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Applying Design Thinking to Create Impactful Corporate Social Responsibility Programs:A WIN-WIN for Social Enterprise & Corporate
Table of Content
Applying Design Thinking to Create Impactful Corporate Social Responsibility Programs: A WIN-WIN for Social Enterprise & Corporate
CHAPTER 1 4
CHAPTER 2 16
EXCURSUS 24
CHAPTER 3 46
CHAPTER 4 56
APPENDIX 76
Good CSR Programs Contribute Positively to Corporate Performance
SPOT Analysis on the Cross-Over of Social Enterprise and CSR Program
What is Social Impact Measurement (SIM)?
Apply Design Thinking to Formulate CSR Programs with Social Impact
Cases of SE and Corporate Cross-Over Programs Based on Design Thinking
Author Wong Ching Hung Eva; Kee Chi Hing and Kan Chung Kan ClaraDesigner FundamentalSponsor HomeAffairsBureau,HongKongSARGovernmentPublisher FullnessSocialEnterprisesSocietyLimitedAddress Shopno.14,1/F,Block8,CityGardenShoppingCentre,
233ElectricRoad,NorthPoint,HongKongEmail [email protected] 978-988-77323-7-2
3
Applying Design Thinking to Create Impactful Corporate Social Responsibility Programs: A WIN-WIN for Social Enterprise & Corporate
Since2015,FullnessSocialEnterprisesSociety(FSES)hasbeenpublishingbookletstosharepracticalmanagementknowledgehelpfultosocialentrepreneurshipdevelopment.FSEShasstartedtoteachtheHKU-SPACEQualificationFrameworkLevel-6coursecalledManagementforSocialEnterprisesince2012.SofarFSEShavetrained10cohortsof156students,ofwhich20havesuccessfullyestablishedstart-upsocialenterprises(SEs)and11areholdingmanagementpositionsinSEs.
SomeofthelecturematerialsonthecurrentdevelopmentofSEsinHongKong,onsocialimpactmeasurementandonmanagingbreakeventimearere-organizedandpublishedintobookletsforpubliccirculationinthelastthreeyears.
ThepurposeofthisnewbookletistosharehowSEscanworkmorecloselywithcorporationsoncorporatesocialresponsibility(CSR)initiativesforWIN-WINsituation.ThebookletaimsathelpingSEoperatorstoapplydesignthinkinginwritingproposalstocorpo-rationand/orfunderstoseektheirsupport.Ontheotherhand,tofacilitateCSRmanagersincorporationstowritebetterCSRreportswithsolidsocialimpactdatawhilecollaboratingwithSEsonCSRinitiatives.
Wong Ching Hung Eva BoardDirector,FullnessSocialEnterprisesSocietyLimitedCo-Founder,WEDOGLOBALMember,CommissiononPovertyMember,SocialInnovationandEntrepreneurshipDevelopmentFundTaskForceMember,CommunityCareFundTaskForceMember,SocialEnterpriseAdvisoryCommittee,HomeAffairsBureauMember,RadioTelevisionHongKongBoardofAdvisors
Kee Chi HingChair,FullnessSocialEnterprisesSocietyLimitedAdjunctProfessor,SchoolofBusiness,HongKongBaptistUniversityMember,SocialInnovationandEntrepreneurshipDevelopmentFundTaskForceMember,CommunityInvestmentandInclusionFundCommittee
Kan Chung Kan ClaraBoardDirector,FullnessSocialEnterprisesSocietyLimitedMember,AdvisoryCommitteeontheEnhancingSelf-Reliancethrough DistrictPartnershipProgrammeSeniorLecturer,DepartmentofMarketing,HongKongBaptistUniversity
PREFACE
54
GOOD CSR PROGRAMS CONTRIBUTE POSITIVELY TO CORPORATE PERFORMANCE
Chapter 1
The Social Context of Business Corporations
1 Galant,A.,&Cadez,S.(2017).Corporatesocialresponsibilityandfinancialperformancerelationship:areviewofmeasurementapproaches.Economicresearch-Ekonomskaistraživanja,30(1),676-693.
2 Miller,G.,Dessain,V,&Sjoman,A.(2006).WhenInvestingandSocialObjectivesMeet.HBSNo.9-106-043.Boston,MA:HarvardBusinessSchoolPublishing.
3 TheHolmesReport(2016,Dec18).InvestorsSeeBenefitsOfCorporateSocialResponsibility.Thesurveyasked1,400respondents(100CSRexecutives,100investmentprofessionals,and1,200Americanconsumersaged18yearsandolder)abouttheirthoughtsregardingvariousaspectsofCSR. Retrievedfromhttps://www.holmesreport.com/research/article/investors-see-benefits-of-corporate-social-responsibility
Backin1950s,wheninvestorsinvestinstocksofcompanies,thesimpleintentionistobuyprofit.Overtime,thesituationhasbecomeincreasinglycomplex.Professionalinvestorsincapitalmarketsaremotivatedbynewandnuanceddimensionswhenmakingtheirinvestmentrecommendationsanddecisions.Infact,manyinvestorsnowseemdrivenbynon-financialinterestsaswellastraditionalfinancialones.1
Asearlyasthe1900s,somesociallyconsciousinvestorsalreadyavoidedbuyingstockin‘sincompanies’,suchastobaccoorgamblingcompanies.Thenotionofsociallyresponsibleinvestinggainedlarge-scalemomentuminthe1980sand1990s.Anever-increasingnumberofretailandinstitutionalinves-torsarenowlookingtoincorporatesocialandenvironmentalcriteriaintotheirinvestmentdecisions.Justmakingmoneyisnotenoughtothese‘social’or‘ethical’investors–theywantto
‘Do Good while Doing Well’.Toreachthesecombinedgoals,therearenewrequirementsonadditionalinformationdisclosurefromcompaniesinwhichtheyareinterestedtoinvest.2
AccordingtoaresearchconductedbyHolmesReportin2016,83%ofprofes-sional investorsaremoreinclinedtoinvestinstockofacompanywell-knownforitssocialresponsibility,viewingsuchinitiativesasanindicatorofgreatertransparency,honestyinoperationsandfinancialreporting,aswellaslowerininvestmentrisks.3 The addeddisclosurepressurehasresultedinnewcompanypublications;corpo-ratesocialresponsibility(CSR)andsustainabilitydevelopmentreports.Assuch,theshiftfrompureshareholdervalue focustoCSRfocushasalsoprovidednewcontextsandturfsforSEstoworkwithcorporationstoachievemutuallybeneficialoutcomes.
75% 83% 79%ofconsumerslikelytotakesomenegativeactionstowardirresponsiblecompanies—everythingfromsocialmediapostingstoorganizingboycotts.
ofprofessionalinvestorsaremoreinclinedtoinvestinstockofacompanywell-knownforitssocialresponsibility,viewingsuchinitiativesasanindicatorofgreatertransparencyandhonestyinoperationsandfinancialreporting,resultinginlowerrisk.
offull-timeorpart-timeemployedconsumersbelievetheirownemployerissociallyresponsible,butonly41%believeallAmericancompaniesareresponsible.
39%Acompanythatisseen asnotresponsible standstoloseasmuchas
ofitspotentialcustomerbase,and1in4consumerswilltelltheirfriendsandfamilytoavoidacompanyseenasnotbeingresponsible.
Source: The Holmes Report (2016, Dec 18). Investors See Benefits Of Corporate Social Responsibility.
76
Chapter 1 · Good CSR Programs Contribute Positively to Corporate Performance
Intheearly2000s,MiltonMoskowitzf inds that corporategovernance,stakeholderrelationshipandlaborpracticesincreaseacompany’seaseofrecruitmentandbrandreputation.8
In2005,UNpublishesareportthatintegratesESGissuesintoinvestmentanalysisbutitisarguablypartoftheirfiduciarydutytodoso.9
In2010,ISO26000GuidanceonSocialResponsibility,nottiedtocertification,islaunched.10Theguidanceholdsthatitistheresponsibilityofanorganiza-tiontomakeethicalandtransparentdecisionswhenconductactivitiesonsocietyandtheenvironment.
Corporate Social Responsibility – A Brief Timeline
I t i s commonly bel ieved that theconceptofCSRfirstbeginstotakeshapeinthe1950sandbecomesapopularterminthe1960sandbeyond.Itisaformofcorporateself-regulationintegratedintoabusinessmodel.CSRpolicyfunctionsasaself-regulatorymechanismwherebyabusinessmoni-torsandensuresitsactivecompliancewith thespir it of the law, ethicalstandardsandnational/internationalnorms.4
In1960sand1970s,MiltonFriedmanargues that socia l responsibi l i tyadverselyaffectsafirm’sfinancialperformanceandthatgovernmentregulationswillalwaysdamagethemacroeconomy.5
In1987,UNdefined“sustainabledevel-opmentisdevelopmentthatmeetstheneedsofthepresentwithoutcompro-misingtheabilityoffuturegenerationstomeettheirownneeds.”6
In1994,JohnElkingtonidentifiedthenewlyemergingclusterofnon-finan-cialconsiderationswhichshouldbeincludedinthefactorsdeterminingacompany’sequityvalue.Hecoinedthephraseof“triplebottomline”referringtothefinancial(profit),environmental(planet)andsocialfactors(people)thatshouldbeincludedinthenew calculation.7
In 2011 , A lex Edmans , a War tonprofessor, f indsthat the100BestCompaniestoWorkForoutperformedtheirpeersintermsofstockreturnsby2-3%ayearover1984-2009anddeliveredearningsthatsystematicallyexceededanalystexpectations.11
The social context of the business is about interacting with the larger society. The evolvement of CSR over the years eases the dilemma on the emphasis of profit and/or social impact. Supporting social enterprises is one of the many accepted ways to exhibit CSR efforts for share value creation.
8 Moskowitz,M.&Levering,R.(2011,January20).BestCompaniesToWorkFor2011.Beyondperks:Lessonsfromtrackingthe“100Best”.Retrievedfromhttp://archive.fortune.com/2011/01/19/news/companies/best_companies_history.fortune/index.htm
9 Deringer,F.B.(2005).Alegalframeworkfortheintegrationofenvironmental,socialandgovernanceissuesintoinstitutionalinvestment.WrittenfortheAssetManagementWorkingGroupoftheUNEPFinanceInitiative.
10 Frost,R.(2011,March9).ISO26000Socialresponsibility-Theessentials.Retrievedfromhttps://www.iso.org/news/2011/03/Ref1558.html
11 Edmans,A.(2011).Doesthestockmarketfullyvalueintangibles?Employeesatisfactionandequityprices.JournalofFinancialeconomics,101(3), 621-640.
4 Fontaine,M.(2013).Corporatesocialresponsibilityandsustainability:thenewbottomline?InternationalJournalofBusinessandSocialScience,4(4),110-119.
5 Friedman,M.(1970,September13).Thesocialresponsibilityofbusinessistoincreaseitsprofits.NewYorkTimesMagazine,32-33,122-124.
6 WCED.(1987).OurCommonFuture.(ReportofTheWorldCommissiononEnvironmentandDevelopment).OxfordandNewYork:OxfordUniversityPress
7 Elkington,J.(2018,June25).25YearsAgoICoinedthePhrase“TripleBottomLine.”Here’sWhyIt’sTimetoRethinkIt.HarvardBusinessReviewDigitalArticles,2-5.
98
Chapter 1 · Good CSR Programs Contribute Positively to Corporate Performance
Formulating Better CSR project and Articulating Social Impacts
Accordingtothemeta-analysisbyOrlitzky,SchmidtandRynes,12thereisapositiverelationshipbetweenCorporateSocialResponsibility(CSR)andCorporateFinan-cialPerformance(CFP)acrossindustries.Themeta-analyticallydeterminedtruescorecorrelation(ρ)was+0.36.ThereturnonreputationfromCSRappearstobegoodpredictorsofCFP.Ontheotherhand,thecorrelationeffectbetweenenviron-mentalresponsibilityandCFPissignificantlylower.
AccordingtoaglobalsurveyconductedbyMcKinsey&Company,13theperceivedimportanceandbenefitsofenvironmental,social,andgovernance(ESG)programsaresoaring.
Ways in Which ESG Programs Improve Companies’ Financial Performance
Effect of ESG Programs on Organization’s Shareholder Value in Typical Times
% of opinion from 45 CFOs % of opinion from 91 investment professionals
Maintaining a good corporate reputation and/or brand equity
79% 75%
Attracting, motivating, and retaining talented employees 52% 55%
Meeting society’s expectations for good corporate behaviour
43% 30%
Improving operational efficiency and/or decreasing costs
39% 29%
Developing new opportunities for growth 35% 36%
AddsValue
No Effect
ReducesValue
Don’t Know Remark
% of opinions from
84 CFOs51% 21% 6% 22% Average
Value-Add3.5%
% of opinions from 154 investment professionals 56% 10% 7% 27% Average
Value-Add4.8%
12 Orlitzky,M.,Schmidt,F.L.&Rynes,S.L.(2003).Corporatesocialandfinancialperformance:Ameta-analysis.Organizationstudies,24(3),403-441.
13 Bonini,S.,Brun,N.andRosenthal,M.(February2009).McKinsey Global Survey: Valuing corporate social responsibility.McKinseyQuarterly.McKinsey&Company.Retrievedfromhttps://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/valuing-corporate-social-re-sponsibility-mckinsey-global-survey-results
Adapted from McKinsey Global Survey: Valuing corporate social responsibility
Adapted from McKinsey Global Survey: Valuing corporate social responsibility
1110
Chapter 1 · Good CSR Programs Contribute Positively to Corporate Performance
AnotherstudyfromMcKinseyandCompanyfindsthatcompaniesaddressmaterialESGissuesandignoreimmaterialonesoutperformthosethataddressbothmate-rialandimmaterialissuesby4percent.Thesecompaniesalsooutperformcompa-niesthataddressneitherbynearly9percent.14Thestudyisbasedondatafrom1992to2012oncompanies’ESGperformanceacross45industriesinsixsectors.
15 Wicks,J.(2018)The Price of Profit: Rethinking Corporate Social Responsibility,UK:JasonWicks,p.27.
16 Wicks,J.(2018)The Price of Profit: Rethinking Corporate Social Responsibility,UK:JasonWicks,p.150-151.
17 Chui,L.M.S.,Francesco,A.M.&Zheng,Y.Y.(2018).The Missing Link in Understanding Customer Loyalty in Ethical Consumption: A Social Cognitive Perspective of the Prosocial Motivation-Loyalty Link.2018WorldBusinessCongressoftheInternationalManagementDevelopmentAssociation.
14 Bailey,J.,Klempner,B.andZoffer,J.(June2016).Sustaining sustainability: What institutional investors should do next on ESG.McKinseyQuarterly.McKinsey&Company.Retrievedfromhttps://www.mckinsey.com/industries/private-equity-and-principal-investors/our-insights/sustaining-sustainability-what-institutional-investors-should-do-next-on-esg
A Focus on Material ESG Issues Drives Greater Returns Effect on financial returns of investors’ treatment of ESG issues
+6.0%
-2.9% +0.6%
High
Low
Low
High
Perfo
rman
ceonmaterial
ESGissu
es
PerformanceonimmaterialESGissues
+2.0%
AstudyfromNielsenmarketresearchgroupfindsthatthepercentageofpeoplewhoarewillingtopaymoreforsocially/environmentallyresponsibleproductsareincreasing:50%in2013,55%in2014,and66%in2015.15Otherresearchesarealsoindicatingthat“prosocialmotivationisacausetoguidecustomers’attitudeandevaluationoftheservicequalitythatimpactfuturerepurchaseintentions”.16
AcorporatethatisseriousinitsCSReffortsshallmakesureitsprogramsaretargeted.BestiftheCSRprogramsarelinkedtothevalues/processofitscorebusiness.Petprojectswillnothelpandarenotlikelytosustain.Forexample,aretailbankmayhaveprojectsontraining,coachingandsupportingentrepreneurstostartupsmallormediumbusiness.
Ontheotherhand,acorporateshalltrytointegrateitsCSReffortsintothecorpo-rateDNAandmakesurethatitisgoingtobethereforlongterm.Forexample,Dellseta2020targetbackin2013.Toyotahasanenvironmentalmissionstretchingallthewayto2050.
EfficientcorporatecommunicationshelptotakecorporateCSReffortstonewheights.Byengagingwithstakeholders,bothinternal(managementandstaffalignment)andexternal(consumers),CSRcanbecomeastrongsellingpoint17 that helpsthepreachingofcorporatevalues.ItisquitelikelythatcorporatescouldberewardedforCFP.
Adapted from McKinsey Quarterly Study -.Sustaining sustainability: What institutional investors should do next on ESG. High performance on relevant ESG issues and low on irrelevant: +6.0%High performance on both relevant and irrelevant ESG issues: +2.0%High performance on irrelevant ESG issues and low on relevant: +0.6%Low performance on both relevant and irrelevant ESG issues:-2.9%
1312
Chapter 1 · Good CSR Programs Contribute Positively to Corporate Performance
Relationship among NGO, SE, CSR and CSV 18
DuringtheearlydevelopmentstageofSE,afrequentlyaskedquestionis‘howtodifferentiateanSEandfromcompanieswithstrongCSR?’TheanswerisanauthenticSEwillprioritizesocialvaluecreationaheadofprofit,butacompanywillnot.Thisisshowninthediagramabovebytheheadingof‘DrivenbySelf-Interest’and‘DrivenbyOthers-interest’.
BothSEandCSVarehybridbusinessconceptswithinorganizationswhichputconsiderableemphasisondoublebottom-lines.Theyaremoresophisticatedastheyhavetoself-helpfirstthenhelpotherstoself-help.Onthecontrary,NGOandCSRrelymoreonfundingordonationwhichareoutsidetheircontrol.
TherearetwotypesofCSVcompanies.Thefirsttypeofcompaniesarethoseorig-inallyverysuccessfulSEsandgraduallymakeroomtostrengthenthemainstreambusiness.ThiscouldbedescribedaschangingfromOthers-InteresttoSelf-Interest.ThesecondtypeofcompaniesarethoseevolvefromCSReffortstoCSVbycreatingadditionalandsignificantbenefitstothecompany’smainstreambusiness.
CSRmanagerswhowanttohavemoreresourcesandinfluenceinthecompanyshouldconsiderhowtocreateandexpressincrementalvalue.AtpresentmostSustainabilityReportsorCSRReportsfromthelistedcompaniesinHongKongareshowingcompliancetorulesratherthanworkingtocreateastrongercorrelationtothelongtermbenefittothecompany’sbusiness.
18 Creatingsharedvalue(CSV)isabusinessconceptfirstintroducedin2006. Porter,M.E.,&Kramer,M.R.(2006).Thelinkbetweencompetitiveadvantageandcorporatesocialresponsibility.Harvard business review,84(12),78-92.
MichaelPorterarguesthatthecommonviewof“economicandsocialobjectivesaredistinctandoftencompeting”isafalsedichotomybecauseitrepresentsanincreasingobsoleteperspective.Companiesdonotfunctioninisolationfromthesocietyaroundthem.Themoreasocialimprovementrelatestoacompany’sbusinessgoals,themoreit leadstoeconomicbenefits.19 He furtherassertsthatcorporationscanbenefitfromstrategicphilanthropybyimprovingtheircompetitivecontextandthatsocietybenefitsbecausethecorporation’sassetsandexpertiseareusedinhighlyeffectivewaystoaddressimportantsocialproblems.20
Hefurthersuggeststhatsocialentre-preneurshipisanimportanttransitionalvehicletowardsCSVandacapitalistsysteminwhichmeetingsocialneedsisnotjustaperipheralactivitybutacoreaspectofeverybusiness.21
ThesharedvalueconceptispubliclyechoedinanaddressbytheformerFinancialSecretaryofHongKongin2016.TheFinancialSecretarysaysthattheSocialInnovationandEntre-preneurshipDevelopmentFund(SIEFund)setupundertheCommissionofPovertyseekstopromotea‘Creating
SharedValue’(CSV)initiativeandisencouragingestablishedenterprisestorethinkthewaythattheyoperateandseeknewopportunitiesforbusinessgrowthbyaddressingsocialneeds.Itisbelievedthatgreatsynergyexistedinthecross-fertilizationbetweensocialentrepreneursandthegrowingbodyoftechnology-savvytalentincomingupwithinnovativewaystoaddressoursocialissues.22
Therelationshipbetweenbusinessobjectiveandsocialgoodcontributioncantakeonmultiple/differentformsdependingonwhatthefirmvaluesmostandwhetherthesegoalsaremutuallysupportiveorconflicting.TherangeofoptionslistedbelowisanextractfromarecentscholarlyarticlefromINSEADKnowledge.Theoptionsspreadacrossacontinuum,fromorganizationswithanemphasisonprofittothosewithanemphasisonsocialwelfarecontribu-tion.23CorporateswhicharesureabouttheirbusinesspurposesandobjectiveswillunderstandtherelatedpossibilitiestoworkwithSEs.Equally,SEscanalsomakereferencetothistaxonomytoproposeanoptimum/long-termcross-overrelationshipstocorporatepartnersproactively.
19 Porter,M.E.,&Kramer,M.R.(2002).Thecompetitiveadvantageofcorporatephilanthropy.Harvardbusinessreview,80(12),56-68.
20 Austin,J.E.,Childress,S.M.&Reavis,C.(Rev2003,October).TheHarvardBusinessSchoolSocialEnterpriseInitiativeattheTen-YearMark.HBSNo.304-042.Boston,MA:HarvardBusinessSchoolPublishing.
21 Driver,M.&Porter,M.(2012).AnInterviewwithMichaelPorter:SocialEntrepreneurshipandtheTransformationofCapitalism.AcademyofManagementLearning&Education,11(3),421-431.
22 TheGovernmentoftheHongKongSpecialAdministrativeRegion.(2016,September22).SpeechbyFSatopeningceremonyofPhilanthropyforBetterCitiesForum[Pressrelease].Retrievedfromhttps://www.info.gov.hk/gia/general/201609/22/P2016092200335.htm
23 SmithN.C.&Lankoski,L.(2018,June19).Balancing Profit and Social Welfare: Ten Ways to Do It.INSEADKnowledge.Retrievedfromhttps://knowledge.insead.edu/responsibility/balancing-profit-and-social-welfare-ten-ways-to-do-it-9421
Social Enterprise as a transitional vehicle to Creating Shared Value (CSV)
CSVCreatingShared
Value,DoingWellbyDoingGood
SESocialEnterprise,DoingGoodby DoingWell
CSRCorporateSocialResponsibility
NGOCharityOrganization
Driven by Self-Interest Driven by Others-Interest
MOVE UP
MOVE UP
Partnership
Partnership
MainstreamingProfit Centre
DoubleBottom-line (Social&Financial)
Cost Centre
SingleBottom-line (Socialonly)
1514
Chapter 1 · Good CSR Programs Contribute Positively to Corporate Performance
Sharing Kitchen – Facilitate Participation of Six Restaurants to Create Shared Value
Fimmick – CSV through the Promotion of the City’s Traditional Craftsmanship
SharingKitchen25isanSEthatadvocatessharingeconomy,workintegrationandcommunityinclusion.SharingKitchenwassetupinApril2016andisthefirstSEofitskindinHongKong.
TheSEproposestoletout-of-jobhousewivestousethefacilitiesofrestaurantkitchenstoprepareoriginalandsumptuousfooditemstosellthroughtherestaurantnetworks.Itsbusi-nessmodeloptimizestheusageofrestaurantkitchensduringthedown-timebetweenlunchanddinner,borrowstheexistingfoodlicenseadvantage,leveagescustomersourceandsellingchannels.
ThesharedvalueinitsmodelofsharingeconomyisnotonlyconfinedtoSEoperatorsandfacilitiesowners,italsoincludestheunder-privilegedbeneficiarygroups.SharingKitchenpilotsitsoperationafterreceivingHK$0.7MillionfromSocialInnovationandEntrepreneurshipFund(SIEF)andOxfamandachievesbreakevenwithin12months.Inthe21stmonth,itreceivedHK$7Milliongrantsforscaling-uptoaCo-Cookingproject.ItisoneofthesixrecipientsoftheOutstandingSocialEnterpriseAwardsin2017.
Duringthat21months,ithas44mediacoverageincludingFinancialMagazineinTVBJadeChannelandinRTHKandnumerousmassmedia.Basedonconservativecalculation,theequivalentadvertisementvaluewasatleast HK$4.4Million.
Ontopofthereputationalcapitalgain,fromthegovernmentpointofview,themediacoveragecanalsobeconsideredaspubliceducation.Themessagesinclude:
• Thegrass-rootsinglemothershaveuntappedpotentials.Withaproperconditiontheycanrealizetheircookingskillstoearngoodincomefortheirfamilyandenhancetheirself-esteem.
In2017,OurHongKongFoundation(OHKF)24
organizedacompetitiononCSV.Therearefourfinalistcorporations.ThreeofthemarelocallargecorporationsandlistedcompanieswhohaveconductedverygoodCSRprojects.Althoughthoseprojectscouldgenerateincomes,theamountisinsignificanttotheirmainstreambusiness.Furthermore,itisnotobviousthattheincomegeneratedcancoverthecostsoftheCSRprojects.Ontheotherhand,amedium-sizedigitalmarketingcompany– Fimmick–showcasesaninnovativeCSRendeavorthathascreatednewsharedvaluesforthelocalcommunity.
FimmicksupportsthefoundingofanSE–Eldage–byoneofitsintrapreneur,JoyceLeung,whoisalsotheCorporateAffairsandMarketingManagerofFimmick.EldagecapitalizesonthedigitalmarketingcompetenceofthemothercompanytopromotethevalueoftraditionalhandicraftbusinessofHongKong.BusinessesthatemphasizecraftsmanshipsuchasengravingMaJongtiles,makingneonlights,buildingbirdcages,andproducingofmini-busdestinationplasticplatesarepromotedextensivelythroughthedigitalchannels.
ThesocialmissionofEldageistobuildabridgebetweenartisansandtheyoungergeneration.
• Thesixrestaurantslettingouttheirkitchensforsharingarealsocoveredbythemedia.Theyareimportantplayersincontributingtopovertyalleviationwhileachievingrevenuegain.Itisagoodexampleofcreatingsharedvaluebysmall-mediumenterprises.
• Tothegeneralpublic,SharingKitchendemonstratesthatsharingeconomycanhappenwithoutinformationtechnology.Thenecessaryelementisinnovativemind,nottechnology.
TheSROIofthepubliceducationisHK$4.4MilliondividedbyHK$0.7Million.Thatis629%.
TheSROIoftheworkfaretothesinglemothersisHK$0.8MilliondividedbyHK$0.7Million.Thatis114%over21months.Toannualizethenumber,itis65%/year,higherthanthe50%/yearoftheaverageSROIofSEsinHongKong.
AccordingtoJoyce,“Itisinevitablethatoldpracticesaresupplantedbynewtechnologyandthattraditionalindustriesareforcedtophaseoutasaresult.Howeverironic,suchneglectedculturecanbeagaindisplayedandrememberedasanimportantchapterofourcityviadigitalplatforms.ThatisthereasonwecomeupwiththeideatostartaFacebookpagetore-createthestoriesoflocalartisanmastersthroughtext,photosandvideos.Webelievethattheefforthelpstocreateanewlensforyoungsterstoexploretheculturebehindthesehandicraft.”TheFacebookpagehasattractedmorethan33,000followerssince2016.
TherearetwotypesofmarketingactivitiesstemmingfromEldage.Firstistheresellingofthetraditionalhandicraftsthroughon-linee-commerceplatform.Secondisorganizingofworkshopsengagingtheartisanmastersastrainerstoteachthecraftsmanship.Thoughtheincomegeneratedforthesemastersisnotmuch,theyenjoytheseopportunitiestosharetheircraftsmanshipskillsandearntherespectfromthelearners.EldagedoesnotmakemuchprofitfromthisSE,butitearnsmanyawardsandmediaexposure.ThereputationbringssubstantialnewbusinessestoFimmickasthemothercompany.
TWO CSV CASES IN HONG KONG
FIMMICKdemonstrateshowaninno-vativeCSRprogramcancreatesharedvaluethatboththecommunityandthecompanybebenefited.
SHARING KITCHEN is anSEwith itsoperationsbasedonsharingeconomyprinciples,demonstrateshowtofacilitaterestaurantstocreatesharevaluethatbothbenefittherestaurantsandthegrass-rootwomentoearnincomefromtheirproducts.
24 OurHongKongFoundation(OHKF)isaHongKongnon-profitorganizationwithamissiontopromotethelong-termandoverallinterestsofHongKongthroughpublicpolicyresearch,analysisandrecommendation.Poolingtogetherlocal,mainlandandinternationaltalent,theFoundationstudiesHongKong’sdevelopmentneeds,offeringmultidisciplinarypublicpolicyrecommendationsandsolutionstofostersocialcohesion,economicprosperityandsustainabledevelopment.Retrievedfrom:https://ourhkfoundation.org.hk/en/node/36 25 SharingKitchen「共廚家作」https://www.facebook.com/sharingkitchen/
1716
SPOT ANALYSIS ON THE CROSS-OVER OF SE AND CSR PROGRAM
Chapter 2
TherearecertaininnateissueswiththecurrentcorporateCSReffortspersethatmayhindertheeffectivecross-overwithsocialentrepreneurship.Acloserlookatthepromisingconditionsaswellastherustysideoftheplayreferencingscholarlyviewsandglobalpracticeshelpstoascertainanunbiasedperspective.
Strengths
Social Entrepreneurship as a Government Supported Initiative Backin2002inUK,PatriciaHewitt,theformerMinisterofDepartmentofTradeandIndustry,wrote“…therealitiesofa21stcenturyeconomymeanthatsocialandenvironmentalissuesshouldbeincreasinglyviewedascommercialopportunities,anddriversofbusinesssuccess,ratherthanasthreats.Socialenterprisesaredynamic,progressivebusinessesthatwecanalllearnfrom.….Iwanttoensurethatwedomoretoencourage,growandsustainsocialenterprises–toensurethatsocialenterpriseisnotseenasa‘sideshow’tothe‘real’economybutratheranintegralanddynamicpartofit.”26
InHongKong,thenumberofSEsisestimatedtobe70127inJune2018.BasedonaFacebookresearchconductedbydigitalmarketingagencyFimmick,thereareabout60,000people(about1%ofHongKongpopulationagedover20)whoactivelysearchedonsocialenterpriserelatednewsin2016.28
26 GreatBritain.DepartmentofTradeandindustry.(July2002).Social Enterprise: a strategy for success.SocialEnterpriseUnit.
27 Byend2017,thereare654entrieslistedintheSEDirectorypublishedbyHongkongCouncilofSocialServices.Itrepresentsa7.2%growthfrom2016.Basedonalinearprojection,thereshouldbe701SEsbyJune2018.
28 Ina2016seminarco-organizedbyFimmickandFSES,WillyLai,Co-Founder&CEOofFimmickLimiteddemonstratedthepowerofdigitalmarketingbyusingonlyafewminutestofindthenumber.
Social Enterprises as a ‘side show’
Social Enterprises as an ‘integral and
dynamic part’
REAL ECONOMY
1918
Chapter 2 · SPOT Analysis on the Cross-Over of SE and CSR Program
Problems
ArecentassignmentexerciseforagroupofmasterlevelstudentsisusedheretoillustratethecurrentproblemsituationofcorporateCSRarticulationandreporting.
In 2017, Fullness Social Enterprises Society (FSES) conducted an analysis on 20 Sustain-ability Reports with findings as follows:
Social Impact articulation in simple numeric forms
Sustainability
Fact or Prediction
Eco-friendly
Lack of Evaluation
Volunteering
Awards, Recognitions, Milestones
Good Example: Cathay Pacific (CX)
Scholarship amount
Charts
1
4
6
8
10
5
7
9
2
3
Manyreportslackthearticulationofimpactinnumbers,especiallywhenrevealingeffortsrelatedtocommunityinvolvement.Thereportsmayexplainingreatlengthwhythecompany’spresencehasmadeadifference.However,thebiggestproblemistheinconsistentuseofdataandnumbers.Thereareusuallysomenumbersincertainpartsofthereportonly.Itmakespeoplereadingthereportskepticalaboutthepartsthatarenotprovidedwithnumbers.
ManyreportsexplainthatthereasonofCO2/energy/waterconsumptionincreasesarejustreferringtotheincreaseincorrespondingscaleofoperation.Usuallynoperunitnumberisprovided.Thismakespeoplesuspectthatevenperunitconsumptionhasincreased,whichmaynotbetrue.
Sometimesitishardtotellwhetheranumberisafactorjustaprediction/appropriation.Forexample,anewsystemcanreduceenergyconsumptionbyXXXin oneyear.
Manycompaniesemphasizehowemployeesareencouragedtobeeco-friendlyintheofficebuttheydonotexplainwhethertherearemeasuresinplacetomakeemployeescomply,orthemagnitudeofchange/improvementovertime.
Evenwhennumbersandresultsareprovidedfortheactionstaken,thereisalackofevaluation/benchmarkinginhowgoodornotgoodenoughtheresultsareinrelativeterms.Thisisacrucialproblembecauseanumberisinsuffi-cienttoexplainwhytherelatedactions/involvementsaresignificantandirreplaceable.Honestevaluationsprojecttheheartandsoultoareport.(ClosestexampleisHongKongandShanghaiHotelGroupasitshowsasenseof candidness.)
Manyreportsdonotclearlystatetheperimeteroftheirstatistics.Forexample,oneofcorporationsdoesnotstatesincewhichyearithasstartedcountingthevolunteerhour.Thesetypesofambiguityreducethecredibilityofthereport.
Forsustainabilityeffortsrendered,manycompaniestrytouseawards/certificates/recognitionsasevidencetosupporttheirwork.However,theydonotexplaintherelativestandardsbehindtheseachievements.Moreimportantly,itisseldomexplainedhowtheseachieve-mentscouldbetranslatedintonumbers.
CXhasdoneagoodjobtoframegoodreportsbutmanyothershavenotdoneenoughtocontextualizetheirnumber.
Whenthegrantingofscholarshipismentioned,manyreportsdonotstatetheexactamount.
Manychartsarepresentedinamisleadingwaywiththescalenotstartingatzero.
WiththeadditionofnewSEsfromtheSocialInnovationandEntrepreneurshipDevelopmentFund(SIEFund),thethreeSE-relatedgovernmentfunds29provideseedmoneytoabout70newSEsperyear.
Brandbuildingisanotherkeysuccessfactorforabusinesstothriveinsalesandprofit margin.Astrongbrandgeneratesreputationalcapital30 through mediaexposure.Therearequiteafewwidelyaccepteddistinctadvantagesofastrongbrand:easyrecognition,lowperceivedrisk,lesspricesensitivity,highercustomerloyalty.CorporatesthatareabletobuildauthenticbrandstoriesonCSReffortsisconvincingtoconsumerswhoalignedwiththeirvaluesofmakingthesocietyortheworldabetterplace.TheFimmickandSharingKitchencasesmentionedearlieraregoodexamplesillustratingreputationalcapitalinthelocalcontext.
Theoppositeeffectofnegativerepu-tationalcapitalcanbeillustratedbythecaseofPerrierinthe1990s.PerrierwasoncetheleadingsparkingwaterbrandintheUS,holding80%oftheUSimportedbottled-watermarketandcloseto6%ofthetotalbottled-watermarket.31In1990,benzenewasfoundinthebottledwatersold inSouthCarolineandthecompanyrecalled70millionbottlesintheUSandCanadawhileclaimingthatitwasanisolatedincident.WhensimilarcontaminationwasdiscoveredbyDanishandDutchofficials,thecompanyperformedaworldwiderecallandclaimedthatbenzenenaturallyoccurred inthe
Reputational Capital and Media ExposureCO2thatmadeitswater“sparkling”andwasusuallyfilteredout.Perrierexperiencedasubstantialmarketsharelostandsharepricedropbecauseoftheincident.Sixyearslater,Perrier’ssaleswasstillatonlyone-halfofits1989peak,andthecompanyhadtospendlargeamountsofmoneyonincreasedadvertisement,freesamples,andothermarketingandpromotionalexpendituresinanattempttorecoveritsmarketshare.32
Businesseswitharecognizablesociallyresponsiblereputationappealtothepublicanddifferentiatethemselvesfromcompetitors.YettheCSRclaimhastobeauthentic.Ifconsumersfindoutthatitisjustamarketinggimmickafterall,itwouldbeatoughtasktoturnaroundtheperceptionofskepticalconsumers.
29 EnhancingEmployabilityforPeopleofDisabilitythroughSmallEnterpriseProject(3E)fromSocialWelfareDepartment;andEnhancingSelf-ReliancethroughDistrictPartnershipProgramme(ESR)fromHomeAffairsDepartment.
30 Jackson,K.T.(2004).Building reputational capital: Strategies for integrity and fair play that improve the bottom line.OxfordUniversityPress.
31 Greenhouse,S.(1988,October30).Perrier’sNewAmericanAssault.The New York Times.Retrievedfrom:https://www.nytimes.com/1988/10/30/busi-ness/perrier-s-new-american-assault.html
32 Caesar-Gordon,A.(2015,October28).CommunicationsCaseStudy:Lessonstolearnfromaproductrecall.PR Week.Retrievedfromhttps://www.prweek.com/article/1357209/lessons-learn-product-recall Brainstorm the possible areas of improvement and substantiate with solid arguments?
Exercise:
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Chapter 2 · SPOT Analysis on the Cross-Over of SE and CSR Program
ThelackofsocialimpactmeasurementandvaluearticulationinmanyHongKongcompaniesisjustthetipoftheiceberg.Thefactofthematteristhelackofyardstickdatawhichcanillustratethemonetizedvalueofthecommunityinvestment,liketheSocialValueBank33inUK.TheabilitytorepresentthesocialcontributionsinmonetarytermhelpscorporatestomakedecisionsontheirCSReffortsandfocus.
Strengthen Social Entrepreneurship Cross-over with CSR Itisindeedintriguingtounderstandthepossiblereasonsbehindthedifferentshapesofambiguitieslistedabove.IfSEoperators,incollaborationwithcorpo-rateCSRinitiatives,couldexpressivelybringtheCSRcontributionsandimpactsupfront,itwouldbehighlybeneficialtoasustainablelongtermrelationship.Andinturn,itwouldcommendablyturnproblemsintoopportunities.
SE is a hybridorganizationusingbusinessskillsasameansforachievingsocialmission.Quitealotofthemwillmeasureandreporttheirsocialimpactsincludingbenefitstothesociallydisad-vantagedandthevolunteerhours.Ontheotherhand,mostNGOsonlyreporttheiroutputsinsteadofimpactintheirannualreports.
33 Trotter,L.,Vine,J.,Leach,M.,&Fujiwara,D.(2014).Measuringthesocialimpactofcommunityinvestment:aguidetousingthewellbeingvaluationapproach.HACT:London,UK.p.14-15
34 Kee,C.H.,Kwan,C.H.&Kan,C.K.C.(2016).ComparingtheKeyPerformanceIndicatorsoftheSocialEnterpriseSectorsamongHongKong,UnitedKingdom,andKorea,HK:FSES,p.65-66.
Cannot WorkSeriouslyill,disabled, veryold
Could still work but not competitiveAge60+,educateddisabledonwheelchair,ethnicminority,singlemother
20 Billion CSSA Distribution
10
10
Billion CSSA
Billion CSSA
WISE: 7.5 Jobopportunitiesatworkintegrationsocialenterprisesgeneratessignificantsavings
Billion SavingOpportunities
Social Entrepreneurship as a Tool for Poverty Alleviation and Capacity Building In2010Cameronrolledout‘TheBigSociety’ initiative inUK.Thecoreelementoftheinitiativewastopromoteandenablesocialentrepreneurstotakeupmoresocialwelfareresponsibilitieswhilethegovernmentcouldreducethewelfarebudgetinthepost-financialtsunamiperiod.However,therewasstrongresistancetotheinitiative.OneofthereasonswasthattheUKgovernmentcouldnotarguethepotentialbenefitoftheinitiativewithevidentialhardnumbersbecausetheinformationwasnotcollectedandthegovernmentdidnothavethem.34
InHongKong,everyyearthegovern-mentprovidesaroundHK$20Billiontoabout500,000applicantsofCompre-
hensiveSocialSecurityAssistance(CSSA)Scheme.Abouthalfoftheprovision(HK$10Billion)isgiventoCSSAappli-cantswhodonothavetheabilitytowork(examples:children,theveryoldelderly,seriouslydisabledorlong-termsick).Theotherhalfoftheprovisionisgiventoapplicantswhohavetheabilitytoworkbutnotcompetitiveinthejobmarket(example:out-of-jobyoung-oldsegmentaged60orabovebutstillveryhealthy,theeducateddisabledbutonwheelchair,theethnicminoritieswhoneitherspeaknorwriteChinese,thesinglemotherswhohavetotakecareofyoungchildrenandcouldonlyworkfrom10amto3pmwhenthechildrenareatschool).Ifalloftheseapplicants
35 Ditto
canworkinWork-Integration-SocialEnterprise(WISE),thentheoreticallyonlyHK$2.5Billionisneededbecausethecost-effectivenessofWISEisfourtimes35 oftheCSSA.TherecouldwellbeasavingofHK$7.5Billionperyear.
TheWISEempowersthesociallydisad-vantagedbybuildingtheircapability,expandingtheirsocialnetwork,andgeneratesworkfarefortheirwork.Thesehuman/social/financialcapitalsenhancetheirself-confidence.CSSAdoesnothavetheseempowermenteffects.
CorporateCSReffortsandresourcescanberegardedasenablerstofurtherfacilitateWISEempowermenttothesociallydisadvantagedbeneficiary.Apartfromsimpledonation,corporateCSRinterventioncanbeverycreativeandcantakemanyforms.Toname afew:
(i) SimpleprocurementthatgeneratebusinessrevenuetoSEs;
(ii) InteractiveactivitiesusingtheexpertiseoftheSEbeneficiarygroups,atthesametimetounder-standandconnectwiththem;
(iii) Creativevolunteeringopportuni-tiesforstaffwithprocurementandinteractiveactivities;
(iv) Creatingsharedvaluebyincorpo-ratingtheSEbeneficiary’sworkintothebusinessfunction.
Thelistaboveisofcoursefarfromexhaustive.Ampleopportunitiesexistiftherecouldbeeffectivedialogueandexchangebetweencorporates’CSRmanagementandSEoperators.Itisessentialthatstakeholdersatbothendsareproactiveenoughtolookoutforprospectsofbridging.
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Chapter 2 · SPOT Analysis on the Cross-Over of SE and CSR Program
Threats
ThemountingpressuretodressupCSRasaniconicdisciplineadheredtothecorebusinessinitiativeandatthesametimecontributetothedeliveryofposi-tiveimpactiseasiersaidthandone.
CSRisnotamandatedpracticeforCorporates.WhentryingtoembracethebroadvisionofCSR,CSRprogramsareofteninitiatedandruninanunco-ordinatedwaybyavarietyofinternalmanagers,frequentlywithouttheactiveengagementorblessingsoftheseniormanagement.36Poorcoordinationandalackoflogicconnectingvariousprogramscouldhampertheexpected/well-intendedsocialimpact.
Therearealsosomecommondeficien-ciesontheSEside.First,itishardlyaneasytaskforsmallscaleSEoperatorstosharethebusinessworldviewofcorpo-rateCSRexecutivesandviceversa.Itisachallengetoenablebothendstospeak
inthesamelanguage.Businessmindsetcoachingandtrainingisinescapablynecessarytoimprovethedialogue.37 AplatformtofacilitateregularbridginganddialoguebetweenSEsandcorpo-ratesisnon-existent.Althoughthereareperiodicallyheldeventsforsuchexchange,thereisalackofsystematicapproachinplaceandthusrenderingsuchbridgingeffortsmostlypiecemeal.ItistotallyrestedinthecapablehandsofindividualSEoperatorstodevelopcreative/innovativesolutionstomakeithappen.TheabilityfortheSEstosupplytheirproductsinabundancetocorporatesisanotherchallenge.Thelimitedoperation/productioncapacityissometimesahindrancetogrowthandsustainabilitytosomeSEs.
36 Rangan,K.,Chase,L.,&Karim,S.(2015).The truth about CSR.HarvardBusinessReview,93(1/2),40–49.
37 Acollectionof14one-pagecorporatepitchsummariesareincludedinAppendix(I)ofthisbooklet.Itistheresultofthreecapacitybuildingtrainingsessionstoover20SEs,asoneofthecoreinitiativesofTitheEthicalConsumptionMovement(TECM)2018inHongKong.
SPOT Analysis on How SE can help CSR
Goals Setting
Actions Planning
PrepareCSReffortsforbiggercontribution tothemainstreamBusiness and the Society
AcquireSIMandDesignThinkingknowledge
AskPartnerstoincludeSIMand EAVforecastinproposals
MeasureKnowledgeVolunteering
TrainCommunityInvestmentPartnersonSIM
AskPartnerstoinclude SIMandEAVresultsinreporting
ArrangeCommunityofPracticeforPartners
TrackSIMimprovementofprojects overtheyears
Developanintegratingindexfortheportfolio
CompareSIMresultsofdifferentprojects
PresentSIMportfolioinCSRReports
ComparedtoNGOSectorinHongKong:
• TheSEsectorisleadinginSocial Impact Measurement (SIM),includingSocialReturnonInvestment(SROI),andtheadoptionofDesign Thinking to generate newproducts
• TheSEsectorismoreproficientingettingmedia exposureandrecruitingknowl-edge volunteers
CSRlacksSIM data for evaluationofimpact:
• Whethertheprogrambeneficiariesactuallyleadabetterlife
• Whetherthereiseffectiveuseoffundingfortheprojects
ManyNGOsareastillreportingoutputinsteadofquantifiableoutcomesorimpacts
WithSIMdata,CSRmanagerscanidentifyprojectswithbettercost-effectiveness:
• Theprojectscancovermorebeneficiaries
• Thesamebenefitstomoreparticipantswiththesameamountoffunding
SEscanplaytheroletoguideCSReffortstotransit into CSVprojects
Therearemanytypesofsocial impact reportingandsomeofthemarequiteunreliable:
• Whendifferentassessorsreportverydifferentresultsonsocialimpactforthesameprograminthesameorganization
• Someassessorsregardsocialimpactasjustoutputmeasurements
STRENGTHS
PROBLEMS
OPPORTUNITIES
THREATS
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Chapter 2 · SPOT Analysis on the Cross-Over of SE and CSR Program
WHAT IS SOCIAL IMPACT MEASUREMENT (SIM)?
Excursus
SocialAccordingtotheMerriam-Websteron-linedictionary,‘Social’means‘oforrelatingtohumansociety,theinteractionoftheindividualandthegroup,orthewelfareofhumanbeingsasmembersofsociety.’38Inshort,‘social’iseitherhuman,oragroup,orthesociety.
ThisfollowingsectionisadetaildiscussiononthenotionofSocialImpactMeasurement(SIM),amodelproposedbyFullnessSocialEnterprisesSociety(FSES)aspartofitsbodyofknowledgein2013.FSESkeepsapplyingandupdatingtheSIMmodelwithnewprojectsandcontext.TheSIMmodelwillbepartofthecoretrainingmaterialofFSESAcademyfortheJockeyClubFullnessSocialImpactMeasurementCoachingScheme(forSEsandNGOs).TheSIMmodelwillbesharedwithkeymanagersofNGOsandSEsinHongKongtofacilitatethearticulationof socialImpact.
Before After
CONTROL GROUP
TEST GROUP
IMPACT
Start of impact project
Impact‘Impact’means“animpingingorstrikingespeciallyofonebodyagainstanother”.39
38 social.2018.InMerriam-Webster.com.Retrievedfrom:https://www.merriam-webster.com/dictionary/social
39 impact.2018.InMerriam-Webster.com.Retrievedfrom:https://www.merriam-webster.com/dictionary/impact
24
2726
Excursus · What is Social Impact Measurement (SIM)?
Measurement ‘Measurement’means‘afigure,extent,oramountobtainedbymeasuring’.40 Addingthemeaningsofthethreewords,SocialImpactMeasurement(SIM)canbedefinedastheextentofanimpingingmadebyaprojectontargetedbeneficiaries.ThenumericexpressionofthesocialimpactistheprimarydeliverableoftheSIM.Thenumericexpressionofthestateofthecontrolisanotherdeliverable.However,thenumericexpressionsarethindescriptions.Thenarrativeexpressionfromthebeneficiariesconcernedprovidesamuchthickerdescriptiononwhathadhappenedandwhyithappens.
Introducing Three Most Popular Methods to Measure Social Impacts
Social Impact Measurement (SIM)Measuringtheintangibleisdifficultbutnotimpossible.Oneoftheworkaroundsisusingproxy.Thenthechallengeisshiftedtohowaccuratetheproxycanrepresenttheoriginalintangible.Insomecases,theproxyisthecostofthealternativewhichprovidessimilarsocialimpact.Themainchallengeofusingproxyishowaccuratetheproxycanreflecttheactualimpact.Thephilosophicalargumentisthatifsomeonearguesthattheproxyisinaccurate,thenhe/sheshouldproposewhichproxyismoreaccurate.Ifagreementisreachedthatthenewlyproposedoneisbetterandwell-substantiated,thenthenewlyproposedoneshouldbeused.Ifhe/shecannotproposesuchanalternative,thatthecurrentproxyisalreadythebestoneavailable.Throughthisprocessofreplacingwithbetterproxies,wewillfindagoodenoughproxyinfuture.Here,weproposeoneofthebestwaystocaptureimpactsanditsrelatedvalueisbyapplyingtheDonaldKirkpatrickfour-levelmodel(DKmodel).
Therearequantitativesurveystomeasuretheaveragefeelingofthebeneficiaries,plussemi-structuredinterviewstounderstandwhathashappenedtothebeneficiaries.Itisanapproachcommonlyadoptedbysocialworkers.
ThismethodisbasedonDonaldKirkpatrick’sPhDthesisin1954.Thecontributiontopracticeistheinclusionofboththebeneficiaryperspectiveandthefunderperspective.Theassumptionisthathumanchangeswilltakeplaceonlyifhisaffectivereactionispositive(Level1),thenheacceptsnewknowledge,skills,orattitude(Level2),andfinallyhedevelopsnewbehaviors(Level3).Hencethebeneficiaryperspectivehas3levels.
ThefunderperspectiveisdonebyprovidingtheSROIoftheprojector/andtheunitcostperbeneficiary(Level4)whichiscalculatedbythetotalcostoftheprojectdividedbythenumberofbeneficiary.Hencethefunderperspectivehas2types.
TheDKModelhasbeenusedbymultinationalcorporations,likeHewl-ett-Packard,inearly1990’sinpeopledevelopmentprogramsforitstwouniquefunctionsofmeasuringresultsaswellasguidingthehumanchangeprocess.ThehumanchangeprocessisusuallycharacterizedbytheTheoryofChange(TOC).
In2013,FSESadaptedtheDKModelandappliesittoSocialImpactMeasurement(SIM)withintheworkcontextofSEs.
RobertsEnterpriseDevelopmentFund(REDF)firstdevelopedthismethodin1996.TheREDFSROImethodfocuseson‘monetizing’thesocialvaluecreated.Sincealotoftheactivitiesandelementscannotbemonetizeddirectly,usuallyproxieswillbeusedtoestimatethemone-taryvalue.
Theappropriatenessoftheproxyandthecredibilityoftheestimationhavetobesupportedbyatransparentaudittrailontheassumptionsanddecisionstaken.Sincethisapproachfocusesonfunderperspective,itisfavoredbyfundersandbusinessperson.Itisbecausewithasinglenumber,itiseasyforthemtopicktheprojectswiththehighestSROI,andtheycanalsotracktheimprovementofSROIoveryears.
ThemajorweaknessofSROIisreliability.Itisconsidered‘un-reliable’becausedifferentassessorsmaypickdifferentproxiesforthesameproject.Inaddition,someassessorsdonotdisclosetheassumptionssotheresultscannotbechallenged.DuetothesecredibilityproblemsREDFeventuallyabandonedthemethod.
Drucker (1995) “Profit us to strengthen nonprofits”:Two-thirdsofthefirstoffendersparoledinFloridaintothecustodyoftheSalvationArmyarenotindictedforanothercrimeforatleastsixyears.
Yetaprisonerscostsatleasttwiceasparolee.
40 measurement.2018.InMerriam-Webster.com.Retrievedfrom:https://www.merriam-webster.com/dictionary/measurement
41 Drucker,P.(2011).Managing in a time of great change.Routledge.(p.240)
Source 41: Drucker, P. (2012). Managing in a time of great change. Routledge.
Mixed Methods
Donald Kirkpatrick Model (DK Model)
Social Return on Investment (SROI)
1
2
3
2928
Excursus · What is Social Impact Measurement (SIM)?
logicof control
Through the programlogicofempowerment
Measuring the Impact of a CU-EMBA Seminar on ‘Social Impact Measurement’ based on
Donald Kirkpatrick ModelDonald Kirkpatrick 4-Levels Model
LEVEL SCALE 1-5
% OF RESPONSE WITH RATING 4 OR 5
PARTICIPANTS’ COMMENTS
1 REACTION
a) Overall Satisfaction 4.4Overall Satisfaction 97%
‘Fruitfulnight’.
‘Firsttimetohearthis topic,veryinformative’.
‘70%ofparticipantslike thecasestudies’b) Seminar Satisfaction 4.5
Seminar Satisfaction 100%
2 KNOWLEDGE CHANGE
a) Pre 2.0 Knowledge increased 76%
‘UnderstandSIM’s importanceandhow toapplyit’
‘Numericanalysisis moreeffective’
b) Post 4.1Learning improves my job 97%
3 BEHAVIOR CHANGE
a) Apply learning on the job 4.1
Apply learning on the job 74%
(10alumnisaythattheywillapplySIMontheircommunity
investmentprojects)
‘Volunteeringhours canbemonetizedand includedinSROI’
4 FINANCIAL IMPLICATION
‘Socialimpactcanbeandshouldbemeasuredtojustifythefundingapplication’
Level 1
Level 2
Level 4
Level 3
SatisfactiononProgram,WellBeing
WellBeing= Lifesatisfaction+Affect(S+C+V)+Eudemonia
Knowledge/Skill/Attitude(KSA)Changes
BlendedROI=SocialROI+FinancialROI
Workfare+Socialcostsaving+Othermonetizedimpact
Investment
Profit
Investment+
BehaviorChanges
Powerless segments
Positive externalities Sustainable
solution
Neglectedsocial
problems
EXAMPLE ONE
1 CU-EMBA Alumni Seminar
Examples in applying the DK model on Social Impact Measurement (SIM)
TheimpactandvaluecreatedafteraSIMseminarconductedbyFSESinNovember2018toagroupofEMBAalumnioftheChineseUniversityofHongKong(CU-EMBA).
Fromthefeedbackoftheseminar,almostallofthecorporateexecutives(CU-EMBAalumni)participatedareinterestedin:(i)casesharingexamplesofwhatothercompaniesaredoing;(ii)socialimpactmeasurementandthearticulationofsocialimpactinspecificnumericalterms.
3130
Excursus · What is Social Impact Measurement (SIM)?
Therearefourtypesofdescriptionsineachlevel.
1 First Type thepreandpostnumericmeasurements.
2 Second Type thecommentscollectedfrominterviews.ThisispreferablydoneusingGroundedTheoryMethod(GTM)42tounravelresultsandinsightsfromunexpectedcommentswithinthedynamicsofwhathadhappened.
3 Third Type thebenchmarkorindustrystandard.
4 Fourth Type thejournalistwayofpresentationthataveragereadercanunderstand.
A Quantitative
B Qualitative
C Benchmark
D Journalist
L4: Financial SROI CE’s reaction
HKSEsector SROI
Funder’s reaction
L3: Behavior No.ofgoodfriend
MrsWong’s story
USMean number
Friend’s CreditLine
L2: Learning Competence score
MrsChan’s comment
Poverty Line$
Daily income$
L1: Feeling Well-being score
SisterWah’s comment
HK Mean score
Betterbea hawker
Four Levels × Four Columns of Description
Dawn Market (天光墟) in Tin Shui Wai (天水圍)
Community Development Alliance: 80 hawkers in 2009 – 2012
Mixed Methods + Benchmarking + Journalist Articulation
SROI in 3 years
Hawker income ~$8.9M20 – 80HC × $5K × 36Mth
2 social workers $1.5M / 3 Yr
Initial Social capital: 5,040 volunteer hour $360K(2 professors: 144hr 5 social workers: 1,440hr 6 core volunteers: 3,456hr)
CSSA saving ~$3.7M52HC × $2K × 36Mth
Consumer saving $1.3M
Derived social capital
=+
+
+ +
L4: Economic Impact
L3: Behavior
Social support n/w Mean HCNewfriends: 38.4HCGood friends: 9.9HCLend 2 mth income: 2.3HC
Income($126 → 253)
Relationwithlocals
2.6
2.7
4.5
4.4
Pre Post Gwth
73%↑
63%↑L2: KSA
Venturesatisfaction
Lifesatisfaction 2.4 3.6
The mean in HK is 3.24
4.4
50%↑
L1: Feeling
↑
Outsiders 17Locals 10Other hawker 6Govt officer 5
Helpful 88%Back up sales 79%Chat often 63%Help on tools 38%Help sourcing 25%
WehadmoresparetimewhentakingCSSA.Nowwearebusier,butwearehappier because we can earn our own living.
Iwasstupid.ButnowIamsmarter,meetmanypeople,speakmore,braver,more confident.
whoandherhusbandwereunemployedbecauseofdisabilities.Afterbeinghawkers,they stop taking CSSA
wholostjobwhenthefactorymoved to the Mainland
Wah
Mrs Chan
EXAMPLE TWO
2 Dawn Market in Tin Shui Wai
TherolemodelofusingtheDKModelistheDawnMarketinTinShuiWai,becauseitcannearlyfillupallthe16datafieldsinthetablebelow.
42 GroundedTheoryMethodisaresearchmethodologywhichoperatesinductively,and“GroundedTheoryissimplythediscoveryofemergingpatterns indata” Walsh,I.,Holton,J.A.,Bailyn,L.,Fernandez,W.,Levina,N.,&Glaser,B.(2015).Whatgroundedtheoryis…acriticallyreflectiveconversationamongscholars.Organizational Research Methods,18(4),581-599.
HC = Headcount
3332
Excursus · What is Social Impact Measurement (SIM)?
Measuring the Impact of Knowledge Volunteering
1 Youaresatisfiedwiththevolunteeringexperience
2 Yourunderstandingofthepoorincreased
3 YourunderstandingoftheNGOorsocialenterpriseincreased
4 Theexperienceimprovesyour leadershipskills
5 Theexperienceimprovesyour friendshipwithothervolunteers
6 Thevolunteeringimprovestheimageofyourorganization
7 Thevolunteeringincreasesyoursenseofbelongingtotheorganization
8 Youwilljoinsimilarvolunteering jobagain
9 Youwillrecommendyourfriendstojoin the volunteering
Strongly Disagree
Strongly Agree
Neutral
NGO / SE
Impact of Knowledge Volunteering
Corporate VolunteerCorporation
L4: (Headcount) × (Hour/HC) × (Est. wage)
L3: Will join again and recommend to others,84%, 4.1
L2: Knowledge on SE, 90%, 4.2
L2: Understanding the poor, 90%, 4.2
L1: Overall Satisfaction,85%, 4.1
L4: Sense of belonging, 80%, 4.0
L4: Cross-dept relation,71%, 3.9
L4: Image in community,84%, 4.1
L3: Support more volunteering,91%, 4.4
L2: Leadership skill,64%, 3.7
Building the emotional bond of corporate volunteers to the social venture
EXAMPLE THREE
3 Knowledge Volunteering of a major property management company in Hong Kong
3534
Excursus · What is Social Impact Measurement (SIM)?
Theprojectincludesfourtypesofactivities.TeacherTraining,AssemblyTalkinschools,SocialEnterpriseWorkshop,andSocialEnterpriseTrainingCamp.ThenumericSIMresultsofthefouractivitiesareshownontheright.Thenarrativecommentsareshowbelow.
Teachers’ feedback after attending Teacher Training
Students’ feedback after attending an Assembly Talk
Students’ feedback after attending an SE Workshop
Iappreciatethesocialentrepreneurshipdemonstratedandthetransformationofthebeneficiaries.
Ididnotknowmuchaboutsocialenterprises,Ithoughtmostofthemarelosingmoneyandreliedongovernmentfundingtooperate.Butthefactisdifferent. IheardmanyinnovativeideaswhichIhadneverthoughtofbefore.Itmakesmefeelthattherearealotofopportunitiesouttheretoexplore.
They(SEs)helpeachother.Theirworldisfullof love.Afterlisteningtotheirstory,Iwanttohelpthemtoo.
Iwouldliketoworkinthisenvironment,becauseIcaninfluenceothersandbeinflu-enced.Icanhelpothersandotherscanhelpme.
TheexperienceoftheSEWorkshopandtheirsharingchangemyperspectivesontheelderly.
Thereflectiononmytransformativeexperienceiswehavea‘fixedmindset’whichcanbebrokendownthroughexperientiallearning.Thenwewillhaveawidenperspectiveanda‘growthmindset’.
Ms Lam DeputyPrincipal
Ms Ma Teacher
Ms Yau DeputyPrincipal
Students’ feedback after attending an SE Camp
Attheverybeginning,Ithoughtthatsocialenterprisesaresomestupidpeoplewhodon’tknowhowtomakemoneyortheyjustwanttofeelgoodofthem-selves.NowIunderstandthattherearemanywaystoearnmoneywhilehelpingtheneedywithatrueheart.
Teacher Training126 teachers spent
1,000 man-hours
Assembly Talk15,000 students
92 Schools12,500 man-hours
SE Workshop24 SEs with
multiple sessions
SE training camp53 SE ideas from
516 students
Level 4 Unit Cost $4,000,000 / 15,000 students = $267 per student
Level 3 Behavior
99%teacherswillsupportethicalconsumptionsandrecommendtofriends
98%teacherswillapplywhatislearnedintheclass
87%studentsarewillingtohelpthevulnerablegroups
92%respondentsarewillingtotakeactionstohelpthevulnerablegroups
92%studentsarewillingtohelpthevulnerablegroups
89%changeperspectiveonthevulnerablegroups
94%changeperspectiveonpossiblesolutionstosocialproblems
Level 2 Learning
67%teachershaveabetterunderstandingofsocialentrepreneurship
66%teachersunderstandbetterhowsocialentrepreneurshipcanhelpdevelopstudentsfurther
80%studentshaveabetterunderstandingofsocialenterprise
67%studentshaveabetterunderstandingofsocialenterprise
66%studentshaveabetterunderstandingofthevulnerablegroups
81%moreunderstandingofsocialenterprise
Level 1 Reaction (Scale of 5)
Overallsatisfactionis4.47
126teachersfrom73schoolstrained
Total1,000man-hours
Overallsatisfactionis4.06
15,000studentsfrom92schoolsattended
Total12,500man-hours
Overallsatisfactionis4.39
7,033studentsfrom79schoolsparticipated
Total14,000participationman-hours
Overallsatisfactionis4.02
516youngsocialchangemakersfrom68schoolstrained
Total25,000training man-hours
EXAMPLE FOUR
4 The results of FSES Social Entrepreneurship School Education (SENSE) Program
3736
Excursus · What is Social Impact Measurement (SIM)?
Corporates are Keen to Learn and Do More
Inordernottolagbehind,alotofcorporateexecutivesareactivelylookingforwaystojumpontothebandwagonofCSR-SEcollaboration.
In2017,the1,826listedcompaniesdonatedHK$16.3billionintotal.43Itis0.075%ofthe21,709billionrevenueofalllistedcompanies.44CSRprogramsusuallyhavethreetypesofactivities:corporatevolunteering,communityinvestmentforsolvingsocialproblems,andsponsorshipofmeaningfuleventsthatmayresultinmediacoverageandpubliceducation.
Insteadofgivingmoney,somesmartCSRprogramsusingtheMOREapproachtohelptheNGOpartnerorSEpartnertoachievetheirgoalsbyprovidingMarketingaccess,Outsourcingbusinessprocesstothepartner,sharingResourcelikevenueandfacilities,andprocuringEthicallywhichmeansbuyingtheservicesorproductsfromNGOsorSEs.
43 Yujing,L.(2018,October10).HongKong-listedcompaniesdonatedUS$2.1billiontocharitylastyear,anincreaseof28percenton2016.SCMP.Retrievedfrom:https://www.scmp.com/news/article/2167930/hong-kong-listed-companies-donated-us21-billion-charity-last-year-increase-28
44 HKEX(2018)HKEXFactBook.HK:HKEX.Retrievedfrom:https://www.hkex.com.hk/-/media/HKEX-Market/Market-Data/Statistics/Consolidated- Reports/HKEX-Fact-Book/HKEX-Fact-Book-2017/FB_2017.pdf?la=en
Corporations’ Internal Review on the Alignment between CSR and Business
Corporate Branding • ConsumersandcitizensareawareofandappreciatetheeffortsandtheCSRprograms.
Knowledge Volunteering
• Employeesarebenefitedfromvolunteeringduetoexposuretodiversifiedstakeholdersincludingthesociallydisadvantaged,professionalsfromNGOs,consumers,andcolleaguesfromotherdepartment.Theirleadershippotentialcanalsobeexploitedincomplexcommunityserviceprojects.
Earn Respect in Core Business
• TheCSRprojectsarecorrelatedtothecorebusinessandarewell-receivedandtrustedbystakeholders.
Money Well Spent • TheCSRprogramshouldincludeinnovativeness,impactful,sustainability,scalability.
Corporations’ Focus on Community Investments
Relevance • Whethertheprojectfitsthecorporation’sinterestincommunityinvestment?
• Whethertheprojectcancreatetheexpectedsocialimpacts?
Social Impacts • Istheprojectmakingadifference?
• Doestheprojectbringforthabetterlifefortheprogram beneficiaries?
• Arethereanypositiveexternalbenefitstothelivesofothersindividuals,families,organizations,orthecommunity?
Cost-effectiveness • Istheprojectaneffectiveuseoffunding?
Main CSR Programs
SOCIAL
Sponsorship / Donation
Media coverage as Public EducationEquivalentAdvertisementValue(EAV)
L4:SocialReturnonInvestment
L3:BehaviorChange
L2:CompetenceChange
L1:Satisfaction
Volunteer
Smart CSR point to Media coverage as Public Education• Marketing
• Outsourcing
• Resourcesharing
• Ethicalprocurement
L2:SocialknowledgeL1:Satisfaction
L4:ImageincommunityL4:Cross-deptrelationshipL4:Senseofbelonging
(Headcount×Time×Capability)
Volunteer Corporation
NGO/SE
L3 Leadership
Soci
al Im
acts
M
easu
rem
ent
Insi
ghtf
ul S
tori
es
L3 Support
L3 Support
3938
Excursus · What is Social Impact Measurement (SIM)?
Questions about Social Impact Measurement
a) What is the role of the funding organization in SIM? Justlikeanyconsumerwhowouldliketomakesurethatmoneyiswellspent.
b) What are the selection criteria of a reliable agency of SIM? Checktheagency’strackrecordsandreputation.
c) Howtoevaluatewhethertheproposedoutputs/outcomesarerelevant/effectiveones? Themostappropriatewayistoaskthegranteetopropose.
d) Anyremedialactionstotakeiftheinterim/finalSIMresultsarenot relevant/significant? Conductapost-mortemanalysistoidentifypitfalls,allowthepossibilityofcommis-sioninganotheragencytotakeoverthejob.
e) How to determine the scope of SIM for various programs? Asktheoperatortoproposeandreviewthejustifications.
f) Howtodeterminethedirectandindirectbeneficiaries,andtheinternalandexternalstakeholders of a SIM? Itisbettertoavoidindirectbeneficiarieswheneverpossible,becauseitcanbe subjectivetosetthelimitonwhatshouldbecounted.
g) How to determine whether a longitudinal study is good for SIM? Itdependsontheresources(moneyandtime)available.
h) What is an appropriate sample size of a SIM? Itdepends.Foracademicresearch,usuallyaminimumof30participants.
i) How to quantify qualitative performance? UseaLikertscale.
j) How to translate the program outcomes into monetary terms? Findaproxywhichhasamarketvalue.
k) Is it appropriate to compare the performance of similar programs? Yes,justlikethecomparisonofstocksperformancewithinthesameindustry.
CSR manager’s consideration on whether to adopt SIM to report their work
Decision Statement: Choose the Method to Present Community Investment Results
Potential Problem Analysis on Adoption of Social Impact Measurement
CRITERIA Wt
ALTERNATIVES
(A) Outputs and
Stores
(B) Impacts
and Cost-effectiveness
(C) Social Return
on Investment
ArticulationofSocialValuescreated H M → (HM) H → (HH) H → (HM)
RecognitionbyStakeholders H H → (HM) H → (HH) H → (HH)
AvailabilityofCapablePartners M H → (MH) L → (ML) L → (ML)
Minimumadditionalcostfor SIMmeasurement L H → (LH) L → (LM) L → (LM)
OverallScore
PotentialProblems Laggingbehindintheindustry
ResistancefromtheexistingPartners
PartnersbuySIMreports
PreventiveandContingentActions
Choice
Potential Problem Impact Probability Preventive/Contingent Action Cost Y/N
SelectionofSIMpartners H L
1)HKJCisfundingFSEStotrainNGOsonSIM $0
2)InviteSIMexpertsintheselectionpanel $0
3)AskpotentialpartnerstoprovidepreviousSIMreports $0
EvaluateSIMresults H M
1)CSRdepartmenttobetrainedonSIM $$
2)InviteSIMexpertsintheevaluationpanel $0
3)FundthosepartnerswithoutSIMcapa-bilitytobuyservicesfromSIMconsultants $$$
ScopingSIMin projects M M
1)CSRdepartmenttobetrainedonSIM $$
2)HireSIMconsultantstohelpthescoping $$$
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Excursus · What is Social Impact Measurement (SIM)?
Select the SIM Consultant Media Exposure as an Expression of Impact
CRITERIA WEIGHT MIX METHOD SROI DK MODEL
Measurement Method
AcademicallyValid Must
AcademicallyReliable Must
AppropriateNarrative HW 10
CanbetheMainstream HW 10
Organization / Personnel
AcademicCompetence MW 6
CrediblePublications MW 6
Track Record
HistoryofPractice LW 3
Clients LW 3
Score
Risk
Choice
AlongwiththeincreaseindemandforSIM,themarketmaywellbefloodedwithalotoflessexperiencedconsultants.EightcriteriaarelistedaboveforreferenceinselectingtheSIMconsultant.Asaminimumrequirement,themethodsuggestedbyanypotentialconsultantshouldatleastbeacademicallyvalid,withreliableandtransparentdatacollectionprocess.
Theotherhighlywanted(HW)requirementisthatthemethodcouldprovideaconvincingnarrativethatcanexpresscomplexstoriesinaneasytounderstandpresentation.Thisisespeciallytruetothefunderwhoprovidestheresourcesfortheprojectandthebeneficiary,andtheotherrelateddimensionsofthebenefi-ciary.IftheHongKonggovernmentorsomebigfunderstakestheleadtoadoptcertainmethod(s),itwillwellbecomeanindustrystandard.ItisalwaysagoodideatoadoptthemainstreampracticessothatlatertheSIMresultscanbebench-markedwithothers.
Themediumwanted(MW)requirementsrelatetothecapabilityoftheconsutlant,whoisrequiredtoconductthemeasurementanddefendthemethodandresultsinfrontofacademicsandfunders.Professional,commercialandacademicresearchexperiencesandcompetencearerequired.Publicationsandsimilarpreviousjobexperiencesareindicatorstoreflectthecompetence.
MediaexposureinSE/CSRcross-overservestwodualWIN-WINpurposes:
ThepublicitystrengthensboththecorporatebrandandtheSEbrand.TheenhancedreputationalcapitalofsuccessstoriessupportedbySIMresultsupliftconfidenceforbothsidesofcross-over.
Astorywell-toldeducatestheinternalandexternalstakeholdergroups(Internal–corporates/governmentfundersandSEoperators;andExternal–beneficiaries,consumersandmedia)tochangeattitudeandbehaviortowardstakingactionstosupportsociallygooddeeds.Therippleeffectofsuchpubliceducationcouldbe,enhancedCSRandCSVeffortsinpovertyalleviationandenvironmentprotection;furtherdevel-opmentofemployees’volunteeringengagements;voluntaryparticipa-tioninethicalconsumption;repeatedinterestinpublicitycoverage;orevennurturingofsocialentrepreneurialspirits.
1
2
Foranyofthepurposesachieved,therecouldbepositivecontributiontosocietalbetterment.ThereisalotmoremeaningcarriedwithmediaexposureforCSRandCSVefforts.ThetablebelowshowsaPotentialOpportunitiesAnalysis(POA)onhowtoincreasemediaexposureonSEdevelopmentthatfacilitatesconsumersupporttoprocureservicesandproductsfromSEswhichinturnwillusetheincometohirethesociallydisadvantaged.
Sincethenatureis‘DoingGood’,sometop-gradecelebritieswillparticipateintheeventsvoluntarily.DuetothepresenceofthecelebritiestherearefreemediaexposureswithEquivalentAdvertisementValue(EAV)ofaboutHK$800,000,whilethecostofthewholeeventisonlyHK$100,000.Thekeyistobuildtherelationshipwiththecelebrities.
Thesecondtypeofmediaexposureistheseriesofinterviewsofthesocialentre-preneursand/orthebeneficiaries.Inthiscase,threeradiostationsareinterested.Thecontentcanbethefounderstory,beneficiarystory,turnaroundstory,innova-tions,controversialtopics,andtruthofmyths.
Thethirdtypeisthepapermediaandonlinemedia.Sincethesearevisualexpo-sures,numbers,photos,charts,andtitleofthestoriescanattractreaders.Thelasttypeispaidadvertisement,whichusuallycouldprovideconcessionratesforNGOs.
POTENTIAL OPPORTUNITIES ANALYSIS
Goal Opportunities EAV Promotion Cost
EAV HK$4.8 Million
Celebrity $0.8M Relationship $0
Radioprogram $2.4M Newcontent $0
OtherMedia $1.1M Rhetorical $0
Advertisement $0.5M Negotiation $100K
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Excursus · What is Social Impact Measurement (SIM)?
Balancing Profit and Social Welfare: Ten Ways to Do It 45
VARIANT GOAL
Variants of profit maximisation
Simpleprofitmaximisation(1) Maximiseprofit
Enlightenedprofitmaximisation(2a)
Maximiseprofitthroughcontributionstosocialwelfare
Constrainedprofitmaximisation(2b)
Maximiseprofitsothatsocialwelfareoutcomesstaywithinanacceptablerange
Variants of multi-objective firms
Hierarchicalgoalswithprioritytoprofit(3a)
Maximiseprofit,thenmaximisesocialwelfarecontributionswithoutadverselyaffectingprofit
Weightedcombinationofgoals(3b)
Maximiseaweightedcombinationofprofitandsocialwelfarecontributionswithweightsthatvarybasedonpresetcriteria
Complementarygoalswithequalprioritygiventoprofileandtosocialwelfare(3c)
Maximisebothprofitandsocialwelfarecontributionsequally
Hierarchicalgoalswithprioritytosocialwelfare(3d)
Maximisesocialwelfarecontributions,thenmaximiseprofitwithoutadverselyaffectingsocialwelfare
Variants of social welfare maximisation
Constrainedsocialwelfaremaximisation(4a)
Maximisesocialwelfarecontributionssothatprofitoutcomesstaywithinanacceptablerange
Enlightenedsocialwelfaremaximisation(4b)
Maximisesocialwelfarecontributionsthroughprofit
Simplesocialwelfaremaximisation(5)
Maximisesocialwelfarecontributions
(Smith&Lankoski2018)
ToconcludethediscussiononSIManditsrelativeimportancetoSE/CSRcross-over,twocomparisontablesdevelopedbyFSEScharacterizingtheresultsofcommunityinvestmentareattached.Itisimportanttoarticulatesocialimpacttofundersespeciallywhenthegovernmentisthefundingsourceoftheprograms.Theresultsshowninthecomparisonarepresentedinsimplenumericterms,easilyunderstandableandareactuallyquotedextensivelybyindustryandgovernmentofficials.Theyareexamplesofpubliceducationandreputationalcapitalforthestakeholdersinvolved.Theresulthelpstobuildconfidenceforcorporatestostrideintocommunityinvestment(CSR)andclearsalotofmisunderstandingsthatmayhavecloudedtheirdecisionbefore.
45 Smith,N.C.&Lankoski,L..(2018,June19).BalancingProfitandSocialWelfare:TenWaystoDoIt. INSEAD Knowledge.Retrievedfrom: https://knowledge.insead.edu/responsibility/balancing-profit-and-social-welfare-ten-ways-to-do-it-9421
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Excursus · What is Social Impact Measurement (SIM)?
ESR 3Es Total
Period of data 2007–2013 2007–2013 —
Grant given (HK$) HK$156M HK$52M HK$208M
Number of SEs 144 75 219
Average grant/SE HK$1.08M HK$0.69M HK$0.95M
Socially disadvantaged/ disabled employees 2,064(FT+PT) 541(FT) 2,605
Workfare (HK$) HK$64.0M HK$40.5M HK$104.5M
Workfare/SE (HK$) HK$444,444 HK$540,000 HK$447,169
Annual SROI 41% 78% 50%
Wage/month/employee (HK$) HK$2,584 HK$6,238 HK$3,343
Survival rate at 5th year 77% 75% 75%–77%
Media life span N/A 9.3years ~9.3years
Accumulative SROI over 9.3 years 382% 724% 446%
Comparing and Integrating Results of ESR 46 and 3E 47 Program 48
KPI UK (Led by DTI)
Korea (Led by MoEL)
HK (Led by HAB)
Scale of the SE Sector
Based on CIC-registered SEs
Total11,230SEs(7/2015data)TotalRevenue £2.083billion, 0.11%ofGDP (2014data)
Based on registered SEs
Total1,082SEs (9/2014data)
TotalKRW$952billion, 0.07%ofGDP (2014data)
Based on registered SEs
Total527SEs (2015data)
TotalHK$1.5billion, 0.06%ofGDP (2014data)
Based on assumed SEs
Total62,000SEs (2007data)
Total£24billion, 1.45%ofGDP (2007data)
Based on assumed SEs
N/A
Based on assumed SEs
N/A
Financial Self-Sustainability
SEs at break-even/profitable
73%ofSEs (2013data)
SEs at break-even/profitable
14%ofSEs (2012data)
SEs at break-even/profitable
62.9%ofSEs (2014data)
Market toughness benchmark
SMElifespan: 7.2years
Market toughness benchmark
SMElifespan: 6.3years
Market toughness benchmark
SMElifespan: 3.7years
Social Impact
Social return on investment
N/A
Social return on investment
N/A
Social return on investment
AnnualSROI:48% CumulativeSROI:
446%over9.3years medianlifespan
Workfare content in price
N/A
Workfare content in price
17%
Workfare content in price
Average16.7% (2014data)
Comparing the Key Performance Indicators of the Social Enterprise Sectors among Hong Kong,
United Kingdom, and Korea 49
46 ESRstandsforEnhancingSelfReliancethroughDistrictPartnershipProgramme.ItisaninitiativesponsoredbyHomeAffairsDepartmentofHongKongSARGovernmentandhavefundedover200successfulSEprojectssinceitsinceptionin2007.
47 3EstandsforEnhancingEmploymentofPeoplewithDisabilitiesthroughSmallEnterpriseProject.ItisaninitiativefundedbySocialWelfareDepart-mentofHongKongSARGovernment.
48 Kee,C.H.(2013).SocialReturnonInvestment(SROI)ofEnhancingSelfReliance(ESR)throughDistrictPartnershipprojects.FSES.Retrievedfrom:https://www.thinkers.hk/ourdb/files/[email protected]/fses_June_Article.pdf Kee,C.H.(2013).SocialReturnonInvestment(SROI)of“EnhancingEmploymentofPeoplewithDisabilitiesthroughSmallEnterpriseProject”(3E).FSES.Retrievedfrom:https://www.mindvan.com/ourdb/files/[email protected]/fses_august_Article.pdf
49 KeeC.H.Kwan,C.H.T.&Kan,C.K.C.(2016).Comparing the Key Performance Indicators of the Social Enterprise Sectors among Hong Kong, United Kingdom, and Korea.FSES.
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APPLYING DESIGN THINKING TO FORMULATE CSR PROGRAMS WITH SOCIAL IMPACT
Chapter 3
AccordingtoaHarvardBusinessSchoolresearchregardingtheCSRpracticeof142companies,CSRpracticesareexplainedinthreegenericinitiativesof(i)purephilanthropyfocusthatcreatesvalueprimarilyforthesociety;(ii)operationimprovementinsocialorenvironmentalareasthatcreatesmorevaluetothesocietythantothefirm;and(iii)transformingexistingbusinessmodeltoaddresssocialorenvironmentalchallengesaltogetherandcreatesharedvalue.
Apparently,thewidelyacceptedidealofcreatingsharedvalue–economicandsocial–byCSReffortsisnotthenorm,thereareoftenmultifacetedimplementationthatrunsbetweenthethreetypesofpractices.
CorporatesappeartobequiteagreeabletoalignCSRpracticestothepurposesandvaluesofthestakeholdergroups,yetnotsomuchtototalintegrationofCSRintobusinessstrategiesandpractices.50
WhenSEoperatorstrytobuildlongtermcollaborativerelationshipwithcorpo-rates,itisimportanttothinkinthemindsetofcorporates’CSRexecutives.Tounderstandtargetcorporates’usualandpreferredpracticesisarequiredstake-holdermanagementjourneyfortheSEstoembrace.
DesignThinking(DT)comesintoplaytofacilitatethecrossoverofSE-Corporatecollaboration.DTisasystematicwaytoevaluate,designandsolveproblemswithitsrootssprangfromthe1950s.Thetermispopularizedinthe1990sandsincethenDThasbeenwidelyappliedtomultipledisciplinesasanimportanttoolkittoinforminnovativeandcreativethinking.
50Rangan,K.,Chase,L.,&Karim,S.(2015).The truth about CSR.HarvardBusinessReview,93(1/2),40–49.
48% 39% 13%
Philanthropy Operational Improvement
Business-Model Transformation
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Chapter 3 · Applying Design Thinking to Formulate CSR Programs with Social Impact
Innovation
Inventioniscreatinganewthing,whichmayormaynothaveeconomicvalue.Innovationismoreofa‘business’term.Thesimpledefinitionofinnovationis‘anewsolutionwithbetterresult’.Itcanbeanewfeatureoftheproduct,oranewprocess,oranewusageoftheexistingproduct.Inthebusinesscontext,‘betterresult’usuallymeanseconomicbenefit.
Ifitis‘anewsolutionwithworseresult’,thenitis‘innovativelydump’,asitlogicallymeansfinancialloss.
Innovation = Novelty + Entrepreneurship + DiffusionTheScienceofArtificialbyHerbertSimon(1969)51
Design Thinking
Noveltyisthefirststageofinnovation.Newideasmaycomefromtheusersorsuppliers,orbycombiningexistingideas,orbyeureka.Thenewideasareonlyimaginationsuntiltheyarebeingcreatedphysicallysothattheycanbeseen,orfelt,oroperated,orproducesomeresults.Thentheartifactsareputintoanitera-tiveprocesstoimproveitslookandfeelorfunctions.Sometimes,luckisneededtogenerateideasduringthisimprovementprocess.
Entrepreneurshipisthesecondstageofinnovation.Itmayalsobecalled‘Commer-cialization’.Thepurposeistoimprovethecost-effectiveness,orprice-performancetoenabletheproducttosellinvolume.
Diffusionisthefinalstage.Thisisthemarketingefforttoreachthetarget/massconsumers.
Finally,allinnovationshavetheirexpirationdatewhentherearesubstituteprod-uctsemergedwhichperformbetter.
51Simon,H.A.(1969).The sciences of the artificial.MITpress.
The 3 components of Design Thinking
ThethreecomponentsareUserNeeds,NovelSolution,andTrialandErrorProcess.
User Needs
Novelty
TheoutputofDesignThinkingisanartifactmadebyhuman(asproducer)forhuman(asuser).Theartifactisusefulifitmeetstheneedsandwantsoftheuser,oruselessifitdoesnot.Artifactshavefunc-tionalattributesandaestheticattributes.Intimesofscarcity,thefunctionalattri-butesaremoreimportant,whileintimesofabundancy,theaestheticattributesaremoreimportant.
Therearethreetypesofneeds.First,spokenneedsarewhatcanbeidentifiedthroughsurveyorinterviews.Second,unspokenneedsarewhattheuserwantbutwillnotvoiceoutinpublic.
Thestartingpointofdevelopingnoveltyistoimaginethenewsolution.Theimag-inationcantakefourapproacheswhichcanberememberedasadd, subtract, multiply and divide (+,-,x,/).Thefirstapproachisaddinganewcomponentorfeature.Forexample,Hewlett-Packardaddsthescannerfunctionintotheprinter,thenaddsthecopierfunction,andfinallythefaxfunction.
Thesecondapproachisremovingsomefeaturesorconstraintssothatthecostischeaperortheresponseisfaster.BothUberandAirbnbignorethelegalconstraintsaswellastheconsumerprotectionsandtheassociatedcostsforprovidingtaxi-likeservicesorhotel-likeservices.
Thethirdapproachiscrossingoverwithothertypesofsolutionthatisdifferent.TheconceptofCreatingSharedValue(CSV)byMichaelPorterisacross-overbetweenbusinessandhumanserviceorganizations(HSO),thatis,across-
Forexample,onemayliketowatchpornographicmoviesbutmaynotadmititinaninterviewbyafemaleresearcher.Third,unawareneedsarewhattheusershavenotexpected,butfindtheywantthemaftertheartifactappearsinfrontofthem.Forexample,consumerswillnotdescribesomethinglikeiPhoneinthesurveyonconsumerneedsformobilephone,beforeiPhoneisproduced.TheresultsofthesesurveysonuserneedsandsolutionsfromexistingprovidersshouldbeconcludedasaPointofView.Ifthesurveysarein-depth,theresultisprobablyaUniquePointofView.
overbetweenthesecondsectorandthe thirdsector.
Thefourthapproachisreframingwhatthesolutionshouldbe.HongKonggovernmentevaluatestheSEfundsgrantingschemesbyalotoffinancialmeasuresandoperationdata.Allthesefinancialandoperatingdatareflectthecivilservantsandthegranteesaredoingtheirbest,buttheytellnothingaboutwhetherthepublicexpenditureiswellspent.UntilFSESworkedout(reframed)theSocialReturnonInvestment(SROI)ofthetwoSEgrantingschemes’valueimpactof450%in2013,themoneyisrecognizedaswellspent.Inessence,itmeansthatforeveryonedollarthegovernmentgrantedtoSEs,thesociallydisadvantagedwillreceivebenefitsworth$4.5dollar.Thisistoreframetheevalua-tionfrompagesofthickdatatoasinglenumberonthecost-effectivenessof theimpact.
Autonomy
Demand Supply
Combinatory
Novelty Entrepre-neurship
DiffusionBetter
solutions from othersSerendipity
Cost- effectivenessandVolume
Morepeopleknow&use
Serendipity
Imagination
Cretivity
Aesthetic
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Chapter 3 · Applying Design Thinking to Formulate CSR Programs with Social Impact
A Control System
A Plan-Do-Check-Act Cycle
Trial and Error ProcessThisistraditionalwisdom.Inthe19thcentury, this wisdombecametheControlTheoryinwhichthedeviationbetweenthetargetandthesystemoutputfeedbackintothesystem’sinputsothattheoutputwouldbeadjustedaccordinglyuntiltherewasnomoredeviationbetweenthetargetandtheoutput.In1970’s,thecontroltheoryevolvedintothePlan-Do-Check-Act(PDCA) p rocess in Tota l Qua l i t yManagement.The‘Plan’isthetarget,The‘Do’istheoutput.The‘Check’isonthedeviation.The‘Act’isthefeedbackbasedonthe‘Check’intotheinputofthesystem.
InDesignThinking,thethinkingonnoveltyisthe‘Plan’.Theprocessofcreatingthe initial artifactcalled‘Prototyping’isthe‘Do’.Theengage-mentofstakeholderstoprovidetheiropinionontheartifactisthe‘Check’.Tore-designandre-createtheprototypeisthe‘Act’.Finallyiftheprototypingjustusesbare-enoughcost,thenitiscalled“Lean”.IfthePDCAhasgonesmoothwithinweeksorafewmonths,thenitiscalled“Agile”.
+-
ACT
OUTPUTPLAN
PLAN
ACT DO
CHECK
DO
CHECK
Social Impact Measurement (SIM) increases the success rate in applying funding
Social Impact Measurement (SIM) based on the DK Model assists the Theory Of Change (TOC)
Inthebusinesssector,investorwillbuystockswhichhaveatrackrecordofmakingprofits,orhaveatrustworthyCEO/managementthatprovidesattractivefinancialprojections.Thehighertheprofit,thehigherthepricetheinvestorwillpay.Aslongasprofitisgood,theinvestorsdonotcareaboutthecoststructure.
Butinthesocialsector,thepractitionerwhoapplyfundingfromdonorseldomprovidestheSIMresultsofpreviousprojects,orprovidesaforecastoftheSIMofthecurrentprojectapplyingforfunding.Atpresent,thisisnotaproblemasnearlyallNGOswillnotprovidethedata.Hence,evenwhenknowledgeabledonorsintendtolookforapplicationswithSIMresults,thereareonlyapplicationsshowingoutputdataandsomeprimitivesatisfactoryoutcomedata.
Associalimpactmeasurementisgettingmorepopularinthesocialenterprisesector,thefundersordonorswillhavechoices.Theycanpicktheapplicationswiththehighestcost-effectiveness.
TheDonaldKirkpatrick(DK)modelisbasedontheholisticviewofhumanbehaviorrelatedtoaffective,cognitive,andbehavioralaspects.ThesethreeaspectsarethefirstthreelevelsofDKModel.
IftheproductofNGOsorSEscouldenable‘achangedhumanlife’,thenitrequirestheservicetargetorbeneficiarytohavebehaviorchange(e.g.gettingridofaddiction).Thebehaviorchangewillhappenonlywhenthereiscognitivechangeinknowledge,skill,orattitude.Theservicetargetwilllearnthecompetenceonlywhentheyfindthelearningprocessenjoyable.This‘Satisfaction→Cognitive→Behavior’processischaracterizedasaTheoryOfChange(TOC).IfasocialserviceprojectexhibitsSIMresultsbasedonDKModel,thenitisalreadyexpressingitsTOCframework.
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Chapter 3 · Applying Design Thinking to Formulate CSR Programs with Social Impact
Situation Analysis
Shared Planning
Hoshin as a kind of Strategic Plan
The Targeted 4 Levels of Impact as the Strategies in the Plan
Theword‘Hoshin’isatranslationfromJapaneseintoEnglish.TheoriginalrootofthisJapanesewordisfromtheChinesephrase‘fangzhen’(方針)which meansthesmallcompassthatpointstotherightdirectionastheholderofthecompassmoveforward.
Nowadays,Japaneseusesthiswordtoillustrateaone-pagestrategicplanbusinesscanvas.Byputtingallthestrategicplanningelementsintoonepage,thereaderscanhaveaholisticviewofthelogiclinkagesamongsttheelements.Furthermore,bybeingone-page,thereisahigherprobabilitythatthereaderscanrememberallthe
strategies.Thepurposeofaplanistoremindthatthereisaneedofchangeofbehaviorfromtheroutine.Ifthereadercannotrememberthechangesrequired,theplanisuseless.
The‘I’inthecolumn‘IxP’istheimpor-tanceofthestrategyinrealizingthemission.The‘P’istheprobabilityofsuccessofthestrategy.Bylistingout‘I’as‘High,Medium,orLow’(H,M,L)andthesamefor‘P’,thestrategiesscoreiswellprioritized.ForstrategiesthatscoreML,LM,LL,theyshouldbedeletedsothatresourcescanbefocusedontheHH,HM,andMH.
InStrategicPlanning,therearethreesteps:SituationAnalysis,GoalsSetting,andActionsPlanning.Inotherwords,wewillpickactionswhichcancontributetotherealizationofgoals.Forexample,ifwewanttotrainyoungex-offenderstostartuptheirownsmallbusiness,thenweneedatleastfourstrategies:
• Thefirststrategyistoensuretheirlearningexperienceisajoyfulonesothattheywillsitthroughthewholetraining.
• Thesecondstrategyistoensuretheycanunderstand/graspthecorebusi-nessskills.
• Thethirdstrategyistoensuretheyapplythelearningtowritethebusi-nessplanandsubmittheplantothevariousfundingorganizations.
• Thefourthstrategyistoensurethesuccessrateofthefundingappli-cationsothattheunitcostofeachsuccessfulentrepreneurisreasonable.Abenchmarkisthefee($7,100)of
the39-hourcourseof‘ManagementforSocialEnterprises’inHKU-SPACE.Anevenbettermeasurementisthatthetotalmoneyearnedbysuccessfulentrepreneursismuchmorethanthetotaltrainingfee.ThisistheSROIwayofjustification.
Therecanbeadditionalstrategiesaslistedbelow:
• Thefifthstrategyistoplanforfreemediacoverageonsuccessfulstories.Thesekindofstoriesinthemediacanbeviewedasakindofpubliceduca-tion.Incasetherearemanystories,thenthesestoriescanbecompiledintoabookletasaknowledgeproductforsubsequentlearners.
• Thesixthstrategy is tobuildanalumninetworksothattheycanhavesynergisticmutualhelp,support,orcooperationamongsttheirbusiness.
Organization: Where WhenPeriod: WhoOwner: WhichVersion:
1 Thecoursedesignissimilartothe‘ManagementforSocialEnterprise’byHKU-SPACE,whichrequires13sessionseach3hours,andthecoursefeeis$7,100/pax
2 TheImpactswillbemeasurementbyDonaldKirkpatrickFourLevelmodel
3 ....
MissionTotrainyoung
ex-offenderstostartupsmallbusinesses
GoalsThesocialimpacts
createdissogood,thatnextproposalisalso
approved
Strategy KPI IxP Owner
a) Thelearningisjoyfulduetothecoursedesign >4.3 H,H
b) Learnersacquirecoreskillsforstartupplanning >3.5 H,H
c) Learnerswrite/submitbusinessplansforfundingAbletosecurestart-upfund
>20% >15%
H,M H,L
d) Theearninginthefirst3years ofthesuccessfulentrepreneursascomparedtothetotalprogramcost
>33% H,L
e) Mediacoverage(EAM)ontheprogram >0.1M M,L
f) Thelearnersjointhealumniactivities >50% M,L
KPI Key Performance IndexI ImportanceP Probabiity
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Chapter 3 · Applying Design Thinking to Formulate CSR Programs with Social Impact
Writing Proposals to solicit Corporate CSR Cross-over
Theyear2018markstheseventhyearoftheTitheEthicalConsumptionMovement(TECM)organizedbyFSESandsponsoredbytheHomeAffairsBureau.In2017,FSESpilotedacapacitybuildingprogramtotrainselectedSEsonmanagementskills.Theprogramwasverywellreceived.InTECM2018,muchstrongercapacitybuildingelementsareincorporatedintoTECMtargetingmoreSEoperators.Thecapacitybuildinginitiativehasatwo-prolongedobjective.
1 Uplifting of Management Skills:AseriesofmanagementseminarsareorganizedrelatingtomanagementskillsrelevanttoSEoperation.TherearealsoadditionalcoachingsessionstoadviceindividualSEstotackleimminentmarketingandmanagementissues.
2 Corporate bridging:Focusspecificallyonwritingandpitchingproposalstofundersandcorporatesponsors.
FromtheSPOTanalysis,itisapparentthatbothcorporatesandSEsarelookingforopportunitiesofcollaborativecross-fertilizationforsocialgoodandsocialimpact.
Toillustratethelearningoutcomesofthisyear’scapacitybuildingprogram,itisbesttosharetheworkoftheSEsbasedonasuggestedstakeholdersmappingtemplate.ThekeyfactsrelatedtoindividualSEsarediscussedandrefinedthoroughlytohelpthemtofocustheireffortinunderstandingtheirrelevant stakeholders.
–TimCook,CEOofApple
Stakeholders Mapping
The company does “a lot of things for reasons besides profit motive. We want to leave the world better than we found it.”
Prioritize & FocusBestifsinglefocus
Who are you?Your Key Business Needs?
Your Social Mission
Your Work
Stakeholders’ interest (research)Doyourhomeworkonthekeytargets
Recent interestPrevious workPublicity
Corporate beliefs, resources, interests.
Related stake-holders interests are/could also be fulfilled
Potential ScenariosVisualizingonpaper
Actionable plans (on how to engage)Plan APlan B
Action steps:
Participation format
$$
People
Time
Identify Key Target CorporationsDoyourhomeworkonthekeytargets
Funders/ Charities Foundation Corporates...
Why you fixate on your particular target corporate(s)
Shaping WIN-WIN storiesHowdoyouwanttoshapethestory?
Specific VALUES in a few strong statements
Social impact (Best if SROI cited in numeric terms)
CSR/Sustain-ability Stories
Reputation
Timeline/Next stepsAnopportunity(gooddeed)notbemissed
Unreservedly easy to fulfill outright
Add some sense of urgency.
It is now or never!!!
• Spokenneed,TOCreview
• Zoom-instudy• BetterthantheBest
• UnspokenorUnaware• Adaywithuser, Need,Want,Fear
• Imagination• Aesthetic(Empathy)• UniqueValue Proposition
• InitialHypothesis• Controlhandles• HoshinKanri(方針管理 )
• Prototyping• Stakeholderviews• Shortcycles improvement
• Diffusionprocess• POAonTippingpoint• FocusonG.A.P.S.
• Returnsoninvestment• Unitcostsforinputandscoresforoutcomes
• NewBehavior, socialN/Ws
• Transactionsatisfaction• Well-beingbenchmark• Mixmethods,Story
• Empowermentthru’KSA
Understand – Due Diligence
Observe & Explore
Point of View
Shared Plan
Pilot PDCA
Rollout in scale
L4: Cost-effectiveness
L3: Behavior impacts
L1: Affective impacts
L2: Competence impacts
Integrating Social Impact Measurement, Design Thinking and Hoshin Planning
Value Proposition
Good idea is Not Good Enough
Value Delivery
Better than the Best
Value Communication
The Best is Far from Perfect
Serendipity
* GAPS Analysis of Goals, Actual or Abilities, Past or Perceptions, and Standards KSA Knowledge, Skills and Attitude POA Potential Opportunities Analysis
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CASES OF SE AND CORPORATE CROSS-OVER PROGRAMS BASED ON DESIGN THINKING
Chapter 4
WEDOGLOBAL,foundedin2011,aimsatbuildingaplatformforpeoplefromdifferentethnicitiestointeractwitheachotherforachievingthepurposesofdiver-sityandinclusion.
TheFoundersofWEDOGLOBAL,BoscoNgandEvaWong,havethevisionofcreatingharmonyamongstpeopleofdiversebackgrounds.AccordingtoWong,“Wewouldliketowalkwithethnicminorityyouthtogether,toempowerthemthroughskillsdevelopmentandemploymentopportunitiesforthemtosharetheirculturesandtraditions.Theycanbecometherolemodelsoftheircommunitiestocreatebiggerimpacts.Gradually,theysetexamplesofhowethnicminoritycancontributetothesocietyasanactivecitizen.”
WEDOGLOBALisaself-sustainablesocialenterpriseandoneofthelargestsocialenterprisesprovidingethnicminoritytoursinvariousdistrictsinHongKong.Apartfromeducationaltours,theyprovidetotalsolutionstocorporates,includingmulticulturaltraining,teambuildingactivitiesandcorporatesocialresponsibility(CSR)programs.Throughtheactivities,bondingandunderstandingbetweenstaffmembersisestablished.Atthesametime,knowledgeandawarenesstowardsdifferentculturesandrelatedsocialissuesalsoclaimbenefitstowardsthestaffdevelopment.
Some recognitions of WEDO GLOBAL• TheHongKongYouthServiceAward2017(FounderofWEDOGLOBAL)
• SIEfundandThePeninsulaSocialEnterpriseIncubationFund2016
• GlobalFinal12,GlobalSocialVentureCompetition2015(USA)
• GrantedSocialEnterprise,DBSFoundation2015(Singapore)
• GrandAward,SocialVentureCompetitionAsia2015(SouthKorea)
• GrantedSocialEnterprise,DBSSocialEnterpriseAdvancementGrant2014
• Awardee,PolyUMicrofund2012,TheHongKongPolytechnicUniversity
• Oneofthefirst20socialenterprisesinHongKongtoreceivetheSocialEnterpriseEndorsementMark(endorsedbyCityUniversityofHongKongandHongKongGeneralChamberofSocialEnterprises)
+85221572181 [email protected] www.wedoglobal.com wedoglobal
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Chapter 4 · Cases of SE and Corporate Cross-Over Programs Based on Design Thinking
Situation of Ethnic Minorities in Hong Kong
Growing Ethnic Minority PopulationEthnicminorityisarelativeconcept.InHongKong,itreferstonon-Chinesepopulation.Excludingforeigndomestichelpers,thehighestethnicminoritypopulationwouldbeSouthAsians,includingIndians,Pakistanis,Nepalese,BangladeshisandSri-Lankans.
Duetohistoricalreasons,anumberofSouthAsianscametoHongKongasPoliceorforbusinessduringtheBritishcolonialtime.AfterHongKongreturnedtoChina in 1997, theyhavebeenpermittedtostaybehindinHongKongasarecognitionoftheircontributiontothedevelopmentoftheterritory.
High Poverty RateBeforeHKSARgovernmentpolicyinter-vention,SouthAsianshavearatherhighpovertyrateof25.7%.AmongstthewiderSouthAsianpopulationinHongKong,thepovertyrateofPaki-stanisismostseverewithapovertyrateof56.5%,implyingthatoneoutoftwoPakistanisislivinginpoverty.ThepovertyrateofNepaleseandIndiansareat17.4%and14.8%respectively.53
Accordingtothe2016PopulationBy-census52conductedbyHongKongCensusandStatisticsDepartment,thenumberofSouthAsiansincreasedsignificantlyby71%overthepast10years,theirpopulationhasreached84,875in2016,whichconstitutesto1.15%of thewholepopulation in HongKong.
With the rapid increaseof ethnicminoritycitizensinHongKong,theyarenotonlythepotentialcustomersbutalsopotentialworkforcewhomaysupportthefuturedevelopmentofHongKong.
Low Acceptance Level in SocietyHowever,thegrowthofethnicminoritypopulationalsocreatesconflictsandsocial issues.Accordingtoaracialacceptancesurvey conductedbyUnison,54theacceptanceleveloflocalChinesetowardsSouthAsianis18-21%lowerwhencomparedtotheaccep-tanceleveltowardslocalChinese,inareasofneighborhood,educationandworkplace.
53 HongKongCensusandStatisticsDepartment.(February2018).Hong Kong Poverty Situation Report on Ethnic Minorities 2016.GovernmentofHongKongSpecialAdministrativeRegion.Retrievedfrom:https://www.povertyrelief.gov.hk/pdf/Hong%20Kong%20Poverty%20Situation%20Report%20on%20Ethnic%20Minorities%202016.pdf
54 HongKongUnison.(2012).RacialAcceptanceSurveyReport.Retrievedfromhttp://www.unison.org.hk/DocumentDownload/Researches/R201203%20Racial%20Acceptance%20Survey%20Report.pdf)
52 HongKongCensusandStatisticsDepartment.(2016).2016 Population By-census.Retrievedfromhttps://www.bycensus2016.gov.hk/tc/ press-detail24.html
South Asian
Acceptance as Neighborhood
Acceptance in Education
Acceptance in Workplace
Chinese
64%
85%
69%
87%
70%
89%
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Chapter 4 · Cases of SE and Corporate Cross-Over Programs Based on Design Thinking
Theory of ChangeIfthereisamulti-culturalenvironmentthatcancreatemoreunderstandingandcollaborationamongChineseandnon-Chineseethnicminorities(i.e.training,co-creation,networkbuilding,overseaslearning);andempowertheparticipantsthroughskillsdevelop-ment,communityinvolvementandglobalaswellasculturalexposure,thenon-Chineseethnicminoritieswillbeabletodevelopasenseofsocialinclusiveness.Theyareinspiredandmotivatedtobuildupconfidence,tacklechallengesandbuildamulti-culturalHongKongtogetherwiththeir Chinesepeers.
Ifethnicminoritiescanbeengagedinthecommunitythroughdifferentactiv-ities,theycangraspabetterunder-standingandconnectionwithdifferentstakeholders.Buildingawarenessaboutculturaldiversitywithinthecommunityisafoundationofamulticulturalandintegratedsociety.
Ethnic Minority Companies
• Free Training
• Employment
• ReferralofJobs
• SocialnetworkofEM
• Co-createtours
• ReferralofnewEM
• Multiculturalteambuilding
• Trainingworkshop
• CSR/CSVprograms
• $Income(B2B)
• Referralofcustomers
• Volunteers/Mediaexpose
Understand self cultural identity and Chinese cultureSocial Inclusion & Social networkPoverty & Unemployment
Cultural awareness and sensitivity in workplaceBelonging to companiesPerception and discrimination towards ethnic minority
Language and Cultural Barrier AconsiderableproportionofSouthAsianchildrenarebornandraisedinHongKong,othersmaycometoHongKongwithparentsatveryyoungage.Education,especiallylearningChinese,isoneofthemajorchallengestoSouthAsianswhenblendingin.BothSouthAsianchildrenandadultsalike,arelessproficientinreadingandwritingChinese.Astheygrowup,theuseofChinese(writtenandspoken)continuestoposeamajorchallenge,bothinstudyoratwork.
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Chapter 4 · Cases of SE and Corporate Cross-Over Programs Based on Design Thinking
SE-Corporate Collaboration
Desirability Feasibility Viability
Creating Shared Values
Applying Design Thinking Model
AccordingtoMichaelPorterandMarkKramer’sarticleinHarvardBusinessReviewonthenotionofcreatingsharedvalue,“Companiescouldbringbusinessandsocietybacktogetheriftheyrede-finedtheirpurposeascreatingsharedvalue—generatingeconomicvalueinawaythatalsoproducesvalueforsocietybyaddressingitschallenges.Asharedvalueapproachreconnectscompanysuccesswithsocialprogress.”55
DesignthinkingisagreattooltostartSE-Corporatecollaboration.Throughhuman-centereddesign,itiseasytounderstandvariousstakeholdersinthe collaboration.Thedesignprocessstartswiththreesimpleyetkeyquestions:
Asasocialenterprise,WEDOGLOBALbelievesinsynergyincreatingsharedvalueswithcompanies,communitiesandnon-governmentalorganizationstocreatecross-sectorimpacts.Throughapplyingthedesignthinkingprocedures,WEDOGLOBALfocusesonhuman-centereddesigntocreateinnovativeandcustomizedprograms.
Inrecentyearsconsumersaremoreawareoftheoverallvaluesprovidedbycompanies,includingbranding,prod-uctsorservices,andtheirimpactstothesocietyandenvironment.CSRmaybefamiliartomanycompaniesandtheyhavesetvariousgoalstohavebroaderinfluencesontheirlong-termsuccess.
Design thinking is a human-centered approach to innova-tion that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.56
— Tim Brown, CEO of IDEO
Start Here
Desirability
Feasibility Viability
Whatisdesiredbythetargetgroup? (e.g.EthnicMinority)
Whatarethedesiredoutcomes bythecorporate?
Whatistechnicallyfeasible forSEandcorporates?
Istheideafinanciallyviablefor bothSEandCorporates?
55 Porter,M.E.,&Kramer,M.R.(2011).Creating Shared Value. Harvard Business Review,89(1/2),62–77.
56 IDEOU(OfficialWebsite).Design thinking is a process for creative problem solving.Retrievedfromhttps://www.ideou.com/pages/design-thinking
Best Available Solution for SE-Corporate Collaboration
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Chapter 4 · Cases of SE and Corporate Cross-Over Programs Based on Design Thinking
Roles of Social Enterprise and Corporate CSR Managers in Design Thinking Procedures 57 & 58
Design Thinking Roles of Social Enterprise Roles of Corporate CSR manager
• Understandtheneedofcorporate
• Understandtheneedofcommunitystakeholders
• Engagethecorporatestafftolearnaboutrelatedsocialissuesthroughtraining/experience
• Coordinateinternalstafftounderstandthesocialissueandrelatedcommunitystakeholder
• DefinetheobjectivesoftheCSR/CSVprogram
• Assigncoreteammembersinthesocialenterpriseandcorporate
• Definetheobjectivesandexpectedoutcomesfortheproject
• Involvestakeholdersincommunitytoco-createmeaningfulprograms
• Setpreliminarybudgetfortheprogram—
• FormulateideaswithcoreteammembersfromSEandcorporate
• Selectfeasibleideaandfinalizebudget
• Sitevisit/rehearsalofprogram/pre-training(mayormaynothappen)
• Reviseideasifnecessary
• Actualdeliveryofprogram
• Capturesocialimpactdataforreport
• Coordinateinternalstafftoco-organizetheprogram
• PrepareCSR/CSVprogram
• Conductareviewmeetingtodiscusstheoutcomesofprogramandfuturecollaboration
EMPATHIZE
DEFINE
IDEATE
TEST (implement)
REPEAT (feedback loop)
PROTOTYPE
57 TheHassoPlattnerInstituteofDesignatStanford(2010).AnIntroductiontoDesignThinkingPROCESSGUIDERetrievedfrom:https://dschool-old.stanford.edu/sandbox/groups/designresources/wiki/36873/attachments/74b3d/ModeGuideBOOTCAMP2010L.pdf
58 IDEO,D.K.(2015).Thefieldguidetohuman-centereddesign.(P.14)
Collaboration with DBS Bank
WEDO GLOBAL AND DBS BANK
WEDOGLOBALandDBSBank(HongKong)Limitedsharethevisiontoembracediversityandinclusion.DBSBankalsosupportssocialentrepreneurshipwiththebeliefthatSEscancreatebiggersocialimpactswithsocialmissionandsustainablebusinessmodel.
Theactivitiesco-createdinclude(i)culturalteambuildingactivitieswithagroupofDBSBankstaffteam;(ii)sustainablevolunteerprogramsforethnicminoritychildren;and(iii) mentorshipandco-brandingevents.Itmarksagreatsuccessandexampleforthemultiple-winsituationsforcorporate-socialenterprisecollaboration.
In2016,65colleaguesfromtheDBSBankparticipatedinthemulticulturalteambuildingandtrainingorganizedbyWEDOGLOBAL.Withthethemeof“DiversityandInclusion”,WEDOGLOBALCulturalAmbassadors(fromdifferentculturalbackgrounds)whohadgonethroughWEDOGLOBAL’strainingsharedtheirculturesandthecommonchallengestheyhadencountered.Through interactivesessions,DBSbankcolleaguescouldhavedirectdialogueswithpeoplefromdifferentculturalbackgrounds.Intotal,445traininghourswereprovidedtoDBSBankcolleaguestoenhancetheirempathy,teambondingandculturalsensitivity.
Cultural Team Building Activities
“Our continuous support to SEs never stops! Joining hands with SEs not only fosters social changes, it also helps improve our customer services mindset. Through the multicultural workshop by WEDO GLOBAL, we have under-stood the needs of people from different backgrounds. We were also inspired on how to provide better caring services to build a more inclusive community.”
CASE 1
EMPATHIZE
DEFINE
PROTOTYPEREPEAT!
TEST
1 3
4
2
56
IDEATE
WEDO GLOBAL AND DBS BANK
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Chapter 4 · Cases of SE and Corporate Cross-Over Programs Based on Design Thinking
In2017,colleaguesfromDBSbankinHongKongparticipatedintheEthnicMinorityCulturalTourorganizedbyWEDOGLOBAL.TheywereabletohavedirectinteractionswithethnicminoritiestounderstandthesituationandstoriesofethnicminoritiesinHongKong.TheylearnedandexperiencedtheIndianculturewiththeguidanceofWEDOCulturalAmbassadors.Thisisanempathyexerciseandtasterprogramforvolunteerstobuilduprelationshipwithethnicminorities.
Afterthetour,DBSBankrecruitedcorporatevolunteerstoconductregularvolunteeringsessionswithWEDOGLOBALforagroupofethnicminoritychildrenstudyinginkindergartenin2018.TheaimistocreateauniqueandsustainableexperienceforboththeethnicminoritychildrenandtheDBSBankTeam.ItisarareyetvaluableopportunityforethnicminoritychildrentointeractwithChinesebigbrothersandsisterstolearnabouttheChineseculturesfortheirbetterintegrationtothesociety.Thethemeoftheactivitiesisaroundculturesandfestiveseasons.Itisanunconventionallearningexperienceforboththeethnicminoritychildrenandthecorporatestaff.
Empathy Training and Volunteer Programs Mentorship and Awareness Building Initiatives
WEDOGLOBALisoneofthementeesoftheDBSSocialEnterpriseMentorshipProgramin2017-18.SeniormanagementofDBSBanksharedtheirexpertiseandexperiencewithWEDOGLOBALtohelpequipitsbusinessmanagementskillsandstrengthenitssocialstrategies.DBSalsocreatedthe“DBS×HK01LiveKindCampaign”,59whichcomprisedaseriesofonlinevideosandwebarticles.IntheWEDOGLOBAL’sepisode,popularHKsingerEmanLamjoinedtheWEDOGLOBAL’sWanchaitourtoexperiencetheSikhculture.Thevideoreceivedover250,000viewsonFacebookandYouTubeinamonth.
《DBS x HK01 Live Kind 想像不一樣》WEDO GLOBAL 少數‧多數
59 蘇健進(2018-05-21).WEDOGLOBALxDBSBank“Livekind”campaign.【文化共融】.入廟見人.與少數族裔來一次真摰交 . Retrievedfromhttps://www.hk01.com/社區專題 /183586/文化共融 -入廟見人 - 與少數族裔來一次真摰交流 ?utm_campaign= DBS_2018&utm_source=fbpost+community&utm_medium=SocialORhttps://youtu.be/BX4ocwOk4uU
WEDO GLOBAL AND DBS BANK
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Chapter 4 · Cases of SE and Corporate Cross-Over Programs Based on Design Thinking
Quantitative measurement
Social Impact Measurement of WEDO GLOBAL × DBS Bank Volunteer Programs (2017-2018)
Volunteer hours On-job training hours
Volunteer activities Learning hours 115 505 227
contributedby DBSBankvolunteers Providedfor
ethnicminoritystaff
conductedbyWEDOGLOBALandDBSBank
providedforethnicminoritystudents
TheresultsfromtheevaluationformscollectedfromDBSbankvolunteersshowthatallofthemagreethatthevolunteeractivitiesenhancetheirunderstandingtowardsmulti-cultureinHongKong.
I have enhanced my understanding towards multiculturalism in Hong Kong after the
cultural experience
After the experience, my understanding towards ethnic minority
becomes more positive
33%50%67% 33%
17%Strongly
Agree
Strongly Agree
AgreeAgree
Neutral
I hope to get to know more ethnic minorities in the future
I support corporates to promote Diversity & Inclusion
Theyalsoagreethattheywanttomeetmoreethnicminoritiesinthefutureandsupportthecompanytopromotediversityandinclusion.
50% 50%
Strongly Agree Agree
67%
Strongly Agree
33%Agree
WEDO GLOBAL AND DBS BANK
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Chapter 4 · Cases of SE and Corporate Cross-Over Programs Based on Design Thinking
Inourdailylife,wedon’thavemuchchancetomeetpeoplefromdifferentculturalbackgrounds.Throughthisprogram, LV 1 somememorablemomentstouchedusfromknowingtheethnicminorities. LV 2 Wealsolearntmoreabouttheirculture,e.g.SikhsyearbraceletandthemeaningofSikh.DuringtheSikhtemplevisit,wehadtoguessthemeaningofanIndianword,yetatlastwefoundoutthateventheWEDOGLOBAL’sIndianambassadordidn’tknowtheanswer. LV 3 Thatmakesusrealizethatethnicminorities,eventheygrowupinHongKong,dofacechallengesinlearningnotonlyChinese,butalsotheirmotherlanguage.
LV 1 Gladthatwecancontributetothesocietyinourworkplacebyparticipatinginthecorporatevolunteeringprogram.AfterjoiningWEDOGLOBAL’sprogram, LV 2 wecanbetterinteractwithethnicminoritiesandrecognizethattheyarenotmuchdifferentfromus. LV 3 Wesharedthesevaluablestoriesandexperienceswithourfamilyandfriendstoo.
LV 4 Before,itishardforustobringthemoutsideaswedon’thaveenoughstaffratio.WiththeorganizationofWEDOGLOBALandengagementofDBSBankvolunteers,weareabletoprovideourstudentswithmoreoutdoorexperientiallearning.TheyprovidethestudentswithChineseculturalexperiencethatcanenhancetheirintegrationintomainstreamsociety.
Qualitative Measurement
Throughinterviewswithstakeholders,soundbitesreflectingtheimpactoftheSE-Corporatecollaborationarecaptured.ThelearningandchangesareanalyzedthroughthelensofDonaldKirkpatrickModel.60
DBS Bank’s volunteer
DBS Bank’s volunteer
Principal from the kindergarten
LEVEL 1
Affective
LEVEL 2
Awareness
LEVEL 3
Behavioral change
LEVEL 4
Results (ROI)
60 Kwan,C.H.,Kee,C.H.,Chan,K.F.J.&Ng,C.H.T.(2016).IntroductiontoSocialImpactMeasurement,HongKongContext. Chapter5:Thebeneficiary-centricapproachtoSIM.FSES.(P.16-17)
WEDOGLOBALcollaboratedwithHKBNin2017toprovideCulturalLearningExperienceforlessresourcefulyouthsagedfrom13-17.Over15HKBNvolunteersreceivedavolunteertrainingconductedbyWEDOGLOBALtounderstandmoreaboutthemulticulturaldevelopmentinHongKong.Afterthat,thevolunteersprovidedfeedbacktoperfectthetourdesignandarrangement.Atotalof184participantsjoinedthetours.Theyhadachancetolearnmoreaboutmulticulturaleducationviafunandinteractivetour,whichenhancedtheirknowledgeandawarenessoncross-culturalunderstandingandinclusion.
CASE 2
Collaboration with Hong Kong Broadband Network (HKBN)
WEDO GLOBAL AND HKBN
OBJECTIVES OF THE SE-CORPORATE COLLABORATION
For less resourceful youths• Increaseculturalawareness
throughdirectinteraction
• Enhanceculturalknowledgeandunderstandingaboutethnicminority
• TodirectlyinteractwithethnicminoritieslivinginHongKong
For HKBN volunteers• Gainculturalexperiencethrough
culturalvolunteertraining
• Contributetomotivateunder-privilegedyouthsinlearningaboutdifferentcultures
• ContributetomakeHongKongamoremulti-culturalcity
For ethnic minorities staff from WEDO GLOBAL• Gainworkexperienceand
exchangewithHKBNtalents
• InteractwithlocalChineseandhavechancestosharetheirculture
• Employmentopportunitiesasculturalambassadorsandprojectassistant
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Chapter 4 · Cases of SE and Corporate Cross-Over Programs Based on Design Thinking
WEDO GLOBAL AND HKBN
Design Thinking Roles of WEDO GLOBAL Roles of HKBN
• NeedofHKBN:Talentdevelopment&empowermentofvolunteers,contribu-tiontothesociety
• Needofcommunity:Culturallearningexperienceforlessresourcefulyouth
• TrainingprogramforHKBNvolunteerstounderstandaboutethnicminoritylivingin Hong Kong
• Coordinatevolunteerstounderstandthesocialissuerelatedtoethnicminoritiesliving in Hong Kong
• DefinetheobjectivesandoutcomesoftheCSRprogram:ProvideculturallearningexperienceforlessresourcefulyouthandtrainupethnicminoritystaffofWEDOGLOBAL
• AssigncoreteammembersinWEDOGLOBALandHKBN
• InvolveKowloonMosqueandpartnersinthecommunitytosupporttheprogram
• Setpreliminarybudgetfortheprogram—
• Formulatefinalizedprogramdesignandbudget
• Providefeedbacktorevisetheprogramforabetterlearningexperienceforsecondaryschoolstudents
• Actualdeliveryofprogram
• Capturesocialimpactdataaftereachtourforreport
• Coordinateinternalstafftoco-organizetheprogram
• PrepareCSR/CSVprogramreport
• Conductareviewmeetingaftereachtourtodiscusstheoutcomesoftheprogram
EMPATHIZE
DEFINE
IDEATE
TEST (implement)
PROTOTYPE
Applying Design Thinking Process
Quantitative measurement
Social Impact Measurement of WEDO GLOBAL ×HKBN Volunteer Programs (2017)
Volunteer hours On-job training hours
Volunteer activities Learning hours 90 7010 550
contributedby HKBNvolunteers Providedfor
ethnicminoritystaff
conductedby WEDOGLOBALandHKBN
providedforlessresourcefulyouths
Social Impact Measurement
Aftereachtour,evaluationformsaregiventotheparticipantstocollecttheirfeedbackaboutthetour.165evaluationformswerecollected(totalparticipants:184partici-pants).TheresultswereanalyzedandSocialReturnonInvestment(SROI)wascalculatedasfollows.
I have enhanced my understanding towards multiculturalism in Hong Kong after the
cultural experience
50% 45%
Strongly Agree Agree
5%
Neutral
EMPATHIZE
DEFINE
PROTOTYPEREPEAT!
TEST
1 3
4
2
56
IDEATE
REPEAT (feedback loop)
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Chapter 4 · Cases of SE and Corporate Cross-Over Programs Based on Design Thinking
Itwasavery LV 1 meaningfulandfruitfulexperiencetoconducttheHKBNxWEDOMulticulturalExperienceTour.Iwasabletosharemycultureandtraditionswithothers.Ihadanoppor-tunitytosharemyexperienceandanswerquestionsfromtheparticipantsaswellas LV 2 tolearnfromtheHKBNTalentswhoofferedgreathelpduringthetours.Withtheirsupportsandfreshideas,Iwasabletofurtherenhancemytourguidingskillandcrowdcontrolskill. LV 3 Mostimportantly,theirhumblenessandmotivationtokeepimprovingandprovidinghelptotheneedyimpressedmealot.Hence,thelearningsplayedamajorpartinchangingmyattitudetowardswork. LV 4 ThiswasalsothecontributingfactorformyteamtonominatemetojointheHongKongSocialEnterprisesOutstandingEmployeeRecognitionScheme2017.Themeaningfultoursbroughtchangestotheparticipants,andtheirpositivefeedbacksmadeitallworthwhile.
Qualitative Measurement (Ethnic Minority Cultural Ambassador)
Again,thelearningsandchangesofparticipantswereanalyzedthroughthelensofDonaldKirkpatrickModel.
Ilyas, WEDO GLOBAL Cultural Ambassador
LEVEL 1
Affective
LEVEL 2
Awareness
LEVEL 3
Behavioral change
LEVEL 4
Results (ROI)
WEDO GLOBAL AND HKBN
INPUT
OUTCOMES
PROCESS OUTPUT
• Projectbudget• HKBNvolunteers• WEDOGLOBALstaff• Communitypartners• Preparationmaterials
• 98%participantsfeltmorepositivetowardsethnicminoritiesafterthetours
• 95%participantsagreedthatthetoursenhancedtheirunderstandingofmulticulturaldevelopmentinHongKong
• UnderstandingofethnicminorityinHongKong:Beforethetours(4.27marks)Afterthetours(7.03marks)
• 84.4%participantsincreasedtheirunderstandingofethnicminoritiesinHong Kong
• 89.8%participantshopetoknowmoreaboutethnicminorities
• 87.4%participantshopetotakeactiononproblemsfacedbyethnic minorities
• TrainingforHKBN volunteers
• Ethnicminoritystaffjobtraining
• Culturalexperienceforlessresourcefulyouth
Beneficiaries:• Lessresourcefulyouth:184• Ethnicminoritystaff:2• HKBNvolunteers: Trainingfor15Talents
• WEDOGLOBAL: HKSocialEnterpriseEmployeeRecognitionScheme
• HKBN:AwardeeofSESupporter+
Level 1 Affective
Level 3 Behavior
Level 2 Awareness
My understanding towards ethnic minorities in Hong Kong
10
25
13
38
50
2 5 83 6 94 7 10
Beforetheculturalexperience(mean:4.27marks)
Aftertheculturalexperience(mean:7.03marks)
WEDO GLOBAL SOCIAL IMPACT MEASUREMENT (SIM) (CSR PROJECT WITH HKBN 2017)
14 SE PROPOSALS
7776
APPENDIX
(I) 14ExamplesofONE-PageProposalto Corporates/Funders
(II) SupplementaryExercise1: AnexaminationquestiontocalculatetheSocialReturnonInvestmentinaMasterLevelcourseinSociallyResponsibleMarketing
(III) SupplementaryExercise2: Cost-effectivenessEvaluationofSocialVenture–theBigSocietyinUK
The following cases are summary illustrations of the learning outcomes used by 14 SEs for actual
pitch to corporates. They are included in the 2018 TECM Kick-off
Ceremony Booklet and can be downloaded via TECM website.
14 Examples of ONE-Page Proposal to Corporates/Funders
APPENDIX I
SE PROPOSAL #02
7978
Appendix I
The Down’s Kwan Ngai Service Team
1-3A,G/F,WingHingHouse, FukLoiEstate,TsuenWan,N.T.
2611-9747 2611-9752
SE PROPOSAL #01
Committed to Train People with Disabilities to Succeed in Open Employment
Achievements in the Past 16 Years
Social Mission Use Our Service!
Social Impact
TheDown’sKwanNgaiServiceTeamisanon-profitSocialEnterprisewhocreatesjobopportunitiesforpeoplewithdisabilitiestocontributetothesocietybyprovidingcarbeautyservices.
Supportthedisabled inemployment:
180 Apprentices; 26 Employed workers
85% oftherevenueisforthesalaryofworkerswithdisabilitiesandother
trainingsubsidies
Enhanceworkingskills,empowerthemandchangetheirlife
New Territories South Regional Police Headquarters and Operational BaseCooperatedsince:Year2013 No.ofvehicles:26 Frequencyofservice: 520Washes/Month 4employees;10apprentices
Fuk Loi Estate and our communityCooperatedsince:Year2002 No.ofvehicles:65 Frequencyofservice: 400Washes/Month 2employees;20apprentices
Hong Kong DisneylandCooperatedsince:Year2015 No.ofvehicles:34 Frequencyofservice: 208Washes/Month 3employees
Enhance job capabilities of people with disabilities to land a job in the market and eventually
improve social integration
Purchaseourcarcleaningservice
•Buymonthlycarcleaningservicevoucherforyourcompanyvehicles
•Buymonthlycarcleaningservicevoucherforyouremployeesasastaffbenefit
Allowustoprovidecarcleaningserviceandvocationaltrainingatyourcompanybuildingcarpark
TheDown’sKwanNgaiServiceTeamwascertifiedas aSocialEnterprise(Intermediate)on27November,2014.
PLAN A
PLAN B
1
3
2
4
Trainee in SE
Vocational Training
Internship at work
Employed in the job market
The Salvation Army
Senior Citizens Talent Advancement Project Tung Tau Centre
JoyceHo MarketingandDevelopmentManager TheSalvationArmy
2783-2216 [email protected]
Smart Age Innovation Adventure Project
Corporate Collaboration
Creative Idea
Social Impact
Providediversifiedcoursesforpeopleofage50+toexploretheirstrengthsandpotential,anddeveloptheirwonderful‘’ThirdLife’’
Integratenewtechnology,3Dprintingandcreativethinkingtohelpelderliescultivateaninnovativemindsetforproblem-solving
•Aimatenhancingthequalityoflifeof100elderlieswholivealone
•Energized20retiredpeople
•Developedsocialinnovativeideas (e.g.cleaningdentures,simplifiedclothesdryer,homeworkoutbands)
Activity: Workshop on Innovative Problem Solving Workshop Content
1.Sharingtheinventionofretirees
2.Introducing3Dprintinganditsexecution
3.Understandingelderlies’limitationwithlife&inthecommunity
4.Developingcreativesolutionanddailylife‘’Invention’’
Target:15-20corporateemployees(ofanyage)
Employeeparticipation:Utilizetheirindustryknowledgeandworkexperiencetodevelopcreative‘’Invention’’withtheretiree
Social Impact
Stimulateemployees’creativeproblem-solvingskills
Develop6-10originalproductstoenhancethelifeofelderlieswholivealone
Understandthepracticalityof3Dprintingindailylifeandthepotentialofelderly
Durationoftheprogram:3days (Adjustableaccordingtotheneed)
SE PROPOSAL #03 SE PROPOSAL #04
8180
Appendix I
Hong Kong Youth Talent Institute (HKYTI)
ElvisKu 2153-3940 [email protected]
•Assistsnon-engagedyouthsoncareerandlifeplanning
•Trainupthosewithanartisticpotentialtobeperformersandcoaches
•Provideprofessionalperformanceserviceandtalenttrainingcourse
Established since: Year 2014 Parent Organization: Evangelical Lutheran Church Social Service - Hong Kong
Social Impact
Corporate Collaboration
•Createjobopportunitiesfornon-engagedyouths
• 60%oftherevenueastheirsalary
•Enhancetheirworkingskillsand confidence
•Assisttheminplanningtheircareer
•Changethenegativeimpressionofthepublictowardsnon-engagedyouths
Important Figures (2016 September - 2018 August)•Benefit>100Youths
•Generate$1,000,000salaryfortheyouths
• 60%Youthsbecameclearontheircareerpaths
• 8Youthshaveestablishedtheirowncompany
Past ExperienceSun Life Financial
•Corporatetrainingbytheyouthcoaches
•Enhanceteamspiritinthecompanythroughinteractivedrama
Dutch Lady
•Cooperateonbrandpromotionactivityfor3consecutiveyears
•Provideservicesincludingthemesongcreation,gymnasticschoreographyandteachingtour
•Promotepositiveandsocial-responsibleimageforthebrand
Hospital Authority
•Providedancecoursesfortheemployees
•Trainemployeesforperformanceinmassevents
•Enhancetheteambonding
Service Scopes •Dancing(choreography,performanceandtraining)
•CorporateTraining(teambuilding,communication)
•Shooting(MVandminimovieproduction,eventshooting)
•Songwriting(melodyandlyrics)
• Eventproduction(lightandsoundcoordination)
•Drama(performanceandteaching)
Interactive drama corporate training service •Distincttrainingledbyourtrainedyouths
•Customizedtheme(incl.Communicationskills,teambuilding,creativethinking)accordingtotheneedsofthecompany
•Servicedurationis2-4hoursfor20employeestomakesomebreakthroughinarelaxingatmosphere
•Benefit2youthsbyincreasingtheirincomeandconfidence
Subsidize and participate in youth’s talent training course • $20,000subsidyfora20-hourtalenttrainingcoursewith10non-engagedyouthsand10employees
•Developyouths’talentandworkingskills
• Employeeswillunderstandmoreabouttheyouths
•Performancecollaborationbytheyouthsandtheemployees
PLAN A
PLAN B
Nature Bathing De-stress and Restore in Nature
Social Impact in 5 Months (Mar – Aug 2018)
NatureBathingoffersNaturePlayprogramsforurbancitizenstode-stressandusesrevenuefrompaidprogramstofinancefreeprogramsforstudentsfromlow-incomefamilies.Participantsde-stressthemselvesandlearntohelpothersde-stressthroughtheAmbassadorProgram.
Sponsor & VolunteerCo-createnatureplayprogramsforstudentsfromlow-incomefamilies;engagebyvolunteering
sponsor 15 students and invite 15 corporate volunteers to join a Forest Adventure together
Reference case: Rotaract Club CWB • 15studentsfromPrincipalChanFreeTutorialWorld&15volunteersfromRotaractClubCWBvisitedTaiPoKauNatureReserveforafull-dayprogram
• Resultsfromquestionnairesshoweda2-pointincreaseinHappyIndexand2-pointdecreaseinStressIndex(ona5-pointscale)
naturebathinghk
400+Individualsparticipated
↑ 2 points in “HappyIndex” (A5-pointscale)
20+Nature PlayPrograms
2YouthAmbassadorsTrainedup
Nature Play Program
Yearestablished:2017Founder&Background:WilliamTsang, aregisteredsocialworkerwith>16yearsofexperienceinyouthwork
What is it? •Naturegames•Mindfulnesspractices• 5sensesexperience• Lifereflections
• 74casesofstudentsuicidein2years(8/2015-10/2017)
• 1in2secondaryschoolstudentsshowssymptomsofdepression
•>30%ofHongKongcitizenssufferfromemotionaldistress
•Utilizingtherestorativepowerofnatureasastressrelieverandmoodbooster
• Inspiringurbancitizenstoconnectwithnatureanduseitasanapproachforself-care
• Cultivating environmental awarenessbynatureplayandmindfulnesspractices
What does it do?•De-stressthemind&body•Enhancesocialrelationships• Lifereflections•Environmentalconservation
Social Issue Proposed Collaboration
Learn & Give
Social Innovation
Promoteteambonding&environmentalawareness,fosterinnovationandletemployeesde-stresswithNaturePlay
Corporate Team Building ProgramEachprogramwillsupport30studentstojoinaCostalExploration
Learn-at-lunch workshopEachworkshopwillsupport15studentstogoFireflywatching
SE PROPOSAL #05 SE PROPOSAL #06
8382
Appendix I
St. James’ Settlement GroundWorks
Cumulative Social Impact
Forms of Collaboration
Public Education and Appreciation
BlueHouse,74AStoneNullahLane,Wanchai,HK 2116-1106/8235-4375 [email protected]
Community Production. Support local agriculture. Take from the nature. Make good use of them.
Aim at promoting healthy eating and helping grassroots labor to achieve employment
• SocialReturnonInvestment(SROI)1:7.27
• Farmers,locals,customersandthecommunitygain
•Createjobopportunityforlaborwithdignity
•Succeedinestablishingcommunityproductionmodel
•Productretailswithonlinepromotion
•Productprocessingwithsellingspotsprovided
•Exhibitionandgiftpackagepre-order
•Productionclassesandfarmvisits
Handmade candy biscuits produced with heart
Seasonal food with natural ingredients
Organic vegetables consumed at the best season
Current Service
Foundedin2015,the f irst cateringservicesocialenterpriseofPoLeungKuk.Aimtoprovidetrainingandjobopportunitiestotheunderprivilegedandpeoplewithdisabilitiesinthecommunitytoequipthemselves,enhancetheirself-esteemandeventuallytransformthemtobeself-sufficient.
ProvideresidentsofTinShuiWaiwithhealthyandaffordablecateringservice
Providecustomersfromdifferentdistrictswithmealbox,partysnacksdeliveryandworkshop
Unit507,5/F,TinChingAmenityandCommunityBuilding,TinChingEstate,TinShuiWai,N.T.
3464-0935(Shop);2612-2261(Cateringservice) CaféSunny天晴茶座
Social Impact Proposed Corporate Collaboration
•Preparemorethan20underprivilegedcitizensandpeoplewithdisabilitiesinthecommunityforopenemploymentbyprovidingtrainingandjobopportunities
•StrengthentheSocialNetworkoftheunderprivilegedandpeoplewithdisabilitiesandincreasetheSocialCapitalinthecommunity
•Around45%oftherevenueasthesalaryofemployees
(accordingtotheCensusandStatisticsDepartment,thatofnormalfastfoodrestaurantis25%)
•Enhanceworkingskills,self-esteemandself-identificationoftheunderprivilegedandpeoplewithdisabilitiesinthecommunity
•Achievesocialintegrationandmutualcareattheworkplace
PLAN A
PLAN C
PLAN B
PLAN D
Frequentlyorderourpartysnacksdeliveryservice,mealboxandbarbecuepackagesduringstaffpicnicorcorporateevents.
Attendourworkshopinstructedbylocalwomenorstaffwithdisabilitiestomaketraditionalorregionalsnacksforelderlies.Talktotheelderliesandlearntoappreciatethem.
VolunteerandjoinustogiveoutmealboxproducedbyCaféSunnytotheneedyortheelderlieswholivealoneinTinShuiWai.
Attendourworkshopinstructedbylocalwomenorstaffwithdisabilitieswiththeneedyorpeoplewithdisabilitiestomakeandeatfestiveorregionalsnacks.Deepenthemutualunderstandingandenjoy thefestival.
「共融.共享」 工作坊
「細味.睿智」
「愛心遍圍城」
SE PROPOSAL #07 SE PROPOSAL #08
8584
Appendix I
Our Mission Social Impact
Our 8-year Experience
ShopNo.149,ThirdStreet,SaiYingPun,HK 2857-7072 9532-9328 www.animalse.hk
Reducetheno.ofpetssufferingfromEuthanasiaduetoagingordisabilities.
Providejobopportunitiestotheunderprivileged(underemployedyouthsandrecoveredpeoplefrommentalillness).
Promoteintegrationbetweensocietyandanimals.
•Trained15underprivilegedemployeesin3yearsfromtheyear2015-2017andgeneratedHK$580,000salary
•HK$3.2ineveryHK$10servesasthesalaryfortheunderprivilegedemployees
•Traineesareemployedasvetbeautystylist,vetassistantandpetshopassistant
•Serve100petseveryyear,80%aredogsand20%arecats
•Prolongthelifecyclefor21monthsforoldcatsanddogsofage7+
•Carriedoutprofessionalweightmonitoringexercisefora10-year-oldcattoreduce20%offatsintwomonthsandregainhealth
• Improvedthewalkingposturefor90%ofthepetswhichsufferedfromarthritisthroughphysio-therapy
•100%satisfactionratefromthepetowners
•Chooseourcatanddogvoucherservice
• JointheAnimalSEClub
•Makeitasastaffbenefitforyouremployee’spets
•Attendaworkshoponcaringandnursingofoldagedcatsanddogs
•Provideuswitharentalvenue
•Collaborateanddesignplansforcatsanddogs’transportation
• Fundustoexpandourteam
Provideold-agedpetrecoveringserviceforthe510,000petsinHongKong.
Our Proposals
Establishedintheyear2013,HOHOLIFEaimsatselectinggoodquality,creativeandfashionableproductsforsilveragepeople,soastokeepthemactiveinsociallifeandhelpthemenjoyretiredlifewithdignityandbecool.
1403EasternCommercialCtr, 397HennessyRoad,HK
3568-5193 www.hoholife.com
Social Impact
• Sellproductsinmainstreamdepartmentstores,chainretailbusinessandonlineshoppingplatforms.
•Developmarketingplanstargetingsilveragepeople,providebrandcrossoverandconsultantserviceonold-agefacilitiesfororganizations
Dragon Airline
• Sellthepandamagnifierdesignedandproducedbyusontheirflight
• HOHOLIFEdonatesonemagnifiertoStJames’Settlement’selderliesinneedforeverymagnifiersold(benefit>80elderlies)
Hong Kong Central Library
• Provideconsultationandexecutionplantoonold-age-friendlyfacilitiestoinstallaround100racksforwalkingstickstoreadersinneed
• Enhancechildren’sunderstandingtowardstoneedsofelderlies(benefit>5000elderlies)
The Commercial Press
• Holdtalksaboutpreventionofelderliesfallingdownandsilverage travel
• Enhancepublicunderstandingofelderlyneedsandeventuallyimprovethelifequalityoftheelderlies(benefit~100elderlies)
Corporate Collaboration
Social Impact in Corporate Collaboration
1. Ensurethesafetyof200elderlieswithAlzheimer’sdiseaseandpreventthemfromgettinglostduringthefirstphaseofMicro-smart-GPStracking
2. Achieveaninclusivesocietybyhelpingyoungemployeesandtheirchildrenunderstandtheneedsofelderliesthroughtheelderlyvisitingprogram
Benefits to the Corporate
1. Enhancethecorporateimageofbeingsociallyresponsibleandbecomemoreelderly-friendlyamongconsumers
2. Receiveadiscountonelderlyproductsandreduceemployees’pressurebyshowingcarefortheelderlies
•Promoted‘’ActiveAging’’andourcreativesilverageproductstoover20,000people
•Employ10retireesas‘’SilverAgeAmbassador’’tosharetheir“ActiveAgeing”storiesandpromoteelderlyre-employment
Social Mission
Our Business
Wewanttobreakstereotypestowardsageingandcreateamoreacceptingandpositiveage-embracingenvironmentforourcommunity.Withsuitableassistanttools,elderliescanattainourgoals–“ageinginplace”and“activeageing”.
Collaboratetodeveloptechnologicalproducts,Micro-smart-GPStrackingdevice,forelderlieswhichsufferfromAlzheimer’sdiseasetopreventthemfromgettinglost.
Estimatedimpact:save$100,000expenditurederivedfromthe“lost andfound”
Carryoutold-age-friendlyprojects
1. Establishold-age-friendlyfacilitiesandprovideabettercustomerexperiencetotheelderlies.
2. Improvecorporateimagebyproducingcreativeandpracticaldailylifeproductssuchasmagnifierandwalkingsticksas commercialgifts.
3. Providetalksforemployees(oninformationofelderly-care,swallowingdifficultiesandAlzheimer’sdisease).Volunteerinelderlyhousesthroughus.
PLAN A PLAN B
Experience on Corporate Collaboration
SE PROPOSAL #09 SE PROPOSAL #10
8786
Appendix I
Tohelptheunderprivilegedandpeoplewithdisabilitiestosucceedinemploymentandintegrateintosocietywithdignityatworkbydevelopingmulti-business.
A Subsidiary of the Mental Health Association of Hong Kong
Social Impact
Join our Organizational Consumption Projects (since 2013)
Corporate Collaboration Social Impact
Benefits to Corporates
Social Mission
Business Scopes
Corporate Collaboration
100+Disabledemployeesarehired
HK$80 milliononcostinsocietyisreduced
200+Internshippositionsareprovided
•Conveniencestore,onlineshops,offlineshopsanddirectsalesofrehabproducts
•Marketingpromotionservice,publicationofthefreemagazine
•Cateringservice
•Cleaningserviceandmore.
• 40corporates,organizationsandbodiesarejoining
•Currentlyofferingdiscountsto360,000corporateemployeesandunderprivilegedmembersuponpurchasesinCheersCo-op(physicalstore)orCheersPointNet(onlineshop)
•Enjoyourprocurementservicetosearch,orderanddeliverproductswithgoodqualityandeconomicpriceforannualgiftpackage,voucher,cashcoupon,foodandbeveragesandmore.
•Enhancethemutualunderstandingthroughthecustomersinteractingwithstaff
•EveryHK$5,000purchasegenerates10workinghoursforourunderprivilegedemployees
• Fostersocialintegration
•Benominatedtogetthe “CaringCompany”logo
•ReceiveCertificationofSocialProcurementandmaylistitonthe annualreportofthecompany
Jordan,FortressHill,TsuenWan,MaOnShan
3188-8064 www.hkfairtradepower.com
shop.hkfairtradepower.com [email protected]
•Ensureafairreturnforproducers,andbuildstableandsustainabletradingpartnershipsfortheirlivelihood
•Fostercollaborationsbetweenproducersandconsumerstoenhancemutualhelpandmutualbenefit
•Raiseconsumerawarenessofsocialandenvironmentalissuesbyadvocatingethicalconsumption,andtheirunderstandingthatconsumptioncouldmakeadifference
1. Preparefestivegiftpackageforcorporates(made200fairtrade,environment-friendlyandsustainablegiftpackagesforonesinglecompany)
Collaborated partners: Hong Kong Convention and Exhibition Centre, Morgan Stanley, Hong Kong Cable Television and more
2. HoldfairtradeDIYworkshopsforcorporatestosupportfairtradethroughdailylifetopicsandimprovethebondingbetweenworkersandmembers
Collaborated partners: The Wharf (Holdings), Ernst & Young, Target and more
3. Providecorporatesandorganizationswithquality,sustainableandclearsourcingproductsforlong-terminternalprocurement
Collaborated partners: Delifrance, Hospital Authority and more
1. Purchasefairtradegiftpackagesforyourcompany’sfestivals,annualevents,orinyouroffice
2. TakeourDIYworkshopsasagatheringactivityforyourstaff
3. Enhanceyourcorporateimagebyfulfillingcorporatesocialresponsibility
•Sell300+fairtradeproducts(food,naturalcareproducts,artcrafts)
•HoldtalksonfairtradeeducationandDIYworkshops
•Providecorporatesandorganizationswithproductscertifiedininternationalfairtradewithethical,sustainable,organicornaturalsource
Social Impact
Corporate Collaboration Proposed Corporate Collaboration
Social Mission Business Scopes
Improvelifequalityof350,000+underprivilegedproducersin30+countries
orareayearly
Hold 50+ fair trade eventsyearly
Educate10,000+ peopleyearly
SE PROPOSAL #11 SE PROPOSAL #12
8988
Appendix I
• Lowacceptanceandadeep-rootednegativeimpressiononreusingsecondhandfashioninHongKong
•Middle-agedwomenareundervaluedinthelaborforceduetoage,familyandindustrydevelopment,makingthemdifficulttofindajob
•10,208frequentconsignors*,14,000+accumulativeregisteredconsignors
• 138,962reusedclotheseveryyear
• 72%ofcustomersthinktheyhavebecomemoreenvironmental-friendly#
• 107,000+peoplehavevisitedthestoreeveryyear
• 45+organizationshaveparticipatedindifferenttypesofenvironmental protectionactivities
•Collectsecondhandladiesandchildrenfashion
•Carryoutsecondhandfashionrecyclingeventfrequentlyinthecompany
•Upcyclingworkshoponfashion
• Lifesatisfactionrate8/10(averageofpeopleinHongKongis6.27/10)
•Employed50+middle-agedwomenand4aremanagers
•Averagehourlyrateis$70.8,adoubleoftheminimumwage
•Provide600+hoursfortrainingannuallytoimprovetheirskillsandconfidence
•Runwithaconsignmentbusinessmodeltoencouragewomentobeaconsignorandgivefashionasecondlife
•Shopsactaseco-platformstohighlightthebeautywithinthesecondhandfashionandchangethegeneralpublic’sperceptiontowardsit
• Empowerandprovidemiddle-agedwomenwithjobopportunitiesandseasonaltraining
•Unleashtheirpotentialandabilitieswhichareboundedbytheage
•GreenLittlealsoencouragesparentstoletchildrenbecomeconsignorsandlearntocherishthroughconsignmentanddonation
Corporate Collaboration
gl.sjs.org.hk sjsgreenladies sjsgreenlittle
A Social Enterprise under St. James’ Settlement
Environment Protection Women Employment
Dedicatedtopromotingreusingoffashionandemphasizingtalentsdevelopmenttocreatesocialchangeandabettersociety.
GreenLadies: Since2008 GreenLittle: Since2016
Social Issue
Social Impact
Social Innovation
* Recordedfrom2014Aprilto2018Marchwhohasconsignedfor2timesoraboveasahabit
# Researchresultsfrom2016byPolicy21
• Littlemanagerexperienceactivity
•Trainingandrole-playactivitiestoemployees’familyandchildrentopromoteenvironmentalprotection,reusingandrecycling,andhowtorunaboutique
Home Market A Registered Non-profit organization
RoomC,1/F,SouthOceanBuilding,286-300CheungShaWanRoad,Kln
3987-7800 2720-0137 [email protected] www.homemakret.hk homemarketHK
Werunchainstorestocarefortheunderprivilegedandrelievepoverty.Wesellfoodanddailynecessitiesatmostaffordablepricestounderprivilegedpeopleincludingelderlies,low-incomefamilies,peoplewithdisabilities,newimmigrantsandethnicminorities.
•Collaboratedwith190grocerysuppliersfor6yearsandestablishedastablesupplyforlow-incomepeople
•StartedworkingwithdifferentNGOsincludingS.E.P.D(SupporttheEmploymentofPeoplewithDisabilities)toestablishtwoHomeMarket;HelpedFoodforGoodtocarryoutvoluntaryworkonfooddistributionandelderlycareindifferentdistricts
GatherpowerfromEducation,Commercials,SocialandGovernmentsectorstopromoteethicconsumptioninHongKong
1. Increasetheno.ofstores
2. Promotecarebetweenneighborsandcarryoutcommunity-orientedactivities
3. Collaboratewith“green”organizationstogiveoutfreemealsindifferentdistrictsandcarryoutelderlycarevoluntaryactivities
HomeMarketisapioneeringpovertyreliefprojectthatcomprisesachainofnot-for-profitconveniencestoressellingfoodanddailynecessitiesatpricesclosetothecoststounderprivilegedpeople.Weemployedthedisabledandrehabilitatedoffenderstohelpthemintegrateintothecommunity.
Social Impact
Corporate Collaboration Experience and Expected Social Impact
Proposed Corporate Collaboration
Social Mission Business Scopes
Provide330 elderly houses,socialorganizationsandnon-profitorganizationswithbulkpurchaseandmembershipservices
Served160,000+peopleinwhich90% arelow-incomecitizensandage65+elderlies,10%arethedisabled,newimmigrantsandethnicminorities
Employ14 disabled and rehabilitated offenders tohelp themintegrateintothecommunityandbecomeself-sufficient
Serve5,000+ people everyday
SE PROPOSAL #13 SE PROPOSAL #14
9190
Appendix I
PromotehealthyeatingandhelppeoplewithAutismtointegrateintosocietythroughemploy-mentanddevelopingtheirtalents.
•Trainandemploy6youthswithAutismeveryyearandassistthemonjobseeking
•Arrange5traineepositionsforyouthswithlearningdisabilities
• Joinourfoodmakingworkshopandjob experiencingactivity
•Purchaseourproductsandcateringdelivery
•Makefoodmakingworkshopasanemployeebenefit,sendfoodtoothersocialorganizationstoboostcompanyimage
•Purchaseourfoodandgiftsforclientsandemployeestoenhancerelationswithclientsandteamspirit
•HSBC-InterestClass
•HeepHongSociety-5YouthswithAutismhavecompletedtheinternship
• FortressHillMethodistSecondarySchool-3Youthswithlearningdisabilitieshavecompletedtheinternship
• iGroup(AsiaPacific)Limited-Cookiemaking
•CulturePowerCharityFoundation-CharityhandmadeNewYearGiftPackage
Corporate Collaboration and their Social Impact
Proposed Corporate Collaboration
Benefits to the Corporates
Social Impact
Corporate Collaboration Experience
Room1,23/F,WahSingIndustrialBuilding, 12-14WahSingStreet,KwaiChung,N.T.
5547-0026 [email protected] angelchild.com.hk
•PromoteunderstandingandeducatethepublicaboutAutism.
• EnhancetheworkingandsocialskillsofpeoplewithAutismtosucceedinopenemployment.
Sellhome-madehealthyfoodmadebyparentsofchildrenwithAutism.Weensuretheproductsareoflessoil,sugar,saltandwithnopreservatives,transfatandman-madefooddyes.
Social Mission Business Scopes
Essence Hub Kelvin Chan 2415-0128 [email protected] 3/F,204PrinceEdwardRoadWest,Kowloon
Sponsor and become a “Real Life book”, enrich the experi-ence of grassroots students
• $15,000subsidyfor120grassrootsstudentstoenjoyGolden-agedRealLifeLibraryoncampus
• Inspirestudentsoncareerandlifeplanning
• Fostercross-generationcommunication
• Traincorporateemployeestobecomea“RealLifeBook”bygolden-agedpeople
• UnderstandtheageingpopulationandActiveAgeing
Value the golden-aged and let them hold your employee/ client activities
• Sponsor15targetedbeneficiariesand15employeestoparticipatetogether
• Courseandactivity:OfficeStretching,Golden-agedcookingclass,photographystudio,guidedtourandmore
• Letgolden-agedpeoplecontributetosocietywiththeirtalentsbyprovidingdiversifiedlearningactivitiesandinterestclasses
• Becomegolden-age-friendlycorporates
Encourage retired people to pursue a healthy and meaningful lifestyleEstablishedin2014,EssenceHubdedicatestoenrichingthelivesofthegolden-aged(age50-65)andthecommunitybyintroducingahealthier,qualityandmeaningfullifestyle.Wewishtoconservetheheritageandwisdomofthecommunityandpassthemdownthroughgenerations.
Course and activity• Stretchingexercise
•Artisticphotography
•Dimsumcooking
•Eco-craftmaking
You need a new track for the second part of life• ThepopulationinHongKongisageing.In2036,1/3ofthepopulationwouldbeelderlies.Theneedforold-agedpeopleandtheshrinkinglaborforceisaserioussocialissue.
•Thereare220,000+golden-agedpeoplewhohaveleftthelaborforcefromthemanagementpositionorprofessionalsectors.Theyareimportantsocialcapitalsandneedachancetoexercisetheirtalents.(statisticsfrom2017)
Innovative ideas
Social Impact (2014-2018)
Proposed Corporate Collaboration
Social Mission
•Citytour
•Healthandfitness
• InformationTechnology
• Fosterphysicalandmentalhealth
•Provideelderlieswithaplatform
•Contributetosociety
•Trained24golden-agedtutorstocarryout361coursesandactivitiesforthecommunity
•Contributed1500teachinghourstothecommunityandserved12,000people
•Golden-agedReal-LifeLibraryteamhasprovided30+timesofsharingto2,400youths
Golden-aged Real-Life Library•Golden-agedpeoplesharingtheirlifeexperiencetoinspiretheyouthsandpromotecross-generationexperiencesharing
• 70membersfrom40+careerbackgroundinourteam
Share the space with golden-aged peopleMakeuseoftheirtalents. 70%ofourtutorsare golden-agedpeople.
PLAN A PLAN B
14 SE PROPOSALS
9392
Appendix I
1
1
2
3
An examination question to calculate the Social Return on Investment in a Master Level course in Socially Responsible Marketing
Youareresponsibleforthecorporatesocialresponsibility(CSR)programofalocallistedcompanyfocusingondevelopingresidentialprojects.Lastyear,yourCSRbudgetwasHK$10millionforthreetypesofactivities.
Calculate the Social Return on Investment (SROI) for the CSR programs last year.
First,youaregivengrants,eachworthHK$1million,to5organiza-tionstostartupsocialenterprisestoaddresslocalhousingissues.Eachsocialenterprisehas5employeesfromsociallydisadvan-tagedgroups.Onaveragetheannualwageoftheseemployeesis HK$100,000/person.Theaveragelifespanofthesesocialenterprisesis9years.Inordertoalignwiththecurrentgovernmentpractices,youwillonlycountthesocialimpactsinthefirst6years.
Third,thecompanyprovidespaidleavetoemployeesforvolun-teering.Lastyear,therewere500employeesclaimingtheonedayleaveforknowledgevolunteeringwhichworthHK$2,500/daytothesociety.Ontheotherhand,eachdaycoststhecompanyalossofproductivityofHK$2,000/day/employee.
Second,youhaveusedHK$4milliontosponsorvariousNGOprojectsaimingatsolvingthehousingissuesinHongKong.Theequivalentadvertisementvalue(EAV)wasaboutHK$5million.
APPENDIX II : SUPPLEMENTARY EXERCISE 1
SE SUPPORTER AWARD SCHEME
ThepurposeoftheschemeistofacilitatecrosssectorscollaborationbetweenSEsandcorporates.TheschemealsoencouragescorporationstoincorporatetheirsupporttoSEsandethicalconsumptionthroughrelevantCSRprograms.ThroughthenominationsbyrespectiveSEs,supportingSEsarerecognizedwiththeirinitiativesofSEpartnershipandsocialinclusionefforts.Twoexam-plesoftheawardeesarepresentedbelow:
AXA × People On BoardAXAHongKongstartstoworkwithPeopleOnBoardin2014.The“YoungWizardsSmartSavings”,isacollaborativegameisjointlydesignedbyAXAandPeopleOnBoard.Theboardgameaimsatinstillingconceptsofgoodsavingandspendinghabitsinourchildreninanaffluentsociety.AXAoffersprofessionalknowledgeinmarketposi-tioning,promotionsandsales,whilePeopleOnBoardexercisecreativityindesigninginteractivegamestofacilitatequalitytimebetweenparentsandchildren.
New World Development Company Limited (NWD) × YM BalloonNWDhasfrequentlyengagedYMBalloonattrainersofballoonartinitsstaffactivities.StaffandVolun-teersalsovisitunder-privilegedgroupstogetherwithYMBalloonaspartoflearningandpracticingthesocialconceptofcommunityinclusion.
SE-Corporate collaboration is one of the main objectives of the Tithe Ethical Consumption Movement (TECM) in 2018. The bridging and bonding between SEs and corporates enables better use of talents and resources advantage for synergy and success stories in societal betterment.
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Appendix III
2 Cost-effectiveness Evaluation of Social Venture – the Big Society in UK 61
ThemostvisiblelegacyofDavidCameron’s“bigsociety”,a£1.5bntaxpayer-fundedschemethatencouragesteenagerstogetinvolvedintheircommunities,isunderscrutinyamidevidencethatitisfailingtodelivervalueformoney.TheNationalCitizenService(NCS),whichwaslaunchedin2011,bringstogetheryoungpeoplefromdifferentbackgroundsforaprogramofpersonalandsocialdevelopment.Itoffersathree-tofour-weekpart-residen-tialprogramwhere15-to17-year-oldsworkinteamsbuildinglifeskills,takingonchal-lenges,makingfriendsandcontributingtotheircommunity.Almost£1bnofthebudgetforitscurrentprogram,whichrunsuntil2020,hasyettobespent,promptingfrenziedbiddingforcontractsamongorganizationsthatprovideactivityplacementsduringschoolholidays.Butthecommissioningprocesshasexperiencedproblems.TheNCSTrust,whichoverseestheservice,recentlydroppedaclaimtorecover£780,000againstoneprovider,Engage4LifeLtd,whichwentintoliquidationinDecember2015.LastyeartheHouseofCommonspublicaccountscommitteeconcludedthattheservice“maynolongerbejusti-fiable”ifitfailedtomeetitstargetsforincreasingthenumberofparticipantsorachieveitslongtermsocietalaimsatacheapercostperhead.Accordingtothecommittee,thetrustpaidprovidersabout£10min2016forplacesthatwerenotfilled.AsoflastDecember,just£200,000hadbeenrecovered.TheNCS,whichwassupposedtofind101,000placesforyoungpeopleaged16to17inthelastfinancialyear,confirmedtotheObserverthatithadfallenshortofthistarget.“Alongsideournetworkofprovidersandpartners,wehaveachievedourhighestannualparticipationnumbertodate,withjustunder100,000youngpeopleparticipatingin2017,whichequatesto98%ofourparticipationtarget,”anNCSspokeswomansaid.Theorganizationhasalsoseensomeseniormembersofstaffleave.NatashaKizzie,itsdirectorofmarketing,leftlastmonth.SeveralothershavejoinedaconsultancycalledSimpactCICwhichadvisesclientsonhowtobidforcontracts.AnNCSspokeswomansaiditwasrecommissioningitspartnernetworkto“helpgrowscaleandimpactintheyearsahead”.Shesaid:“TheNCSrecommissioningtenderprocesswillbefair,openandtransparentforallinterestedparties.Aswithanypublicprocurementweoperateunderstrictregulationsandtakeourresponsibilitiesseriously.Everyonewillreceivethesameinformation;andbeaskedtobidonthatinformationalone.Allsupplierswillbeaskedtosignaconflictofinterestformaspartofthetenderprocess.”TheNCSsaidthatnearly400,000youngpeoplehadbenefitedfromitsservices,makingitthefastest-growingyouthprograminmorethanacentury.
Itsaidanindependentevaluationconfirmedthatforevery£1spentonitssummerprogram,NCSdeliversbetween£1.15and£2.42ofbenefitsbacktosociety,whileseparateresearchfoundthatithelpedfostergreaterunderstandingandintegrationamong16-to17-year-oldsfromdifferentbackgrounds.ButCatSmith,Labor’sshadowministerforvoterengagementandyouthaffairs,saidcloserscrutinyoftheserviceshouldbeagovernment
APPENDIX II : SUPPLEMENTARY EXERCISE 2
priority,giventhatyouthserviceshadseentheirfundingcutbymorethan£400moverthepastsixyears.“TheNCSprovidesgreatopportunitiesforyoungpeople,butwecannotallowthisgovernmenttoturnablindeyetoitsfailings”.“ThepublicneedtoknowthateverypennyisspenteffectivelyandthatNCSproviderspitchingfornewcontractsthisyearwilldosoinafairandtransparentmanner.”
How will you evaluate the social venture?
61 PartoftheinformationisextractedfromthefollowingnewsarticleinTheGuardian. FinancialdoubtssurfaceoverCameron’s‘bigsociety’youthprogramme(2018,April14).The Guardian.Retrievedfrom:https://www.theguardian.com/society/2018/apr/14/financial-doubts-over-national-citizen-service-david-cameron-big-society-youth-programme
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