proporciona una base de datos clave para la mejora continua de intervenciones similares. Los datos reflejan la voz de las personas impactadas por las actividades así como el valor que éstas les aportan o, en algunos casos, les restan en su bienestar y calidad de vida.

BRIEF SUMMARY

This report evaluates, through the SROI methodology (Social Return on Investment), the impact of the intervention implemented as part of MÁS CASA: Innovation pilot project for the systematization and measurement of the Casa Verde intervention model. This methodology allows the social value generated by the intervention implemented in the three territories covered by the MÁS CASA project to be translated into economic terms. The project began in 2023 and concluded in the first quarter of 2025; However, the impact evaluation focuses on the intervention executed during 2024, since it was in that year when the model was piloted in the new territories.

The data presented in this report offer a “snapshot” of the impacts produced after the deployment of the model, both on the participants and on other stakeholders, once the intervention stage has concluded. This document is part of a broader set of deliverables linked to the systematization of the Casa Verde model, although it does not cover them in their entirety, since in this case it focuses exclusively on assessing the effects associated with the implementation of the intervention model in the three territories: Pauta, Tetuán and Vallecas. In this way, it contributes relevant information for decision-making in future editions of the model, together with other data generated by the different deliverables that, comprehensively, assess and evaluate the pilot.

The MÁS CASA Project was promoted by Fundación Manantial and financed by the Department of Family, Youth and Social Policy of the Community of Madrid in the context of the Recovery, Transformation and Resilience Plan, in accordance with Royal Decree 1101/2021, of December 10 (la Consejería de Familia, Juventud y Política Social de la Comunidad de Madrid en el contexto del Plan de Recuperación, Transformación y Resiliencia, de conformidad con el Real Decreto 1101/2021, de 10 de diciembre). with a total allocated budget of €1,369,487.64.

During its development, the main objective of the project was to support families facing challenges related to mental health conditions, gender-based violence, or social isolation in their caregiving roles in caring for their children. To this end, the project provided structured activities including psychosocial support, educational assistance, group sessions, and coordinated efforts with mental health and social service providers, in a structured manner as part of the MÁS CASA model. The intervention engaged 66 families living in the communities of Vallecas, Parla and Tetuán territories (Madrid).

For each 1€ invested, social value is generated between €2.77 and €3.43

This range is established based on different levels of reliability and coverage, allowing decisions to be adjusted according to the degree of risk that is assumed in each decision, since the range shows data from a ratio that only includes data from a representative sample to a ratio that takes into account groups with a sample that presents a low degree of sampling error, but exists, so there is a certain risk that it does not exist reflect completely the voice of the stakeholder group.

The conservative ratio (€2.77), based only on representative data, reflects the value generated with a representative sample, extrapolated to the groups with said sample, thus minimizing the risk of overestimating the impact. On the other hand, the inclusive ratio with moderate risk (€3.43), which is made up of extrapolated data from all stakeholders, including the responses of Community Agents, taking into account a sampling error of 34.96%. In economic terms, the Total Present Value (TPV) of the social impact generated by MÁS CASA in a conservative scenario amounts to €1,678,859, which represents almost triple the value of the investment made. Once the invested resources (€605,564) are deducted, the Total Net Value (TVN) generated by “MÁS CASA” stands at €1,073,295.

The analysis of the distribution of social value shows that the MÁS CASA intervention generates greater impact, with the 55.78% (equivalent to €955,775) of the total social value affecting the children and their parents – the people who directly benefit. The seven impacts with the greatest economic value correspond to the groups of children and their parents, highlighting in children an improved ability to play (children play more), greater closeness and affection in relationships, improved relationships with peers, an improved learning process, and for the caregivers an enhanced experience of motherhood, better parenting skills, and stronger relationships between them and their children.

These effects generated by the model intervention reinforce MÁS CASA’s support approach by reducing the degree of vulnerability of families, preventing a guardianship situation and promoting a safe and healthy family environment. In particular, the social value generated exclusively by the improved ability to play (they play more) (€234,502), greater closeness and affection in relationships (€142,182) and Improved relationships with peers (€109,755) are equivalent to More than 20% of the total social value generated is focused on children, which shows a significant evolution.

Although the positive effects of the project are clear and valued from the beginning of the intervention, its sustainability has been estimated by the participants to range between 2 and 3 years. Both the professional team and the caregivers agree that the sustainability of the advances requires longer support, since many people need more time and support to consolidate the changes in their daily lives.

Furthermore, it is important to consider that the evolution of the relationship itself and the maturity of the children can influence the perception and evaluation of changes over time, which also explains an estimated medium-term durability. Regarding the depth of the change – in other words, the extent to which “significant” change has been generated – the report suggests that areas with more therapeutic activities, such as psychotherapy and sensory integration interventions, are associated with the most notable impacts, such as improved mental well-being and a feeling of being “calmer”. This could indicate that greater intensity of participation may lead to a deeper impact, which could be evaluated in more detail in future editions.

The report offers a series of recommendations for future interventions including: Extend the duration of the intervention, Strengthen support for Paid Staff, Continue consolidating community alliances and Carry out medium and long-term impact evaluations. The latter would allow the social contribution of the preventive strategy promoted by MÁS CASA to be assessed, especially in terms of the potential savings for the Public Administration by avoiding costs associated with child protection measures.

Finally, the information collected in this report not only allows to understand the social value generated by MÁS CASA but also provides a key database for the continuous improvement of similar interventions. The data reflects the voice of the people impacted by the activities, as well as the value that they add or, in some cases, detract from their well-being and quality of life.

EXECUTIVE SUMMARY

This executive summary offers a clear and succinct presentation of the most significant findings, recommendations and essential procedures of the study on Monetized Social Return (SROI) applied to the SomosVoz socio-educational intervention model. This report focuses on evaluating the Social Value derived from the model by defining “Social Value” as; “The importance that people give to different aspects of their well-being and the changes they experience (in these aspects of well-being).”

This Social Return on Investment (SROI) evaluation assesses the social value created by SomosVoz, a socio-educational innovation model designed to reduce the risk of institutionalization of children and adolescents through integrated work with minors and their families in socio-educational centers across Spain. The model was piloted over 12 months in 2023 in 25 centers across 9 Autonomous Communities, within the national “Innovation Program for the Prevention of Institutionalization in Childhood,” coordinated by the State Coordinator of Salesian Social Platforms and the Pere Tarrés Foundation.

Method and scope. The study applies accredited SROI standards to identify, measure, and monetize material changes for key stakeholder groups: children and adolescents, mothers and fathers, professionals, and participating socio-educational organizations. Mixed qualitative and quantitative methods were used with strong stakeholder involvement and validation, and transparent treatment of limitations and risks. The evaluation period covers January–December 2023; data were collected February–June 2024.

Who was reached and how robust are the findings? Target populations were 384 children/adolescents, 320 mothers/fathers, 91 professionals, and 39 socio-educational organizations. Samples achieved statistical representativeness for children/adolescents (sampling margin of error: 5.33%), mothers/fathers (7.23%), and professionals (8.36%); organizational data were partially representative (sampling margin of error: 17.17%).

SROI results.

• Headline ratio: Between €1.42 and €3.37 of social value generated per €1 invested, depending on whether results reflect only the direct sample (lower bound) or are extrapolated to the full population (upper bound). The extrapolated SROI is 3.37. Total investment considered: €1,559,073.95; corresponding Net Present Value (NPV) of social value (net of investment): €5,249,076.49.
• Distribution of value: 66.42% of total social value accrues to children and adolescents (≈ €3,481,242.81); 28.57% to mothers and fathers (≈ €1,499,741.02); 4.84% to socio-educational organizations (≈ €254,079.13); 0.27% to professionals (≈ €14,013.52).
• Per-person values (illustrative): Children/adolescents: €9,066 per child; mothers/fathers: €4,687 per parent; professionals: €670 positive and –€546 negative per person (net reduced by stress).
• Balance of impacts: Positive impacts account for 99.05% of total value; negative impacts 0.95%, arising exclusively from increased stress among professionals.

What changed and where the value concentrates. The largest contributions come from children’s outcomes: improved intra-family relationships, better relationships with peers, improved behavior in school/other settings, broader support networks, and greater autonomy. For families, high-value outcomes include personalized socio-emotional and community help, enhanced family atmosphere and wellbeing at home, and greater family autonomy. At organizational level, material outcomes include improved quality and efficiency of services, increased possibility of obtaining financing, and enhanced technological assets.

Domains of wellbeing. The program’s social value concentrates in Interpersonal Relationships (60.20%) and Social Inclusion (19.38%) within the Schalock–Verdugo framework, underscoring the model’s relational and community strengths. Inputs and sensitivity. The investment figure combines financed and non-financial resources, including significant in-kind contributions and professional overtime reported by centers. Sensitivity tests show the SROI ratio remains within the stated range under conservative assumptions.

Recommendations

• Mitigate staff stress: Add regular supervision, manageable caseload guidelines, and brief psychosocial check-ins to address the identified negative effect among professionals.
• Prioritize high-value outcomes: Focus delivery tools and supervision on intra-family relationships, peer relationships, behavior in educational settings, support networks, and autonomy.
• Strengthen family partnership practices: Systematize personalized socio-emotional support, referral pathways, and family goal-plans with scheduled follow-ups.
• Safeguard model fidelity at scale: Define core components, minimum dosage, and supervision cadence to maintain quality during expansion.
• Targeted capacity building: Provide short, practice-oriented training in relational work, behavior support in schools, and community network mapping.
• Improve organizational evidence quality: Increase center participation and standardize data capture to reduce the organizational sampling margin of error in future cycles.
• Establish feedback loops: Create a simple dashboard of key outcome indicators and hold quarterly learning reviews to iteratively refine delivery.

Conclusion. SomosVoz demonstrates strong social value creation, especially for children and families, with material improvements in family dynamics, peer relations, autonomy, social support, and inclusion. While staff stress emerged as a compensating negative effect, overall impacts are highly positive and robust—supporting scaling and operational refinement of the model across socio-educational centers in Spain.