Presentation on theme: "SROI Report Card: Year Five October 2006 – September 30 2007 COURIERS TURNAROUND."— Presentation transcript:
SROI Report Card: Year Five October 2006 – September 30 2007 COURIERS TURNAROUND
TurnAround Couriers: Social Mission Overview SROI Report Card: Year End 2007 GoalsMethodsSuccess Metrics Hire couriers and office administrative staff from disadvantaged youth population Provide transitional work experience to enable youth to develop employability skills, a resume and a support network Enable youth to access the mainstream job market Enable youth to stabilize life situation, begin a career path and leave the shelter system Recruit youth from youth shelters and youth serving agencies across Toronto Provide a real job, not a job training experience Establish a supportive management environment Assist youth with planning and making next steps regarding housing and employment Youth are able to get out of shelter system and into independent housing Youth meet or exceed job expectations TurnAround helps youth secure next job and establish a career path Youth are able to get off and stay off government financial assistance
Enterprise: TurnAround Couriers Location: Toronto ONDate of Inception: October 2002 Overview of Target Population (sample group) Youth recruited from 5 different youth shelters and employment service agencies across Toronto 38% recruited directly from shelters 23% female Average age: 21 100% unemployed at time of hire 54% receiving social assistance at time of hire 54% had been involved with the justice system prior to hire 54% did not complete high school Overview of Business Did not require additional investment Grew sales 35% over last year TAC has hired more youth from Evergreen and Covenant House than any other employer over past 5 years Established North York as new service area Established foot courier service along main transit lines Developed niche in one hour or less service - 40% of all revenues SROI Report Card: Year End 2007 Financial Performance Total Sales Revenue:$294,289.00 Total Grants and Subsidies:$0 Total Sales Revenue and Grants: $294,289.00 Additional Social Support Infrastructure:$0 Total Operating Profit (Loss):$(1,304.00) Total Investment in Year Three:$0 Total Investment to date:$100,000.00 Social Return On Investment Average Change in Societal Contribution (Target Employees):$8,662 Average Number of Target Employees:10 Number of Target Employees in Sample Group: Current Year Cost Savings to Society: 13 $93,910 Cumulative Cost Savings (prior to Y5):$191,170 Total Cost Savings to Date:$285,080 Cumulative Societal Payback Period:1.8 years Cumulative SROI:285% Employment Outcomes (sample group) Increased target/non target staff ratio from 80% to 83% Paid out $176,965.00 in target hire wages and salaries Office administration staff changed status from hourly to salaried workers 69% continue to work at TAC (9) 15% moved onto mainstream employment in window cleaning industry (2) 8% went on to post secondary education (1) Sustainable Livelihood Outcomes (sample group) 89 youth in total have been hired over 5 years 100% target population recruited from shelters able to get out of shelter system and secure independent housing within 6 months of employment at TAC 85% who relied on income support through social assistance at time of hire able to get off and stay off Established Education Policy to help team members further their education Founding Manager assists target hires to effectively deal with outstanding legal issues they have had in the past
Definitions and Methodology Total Investment Required for Year Three Represents all cash injections in the business Average Change in Societal Contribution (Target Employees) Difference between the direct societal “cost” or “benefit” contributed by the employee before hire versus after hire Current Year SROI Return on investment generated by the current year change in target employee financial position Current Year Cost Savings to Society Dollars saved that year by employing target group and eliminating or lessening government financial assistance Societal Payback Period The number of years it would take for the social returns to equal the financial investment Cumulative SROI Average social return on investment generated by year 1 through 5 change in target employee financial position Cumulative Societal Payback Period The number of years it would take for the social returns to equal the financial investment made in Y1through Y5 combined Total operating losses + Grants and Subsidies + Additional Support Infrastructure = Total Investment Required Annual Government Financial and/or Social Service Assistance Before Hire - Annual Income Tax Paid Before Hire + Annual Income Tax Paid After Hire = Average Change in Societal Contribution Average Change in Societal Contribution / Total Investment Required =Current Year SROI Average Change in Societal Contribution x Average Number of Target Employees The calculation is the inverse of the Current Year SROI or: Total Investment Required/Total Change in Societal Contribution Total Change in Societal Contribution (over 5 years) / Total Investment (over 5 years) = Cumulative SROI Total Investment (over 5 years) / Total Change in Societal Contribution (over 5 years) x 5 years SROI Report Card: Year End 2007 Data Gathering Process The sample group was drawn from youth that worked at TurnAround Couriers for three months or more in Year 5 Target employees complete surveys and participate in telephone interviews to obtain socio-economic and sustainable livelihood data Only target employees who are employed for three months or more are considered for SROI calculations
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