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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.

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DID HK’s Return Portfolio

Volunteer Force

Financial Sustainability Returns: HK$10.3 mil. % of total returns: 11%

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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



DID HK LIMITED Impact Reports Summary 2014