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SROI Report Card Year 7: Oct ‘08 – Sep ‘09

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

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  1. SROI Report Card Year 7: Oct ‘08 – Sep ‘09

  2. 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

  3. 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

  4. Social Return on Investment Social Metrics (2002 – 2009) Target Group Employee Overview 2009 SROI Report Card: Year End 2009

  5. 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

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