DID HK LIMITED
Impact Reports Summary
Theory of Change of
Dialogue in the Dark Hong Kong A Scoping Study March 2014
Susanna Chui Centre for Human Resources Strategy and Development Hong Kong Baptist University
This document contains the key message of original report.
Theory of Change*
Authentic Experience
Transformation
Change of Mindset and Behavior
* According to the Theory of Change approach of Connell and Kubish (1998) for evaluating community projects
ntic e h t u A rience Expe
THE METHODOLOGY
Interview with corporate workshop participants “I was independent and always wanted to handle things by myself. Inside the darkroom, I understood that I could not do everything just by myself and was forced to seek help. Now I have learned to open my heart to trust and rely on other.”
“I used to interrupt people’s speech. Now I give comments only when the others have finished speaking. I show concerns towards their feelings before responding. Since DID workshop, I have been conscious not to let my words hurt or make people feel uncomfortable. I have a closer relationship with my family members.”
Interview with PODS at DID
“We are free to voice our opinion and my superiors would not force me to follow their ideas every time.”
“In fact, everyone is on the same boat. We belong to one team. One should trust each other together with that common goal. Trust within us is strong.”
IMPACT VALUE CHAIN 01
Inputs People of Differences (PODs)
Experience Architect
02
Activities Dark / Silence Workshop
Dark / Silence Impactainment
03
Outputs Number of Workshop Delivery
Number of Participants at Experiential Exhibition
04
Outcomes Personal Transformation
Corporate Mentality Change VIs’ / HIs’ Value Change
05 Goal Alignment Continue to be a ChangeLeading Organization
Continue to look for Corporate Opportunities
Organisational Factors Facilitating Transformation ion t a m at DIDHK sfor Tran
DIDHK continuosly looks for COLLABORATION OPPORTUNITIES DIDHK as a DISCOVERING and LEARNING organisation
The practice of EMPOWERMENT at DIDHK VIs and HIs are at the CORE OF THE VALUE CHAIN CREATION
!!
Organisational culture facilitates BOTTOM-UP ENTHUSIASM
STAFF DIVERSITY becomes a form of resource
G OA L
En g中
55 20
THE COMMON SOCIAL GOAL leads to shared value and shared identity
Ch Mindange of Behaset and vior
Personal Transformation of
Awareness of the Disabled and Social Cohesion
CORPORATE TRAINEES
Mindset and Attitude
Leadership Skills
Breakthrough in Mindset
Relationships
TEAM
Team Building Communication
SelfAwareness
Listening
Trust
Dialogue in the Dark Hong Kong Social Performance Measurement 2013
Sammy Fung (Ph.D, CPA(HK)) Pincipal Lecturer Assistant Dean (UG) & BBA Admission Tutor Faculty of Business and Economics The University of Hong Kong
This document contains the key message of original report.
Seven principles of SROI* Understand what changes
Verify the Result
1:1
Do not over-claim
* Social Return on Investment Cabinet Office, Office of the Third Sector (2012) “A Guide to SROI� (accessed 13 July 2013).
Only include what is material
Involve Stakeholders Be Transparent Value the things that matter
Six SIAT* Elements COMMUNITY
STAFF
Outplacement
Community Awareness
*
SHAREHOLDERS**
Recipients’ Benefits
Employment of VI staff
HKCSS – HSBC Social Enterprise Business Centre (n.d.) “Social Impact Assessment Tool” (accessed 13 July 2013)
**
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Financial Sustainability
Volunteer Force
The shareholders enjoy 16% of DiD HK’s return, expressed in terms of profits received and in terms of the supports their company received from the massive groups of volunteers in helping to successfully hold its signature annual event, Concert in the Dark.
SIAT Community Community Awareness 2012-2 Inclusi 013 Social Progra on Youth m Surv ey
Economic Proxies for Calculating SROI
TS
Exhibitions, Workshops and other events
OUTPU
INPUTS
Per Head Spending by HKG for SOcial Inclusiong Youth Program x No. of Clients / Visitors
Participants’ awareness, and even embracement of the “social inclusion” concept
200 7 and Evalua Out tion DiD come of Imp acts Inte on V I rna tion Staff, al
Economic Proxies for Calculating SROI
S INPUT
Savings of Comprehensive Social Security Assistance x Percentage of VI staff who express confidence as part of regular labour supply
Employment opportunities, trainings for VI people
PUT S
S Imp urvey for ac on C t of So DiD H lien cial I K’s ts a n nd V clusio isito n rs
OUT
d hea per n idy clusio , s b u al In ms a GS HK r Soci Progr HK fo uth DiD am Yo from nt Te e Info agem n Ma
n atio fare rm l Info ial We KG c i l c H Pub he So nt of t e m fro epartm D
Surv Impac ey for DiD H K’s ts and on VI S Outcome taff
Skills, experience, job secruities, confidence, and quality life of VI staff. They are confident about themselves and become part of the regular labour supply of Hong Kong
Outplacement
SIAT Staff
SOURCE OF INFORMATION
Recipients’ Benefits by provided b Subsidies r “On the Jo HKG unde ogram for Training Pr Disabilities” People with
+
DiD HK Management Team
INPUTS T co rain mp in g i Em n An iled Cos plo nu fro t p ym al R m i er H en epo nfo ea t R rt rm d, etr 20 ati ain 11 on ing -12 Bo , ard
Economic Proxies for Calculating SROI
Employment Opportunities of VI People
Total Staff Costs of VI Staff
TS
Pre-job and On-the-job Training of VI staff
OUTPU
Trained VI Staff, continued employment by DiD HK
TP OU
INPUTS
Savings of Public Money on Training Cost spent to encourge and increase employment opportunities for the disabled
UT S
Economic Proxies for Calculating SROI
Employment of VI People
Employment of VI staff
SIAT Shareholders* Di DiD D H HK K M An an nua ag l R em ep en ort tT , ea m
Volunteer Force SOURCE OF INFORMATION DiD HK Management Team
INPUTS
INP
UTS
Capital, Management Expertise, Time and Efforts of Owners and Management Team
PU OU T
Total Staff Costs of VI Staff
Established DiD HK; steady turnover; profitable since 2011
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Financial Sustainability
TS TP U OU
Company Profits 2009 - 2018, Actual and Forcast
TS
Economic Proxies for Calculating SROI
Volunteer Force and their Work Force Contributions
Economic Proxies for Calculating SROI
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Concert in the Dark *
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The shareholders enjoy 16% of DiD HK’s return, expressed in terms of profits received and in terms of the supports their company received from the massive groups of volunteers in helping to successfully hold its signature annual event, Concert in the Dark.
$ $ $
DID HK’s Return Portfolio
Volunteer Force
Financial Sustainability Returns: HK$10.3 mil. % of total returns: 11%
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$0.7
Returns: HK$1.3 mil. % of total returns: 1%
HK$1
$1.6 .2
Employment of VI staff Returns: HK$26.5 mil. % of total returns: 28%
Outplacement
Every
+
$0
Returns: HK$34.9 mil. % of total returns: 37%
$5.4
+
+
Recipients’ Benefits
Community Awareness
Returns: HK$4.6 mil. % of total returns: 5%
+
(Total: HK$6.5 mil.)
$2.7
invested during 2010 results in
+
$4.1
Returns: HK$17.7 mil. % of total returns: 18%
+
= HK$14.7 (Total: HK$95.4 mil.) of returns at 2019