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Social return on investment (SROI) is an approach built on cost benefit analysis and is used in the evaluation of projects with social benefits, as an alternative to cost benefit analysis and theory-based evaluation. This paper provides an analysis of SROI as an evaluation tool compared to theory-based evaluation, based on an evaluation of a community based mental health rehabilitation program in regional South Australia. The paper describes the process of constructing a SROI impact map and identifies the issues at each stage. Establishing the resources used, the activities and the outputs appears relatively straightforward. Arriving at an agreed theory of change is much more contested, even when using a high level of involvement of the service beneficiaries. The single greatest difficulty is to find the indicators and the financial proxies to value the outcomes. Outcomes such as improved wellbeing are difficult to value. It is particularly difficult to establish the level of outcomes immediately after or during an intervention. The paper concludes with an analysis of landscapes where SROI is unlikely to fit.

"Sozialrendite" messbar machen. Wie wirtschaftlicher Gewinn gemessen wird, ist bekannt. Doch wie lässt sich der gesellschaftliche Mehrwert von sozialen Projekten messen? Die SROI-Analyse versucht, den durch soziale Organisationen geschaffenen Mehrwert umfassend zu bewerten. Dabei werden auch die nicht rein betriebswirtschaftlichen Effekte berücksichtigt. Ein Beispiel ist der Betriebskindergarten: Es werden nicht nur die Gewinne des Unternehmens, sondern auch die der Eltern und der Kommune einbezogen. Das Praxishandbuch führt in Funktionsweisen und Voraussetzungen des Ansatzes ein und beleuchtet anhand von Fallbeispielen Chancen und Nutzen dieses mittlerweile vieldiskutierten Berechnungsinstruments.

Assumes that states, like individuals, might invest in higher education expecting a return on their investments. Offers a method of calculating public rates of return and analyzes differences in these returns across states and regions.

The authors analyze the impact of corporate governance institutions, ownership structures and external capital market constraints on company returns on investment by using a sample of more than 19,000 companies from 61 countries across the world. They show that (1) of these three sets of institutions, the origin of a country's legal system proves to be the most important. Companies in countries with English-origin legal systems earn returns on investment that are at least as large as the cost of capital. (2) Differences in investment performance related to a country's legal system dominate differences related to ownership structure. (3) Strong external capital markets improve the investment performance of companies." (author's abstract)

A Smarter Europe is a top priority of the European Union (EU), the core of which is innovation, economic transformation, and more competitive small and medium enterprises (SMEs). These themes account for a huge part of EU spending in the past, present, and future programming periods. Despite high expenditures, impacts on the economy often appear modest or are not well understood. EU, national, and regional policymakers want to know where and how to invest to get the highest return on investment (ROI). Poland was selected as the pilot country, since it is the largest recipient of EU funding, and has a rich set of support measures and implementing bodies. The remainder of the document is organized as follows. Section 2 summarizes the assessment of the needs of the Polish ecosystem, along with the portfolio mapping and policy mix analysis. Section 3 summarizes the functional analysis methodology and findings. Section 4 describes the ROI/effectiveness methodology and findings. And Section 5 offers conclusions and recommendations based on the combined analyses.

The level of awareness and acceptance of the need to enhance volume and intensity of investment in education and in-house training is increasing. This phenomenon stems from the following facts: the aging of the European societies; an intense technological and organizational progress; and a noticeable process of extension of the scope and length of professional and personal development and activity; accompanied with employees' expectations for better quality of life. The increase in the level of acceptance of the need for increased investment in education and training of employees is accompanied by new challenges, including, in the first place, the need to redefine the approach to investment in training and to the evaluation of its results. The "High-Efficiency" point of view, alongside the assessment of the advisability of investment in education and training within a company, raises the need to move away from the traditional system of input oriented financing (i.e. financing resources) and to move towards output oriented funding (i.e. financing results). In other words, instead of paying for teaching, companies want to pay for teaching results. This means that the companies which finance education and training, rise - in the process of assessing the training results – fundamental questions about the improvement of the efficiency of the company; and how an increase in the qualifications of workers facilitates the achievement of organizational objectives. On the other hand, the training results assessment from the participant"s point of view includes a question about the efficiency of the supplier of educational and training programs, and whether the supplier is able to achieve the promised results. The existing business reality is that the efficiency and effectiveness assessments often do not go beyond the survey measuring the level of satisfaction and self-esteem of the participants. This, in turn, causes a visible quantitative pressures, accompanied by insufficient care for quality and inability to use modern techniques to measure the impact of education and training on business performance. As a result, many entrepreneurs treat the investment in training and education of their employees solely as an expense and a disruption of operations. This is due to the fact that managers do not see a direct effect of the investments on the performance of the company. In addition, managers fear possible hazards in the form of expense claims; loss of trained personel to competitors" companies, or excessive self-empowerment of the employee. The study is devoted to presentation and discussion of modern techniques measuring the effectiveness of investment in education and training. The list of methods includes an analysis based on objectives, the targeted evaluation, systemic evaluation, judicial evaluation, and assessment prior to the program.