Social Value UK

Country: Turkey

  • Etkiyap Forecast Social Return on Investment Report

    Etkiyap Forecast Social Return on Investment Report

    “This document has been crafted as a ‘forecast’ report for measuring the social impact of Etkiyap, covering its activities from its establishment (mid-2020) until the second half of 2023. To address the query, “What value has Etkiyap created for its stakeholders?”, the SROI framework has been chosen and employed, which embraces a wider spectrum of value creation.

    Etkiyap endeavors to enhance Türkiye’s impact investing ecosystem by raising awareness of this investment model across industries and society. As an independent, not-for-profit platform, its diverse range of activities aligns with its mission to nurture the establishment and growth of an impact investing ecosystem in Türkiye, an arena still in its early stages. Hence Etkiyap:

    • Advocates and brings together diverse stakeholders to create a strong impact investing sector in Türkiye
    • Creates success stories by developing and executing alternative and innovative financing models
    • Through international collaborations, it plays a role in positioning Türkiye as a prominent player in the global impact investing arena
    • Assuming a leadership position in impact measurement and management, facilitates the sharing of methods and best practices utilized in this domain
    • Fosters the development of personnel skilled in impact measurement

    Etkiyap’s activities encompass various facets such as awareness-raising, policy advocacy, collaboration, networking, community building, research, thought leadership, impact measurement, reporting, capacity building, and support, engaging a wide spectrum of stakeholders. While services like training and programs yield structured stakeholder engagements, identifying and reaching Etkiyap’s whole ecosystem stakeholders remains challenging due to the ecosystem’s dynamism and diversity. Therefore, within this analysis, it is decided to focus on three core activities of Etkiyap. However, with this forecast analysis, as a groundwork for future analysis, it is believed that more rigorous analysis can be done in the future with special attention on identifying and involving stakeholders.”

  • Turkish Red Crescent Society Soup Kitchens SROI Report

    Turkish Red Crescent Society Soup Kitchens SROI Report

    “Turkish Red Crescent Society (TRCS) has been a major contributor to the operation of soup kitchens and food aid programs in Türkiye. In 2022, an average of 42,300 people benefited from 33 TRCS soup kitchens and 12,605,506 plates of meals were distributed in total (TRCS Annual Activity Report, 2022).

    While measuring the impact of the TRCS soup kitchens, SROI analysis is used as a framework. The SROI analysis used here is Evaluative and covers 13 domestic fixed TRCS soup kitchens’ 1 year operation period from October 2022 to September 2023. The focus of the analysis is basically to understand the changes that stakeholder groups have experienced. In TRCS Soup Kitchens SROI Report, two phases of data collection were conducted; firstly, a qualitative phase in which a sample from stakeholder groups were involved in conversations, and then a quantitative phase in which a larger sample of main beneficiary group were involved.”

    “One of the notable results of the research is that 63% of the beneficiaries prefer regular cash payment/shopping card or food materials as a form of alternative food aid. This group gives much more value to cook their meals at home and according to their taste preferences/diets. For this reason, they prefer to be provided with financial support rather than ready-cooked hot meal help. By selecting alternative food aid activities at the tactical level, TRCS can diversify its service and in this way, optimise impacts on wellbeing for all materially affected stakeholders.

    The SROI ratio of the study was found as 1:1.63. That means for every 1 TRY invested for TRCS soup kitchens, 1.63 TRY of social value is created each year for stakeholders. This result shows that TRCS soup kitchens created added value and achieved their short, medium, and long-term goals of Theory of Change.

    This report is the first social impact measurement of the TRCS soup kitchens. As it is the first evaluation analysis, the main aim was to develop the framework for future systematic data collection. Through illustrating what outcomes are most important to stakeholders, this study can help TRCS soup kitchens to put actions in place where it matters, to continue to increase and maximise the positive social value created.”

  • VISA-Kızlar Sahada Football Schools SROI Analysis 2023

    VISA-Kızlar Sahada Football Schools SROI Analysis 2023

    “Kızlar Sahada (a.k.a Girls on the Field) aims to break societal gender norms that tell people what they “can’t do” and to empower girls and women of all ages through football.

    The impact strategy of Kızlar Sahada is to contribute Goal 5 by using football as a tool with grassroot perspective. Reducing inequalities through football is part of the Kızlar Sahada impact strategy as well.

    “Traditionally, sport has been dominated by men, both in terms of participation and governance. Women were excluded from the first modern Olympic Games, held in Athens in 1896, and were only allowed to gradually start joining in four years later. Even though women’s presence and involvement in the Olympic Movement have progressively evolved, girls and women across the world still get fewer opportunities and less investment, training and corporate attention when they play sport.”

    Sponsored by Visa, Football Schools offers free football and social development program for girls aged 9-14 who are socioeconomically disadvantaged, in the youth programs of women’s football teams in 8 cities with 10 branches across Turkey in 2023. By the end of the year (2023) number of cities will increase to 13 with 16 branches.

    Coaches’ trainings were not limited with one organization. They can benefit from other training programs of Kızlar Sahada such as Kotex-Kızlar Sahada Athlete Development Program (2021) and SARE (Sports and Arts Training Camps – For Coaches). Besides training support financial support for the salaries of coaches is provided to those who engage in the Visa Kızlar Sahada Football Schools.”

    “This report includes the social impact measurement of the Football Schools covering 12 months period from March 2022 to December 2023. The SROI (Social Return on Investment) analysis is used as a framework based on eight principles of the SROI that are reflected in the whole report. In accordance with these principles, all information about the Football Schools social impact measurement is stated with transparency.

    Purpose and Target Audience

    This analysis targets two main audience groups; internal stakeholder (management level) and external stakeholders (investors, sports sector-specifically football sector, experts of gender equality, universities, social entrepreneurs).

    Purpose of the analysis is basically to understand the changes that stakeholders have experienced as a result of the Football Schools activities. Understanding changes with all aspects, positive, negative, intended and unintended, will inform decisions in much better way to optimize the value of the Football Schools.

    Purpose of the analysis regarding external stakeholders is important for Kızlar Sahada in terms of to communicate outcomes of the Football Schools and collaborate to decrease negative outcomes and increase positive ones where possible.

    Scope & Boundaries

    This SROI Analysis of the Football Schools covers 10 months period of its activities, outcomes and impact in 2023. There are 3 main focuses of the analysis; (1) the main beneficiary stakeholder group (girls who participate the Football Schools), (2) women coaches and (3) football clubs’ managers. In order to manage impact and optimize value the first step is to understand what changes have occurred for those stakeholders. Understanding whether the Football Schools were able to create value for women coaches and club managers is an important component of this analysis. If so, this reflects Kızlar Sahada’s operations directly since they are the most important social capital of the Football Schools. Value creation for women coaches and club managers means better future collaborations to optimize impact. Therefore, this analysis’ scope is not limited with only the main beneficiary group.”

  • iGA’s Beekeeping Project SROI analysis

    iGA’s Beekeeping Project SROI analysis

    “This analysis focuses on measuring the impact of iGA’s Beekeeping Project, an ongoing project that was initiated in 2022. The evaluation utilizes the Social Return on Investment (SROI) analysis as a framework, which is based on eight fundamental principles that are applied throughout the entire report. Adhering to these principles, the report provides transparent information regarding the measurement of the Project’s social impact.

    The SROI framework allows for a comprehensive assessment of the Beekeeping Project’s outcomes, taking into account not only the financial returns but also the social benefits generated by the initiative. By analyzing the social value created by the Project, the SROI approach provides a holistic understanding of its overall impact on the community and stakeholders involved.

    Transparency plays a pivotal role in this analysis, ensuring that all relevant data and findings related to the social impact measurement are disclosed. By presenting the information in a transparent manner, stakeholders and interested parties can gain insights into the Project’s effectiveness and contributions to the well-being of the community.

    The SROI analysis considers various dimensions of social impact, including economic, environmental, and social aspects. It aims to quantify and monetize the social benefits generated by the Beekeeping Project, allowing for a comprehensive evaluation of its value to society. By applying this robust evaluation framework, iGA can gain a deeper understanding of the Project’s strengths, areas for improvement, and the overall social return on investment.

    Through this impact measurement analysis, iGA demonstrates its commitment to accountability, social responsibility, and evidence-based decision-making. By assessing the social impact of the Beekeeping Project, iGA can identify strategies to enhance the positive outcomes, optimize resource allocation, and ensure the long-term sustainability and effectiveness of the initiative.

    Overall, this analysis provides a transparent and comprehensive evaluation of the social impact of iGA’s Beekeeping Project, utilizing the SROI framework as a rigorous methodology. By measuring and communicating the social value created by the Project, iGA demonstrates its commitment to making informed decisions and fostering positive change within the community.”

  • Kotex-Kizlar Sahada Athlete development program – SROI Analysis – 2021

    Kotex-Kizlar Sahada Athlete development program – SROI Analysis – 2021

    About the Athlete Development Program

    Kotex and Kızlar Sahada launched the Athlete Development Program to contribute to the empowerment of university students or graduate women football players by supporting their athletics, professional, personal and career development.

    When the Program was announced 423 women athletes applied from 61 cities in 3 countries. They were evaluated according the criteria of the Program which was being university student or graduate and being TFF-licensed (Turkish Football Federation).

    243 female university students or university graduates who were TFF-licensed football players with TFF license playing in women’s football clubs were welcomed to the program which took place online for 11 months.

    In this program, athletes were offered;

    • Training in 11 different disciplines,
    • One-on-one coaching sessions,
    • One-on-one consultancy from experts on various subjects,
    • Via Wellbees Application athletes could reach blog posts and short videos regarding each training model every month,
    • Rewards for participants in the App Market with the points they collected from the trainings and activities they participated in throughout the year.

    the main purpose of Wellbees (the app) was to enable them to establish a social network, to be gamified as a new generation learning tool, to be interactive, to be able to add their own content, to encourage active living, to keep their daily scores.

    Training Topics in The Program

    • Sports Nutrition
    • Sports Physiotherapy
    • Sports Psychology
    • Gender Equality in Sports
    • Human Resources and Career Management
    • Communication Skills
    • Personal Brand Management
    • Conflict Management
    • Time Management
    • My Compass, My Inner Coach
    • Sustainability in Sports

    The Program was designed with 25 volunteer consultants in 11 different fields and delivered by 103 volunteer trainers to participants (women athletes).

    The participants also benefitted from the Wellbees application that offered challenges among athletes, creating events, rewards, blog posts and short videos related with training topics. So, the Program was designed not only based on information, there were fun facts as well.

    The trainings were designed based on participants demand. They were asked about their needs and topics were designed accordingly. However, the Program’s design was not totally base on women athletes’ demand. For instance, even if they did not demand sustainability in sports module but consultants and Kızlar Sahada team thought that module should be included in the Program.

    In order to maximize participation, the trainings were delivered with alternative days and hours. Each month was dedicated to one specific topic. There were 4 alternative days and two alternative hours (one a.m. session and one p.m. session), in total 8 alternative sessions were offered for participants.

    Still, participants who missed the sessions of any module, make-up sessions were offered at the end of the program.

    About the report

    This report includes the social impact measurement of the Athlete Development Program covering 11 months period in 2021. The SROI (Social Return on Investment) analysis is used as a framework based on eight principles of the SROI that are reflected in the whole report. In accordance with these principles, all information about the Athlete Development Program’s social impact measurement is stated with transparency.

    Purpose and Target Audience

    This analysis targets two main audience groups; internal stakeholder (management level) and external stakeholders (investors, sports sector-specifically football sector, volunteers and potential volunteers).

    Purpose of the analysis is basically to understand the changes that stakeholders have experienced as a result of the Program’s activities. Understanding changes with all aspects, positive, negative, intended and unintended, will inform decisions in much better way to optimize the value of the Athlete Development Program.

    Purpose of the analysis regarding external stakeholders is to communicate outcomes of the Program and collaborate to decrease negative outcomes and increase positive ones where possible.

    Scope & Boundaries

    This SROI Analysis of the Program covers 11 months period of its activities, outcomes and impact. There are two main focuses of the analysis; (1) the main beneficiary stakeholder group (training participants) and volunteers (both trainers and consultants). In order to manage impact and optimize value the first step is to understand what changes have occurred for those stakeholders. Understanding whether the Program was able to create value for volunteers is an important component of this analysis. If so, this reflects Kızlar Sahada’s operations directly since volunteers are the most important social capital of the Program. Value creation for volunteers means better future collaborations to optimize impact. Therefore, this analysis’ scope is not limited with only the main beneficiary group.

    There is a potential limitation of this analysis in terms of activities that stakeholders engaged in. The activities of the Program were designed in accordance with covid-19 pandemic conditions. Since all trainings sessions were online, results of this analysis reflect the impact of an online training program. In the next phase of the Program stakeholders will engage in both online trainings and activities in person. So, the changes that stakeholders will experience may be different. Besides, value of changes may be different too.

    Type of SROI Analysis:

    Evaluative.

  • Spor Istanbul SROI Analysis

    Spor Istanbul SROI Analysis

    “İstanbul Sports Events and Management Trade Inc. (Sport Istanbul) was established in 1989 as a subsidiary company of İstanbul Metropolitan Municipality. It has prioritized the use of sports facilities and active participation in sports activities in order to strengthen the physical and mental health, and to improve their abilities of the people of İstanbul. To operate the sports facilities of İstanbul Metropolitan Municipality; to organize national and international organizations such as technical, educational, sportive, touristic, competitions, festivals, exhibitions, tours, camps, conferences, seminars, courses in all branches of sports; research and training activities are among its priority activities.

    Since its establishment, it has gained significant success and experience in sports facility management, organization and realization of national and international sports organizations.

    With the aim of increasing the quality of social life, Spor İstanbul offers various opportunities for the residents of the city to do regular and conscious sports in modern conditions in all sports facilities. In addition, it takes important steps to establish a modern infrastructure for Turkish sports, to bring in new athletes and to provide opportunities for paralympic athletes.”

    “This report includes the social impact measurement of the Spor İstanbul covering one year period, 2021, of its operations. The SROI (Social Return on Investment) analysis is used as a framework based on seven principles of the SROI that are reflected in the whole report. In accordance with these principles, all information about Spor İstanbul’s social impact measurement is stated with transparency.

    Purpose and Target Audience
    This analysis targets two main audience groups; internal stakeholder (management level) and external stakeholders (local authority, sports sector, collaborating institutions like sports federations, members and potential members).

    Purpose of the analysis is basically to understand the changes that stakeholders have experienced as a result of Spor İstanbul’s activities. Understanding changes with all aspects, positive, negative, intended and unintended, will inform decisions in much better way to optimize the value of Spor İstanbul.

    Purpose of the analysis regarding external stakeholders is to communicate outcomes of the company and collaborate to decrease negative outcomes and increase positive ones where possible.”