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SROI Report Card Year 7: Oct ‘08 – Sep ‘09 PowerPoint Presentation
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SROI Report Card Year 7: Oct ‘08 – Sep ‘09. Social Mission Overview. Goals. Methods. Success Metrics. Hire couriers and office administrative staff from disadvantaged youth population

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SROI Report Card

Year 7: Oct ‘08 – Sep ‘09

social mission overview
Social Mission Overview

Goals

Methods

Success 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 and begin a career path
  • Recruit youth from 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 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

SROI Report Card: Year End 2009

financial performance
Financial Performance

Financial Metrics

Cumulative Societal Cost Savings (2002-2009)

Business Overview

  • Sales grew 0.6% from 2008 revenue of $354,405
  • RICHARD TO ADD?

SROI Report Card: Year End 2009

social return on investment
Social Return on Investment

Social Metrics (2002 – 2009)

Target Group Employee Overview 2009

SROI Report Card: Year End 2009

sroi definitions and calculations
SROI Definitions and Calculations
  • Target Group:
    • The target hire group was drawn from youth (up to 29 years) that worked at TurnAround Couriers for over 2 months (2002 – 2006) and for over 3 months (2007 – 2009) over a 7 year period. Target hires complete surveys, exit sheets to obtain socio-economic data. Only these hires are considered for cost savings and SROI calculations.
  • Total Societal Cost Savings:
    • Shelter Cost Savings + Government Income Support Cost Savings + Employment Services Cost Savings
  • Shelter Cost Savings
    • Shelter cost savings for a new hire recruited from a shelter is calculated as the average stay for a youth in a Toronto shelter of 4.5 months or 137 days multiplied by the average per diem cost a Toronto youth shelter receives per youth per day from the City of Toronto Housing and Shelter Services of $53 (2005 baseline cost). For SROI reports from 2005 and onwards, an additional 3% is added every year to this base cost to account for inflation, making the 2009 per diem cost approximately $60.
  • Government Income Support Cost Savings
    • Government income support cost savings for a new hire who reported receiving income support prior to being hired at TAC is calculated as the number of months employed at TAC in a year, multiplied by the cost of income supports for a single person or person with dependants ($572/$988, 2009) .
  • Employment Services Cost Savings
    • Youth community service agencies were canvassed in 2005 to determine the annual baseline cost of delivering employment services. Cost estimates were based on annual per head budget estimates given by 4 Toronto -based youth service agencies and an average was taken to account for this baseline cost: $3097 + $1019 + $3000 + $3786 /4 = $2726
    • SROI:
    • Cumulative cost savings to society (over 7years) / Total investment made to date

SROI Report Card: Year End 2009