How Impact Is Measured
Two sets of numbers. One shared truth.
SGF measures every project across two parallel axes, social, health, economic and environmental impact on one side; corporate and business performance on the other. Partners use these metrics to align their strategy, track progress, and prove value to every stakeholder simultaneously.
A metric only creates shared value when it means something to the community it serves and something to the board that funds it. SGF is built to measure both, from the same dataset, in real time.
SGF Measurement Philosophy
Process
From project design to boardroom report, in five steps.
The SGF measurement system is embedded at programme design stage. It is not a retrospective report, it is a live architecture that generates evidence continuously, across both impact and corporate axes.
The partner selects the corporate and social metrics that matter most to their strategy. SGF maps these to programme activities so every action generates relevant evidence.
Before implementation, SGF establishes baselines across all chosen indicators using household surveys, community health data, and the partner's existing commercial datasets.
The JAMII platform captures household, health, economic, and engagement data continuously, feeding both social and corporate indicator engines in real time.
Each metric is calculated using verified methodologies, SROI, GRI standards, earned media valuation, B-BBEE codes, and SGF's proprietary corporate indicator models.
Partners receive one integrated report, formatted for development funders and the corporate board simultaneously. Every figure is sourced, timestamped, and audit-ready.
Reference
Every metric. Explained simply.
Below are the key indicators SGF tracks across all project types. Each metric shows what it measures, how it is calculated at a high level, and which reporting standard it maps to. Partners select the subset that best aligns to their strategic priorities.
Total number of unique households that receive a programme service, interaction, or intervention within the measurement period.
Structured community perception score measuring trust in the programme, the partner brand, and the healthcare system, tracked against a pre-programme baseline.
Number of active Community Health Workers deployed, and the percentage retained in the programme over the measurement year, a proxy for programme stability and community embedding.
Percentage of enrolled chronic disease patients who collect medication on schedule, a primary indicator of programme effectiveness in chronic disease management (HIV, diabetes, hypertension).
Monetised value of hospital admissions prevented as a result of programme intervention, using DOH unit cost data. Feeds directly into SROI calculation.
Composite score summarising health status changes across programme households, covering chronic disease management, maternal health, child nutrition, and mental wellness.
Average change in reported monthly household income for programme participants compared to baseline, measuring the economic development dimension of community health interventions.
Number of full-time equivalent (FTE) jobs created within programme communities, including CHW positions, programme administration, supply chain roles, and entrepreneurial opportunities facilitated.
Household-level index measuring financial stability, combining income regularity, savings behaviour, debt burden, and asset ownership. Tracked over time to show trajectory toward economic independence.
CO₂ equivalent emitted per programme outcome delivered (per household reached, per patient enrolled), tracking the environmental efficiency of the programme's logistics and operations.
Volume of medical and programme waste diverted from landfill through proper disposal protocols, recycling partnerships, and supply chain optimisation.
The equivalent advertising spend value of all organic media coverage (social media, press, broadcast) generated by programme activities, translating community engagement into a marketing ROI figure.
Change in unaided brand recall and net promoter score (NPS) within programme catchment areas between baseline and end-of-programme surveys.
Aggregated social media engagement generated by programme activity, posts, shares, likes, comments, video views, and hashtag reach across all platforms, attributed to the programme.
Number and percentage of programme participants who become first-time customers, users, or subscribers of the partner's products or services during or following programme engagement.
Uplift in consumption or usage of the partner's relevant products or services in programme geographies, compared to matched control geographies, isolating the demand effect of the programme.
Forward-looking estimate of the total revenue value represented by programme participants who are on a trajectory toward becoming long-term customers, the investment horizon argument for continued programme funding.
Auditable calculation of B-BBEE Socio-Economic Development scorecard points generated by programme spend, referenced against the current Codes of Good Practice.
Assessment of the degree to which programme outputs satisfy material GRI disclosures, producing a pre-formatted evidence base for the partner's annual sustainability report.
Pre-mapped data points that align to the specific criteria used by MSCI ESG and Sustainalytics rating methodologies, allowing partners to see the likely rating impact of programme activities before annual disclosure.
Ratio of total social, economic and health value created to total programme investment, expressed in rand terms, making impact comparable to conventional financial return metrics.
Programme cost divided by the number of meaningful outcomes delivered, benchmarked against sector norms to demonstrate efficiency and the case for programme scaling.
Proportion of programme funding sourced from multiple partners (government co-funding, secondary corporate partners, data revenues, grant funding), demonstrating financial sustainability and reduced dependency risk.
Cost saving from reduced employee turnover among staff who participate in or are aware of the programme, translating corporate purpose into a measurable HR financial benefit.
Change in employee engagement scores specifically related to corporate purpose, pride, and social impact, tracked against company-wide culture survey baselines.
Points and spend contribution to the B-BBEE Skills Development scorecard from programme-related staff training, workplace learning, and bursary activities.
A note on calculation verification. The calculation logics above represent the high-level methodology applied by SGF. For each project, specific financial proxies, attribution weightings, deadweight assumptions, and benchmarks are confirmed and validated at programme design stage, in collaboration with the partner, relevant sector experts, and where required, an independent verification agent. SGF maintains a live methodology register that is updated as new data standards, regulatory codes, and sector benchmarks are published.
Alignment
Find your metrics. Start with your strategy.
Different partners prioritise different indicators. The cards below map partner type to the metrics most likely to be material to their strategy, as a starting point for the alignment conversation with SGF.
Health outcomes are directly aligned with core business. Market development metrics translate community health programmes into commercial pipeline.
Wellness programmes reduce claims. Community engagement builds the customer base in underserved markets while satisfying ESG mandates.
Last-mile communities are future consumers. Brand engagement in underserved areas generates disproportionate loyalty and earned media value.
Innovation credentials and proprietary data assets differentiate. Supply chain efficiency at the last mile creates both cost savings and strategic moats.
Social, health and economic outcomes are primary. Financial sustainability metrics demonstrate responsible stewardship to secondary funders and boards.
Regulatory compliance, investor relations, and talent strategy all converge. ESG rating uplift and B-BBEE scorecard contribution are boardroom priorities.
Standards
The standards behind the numbers.
SGF's measurement methodology is grounded in internationally recognised frameworks, adapted for the African context and confirmed per project. The table below summarises the primary standards referenced in the SGF metric library.
| Standard / Framework | Domain | Key Metrics Informed | Notes for SGF |
|---|---|---|---|
| GRI Universal Standards 2021 | ESG / Social / Environmental | GRI 203, 305, 306, 401, 413 | Provides material topic framework and disclosure indicators. SGF maps programme outputs to material topics confirmed with each partner. |
| SROI Network Methodology (2021) | Financial / Social ROI | SROI ratio, Avoided hospitalisation value | Financial proxies for health outcomes to be confirmed against SA DOH unit cost database and sector benchmarks per project. |
| B-BBEE Codes of Good Practice (dti, 2023) | Compliance / ESG | SED points, Skills Development contribution | Qualifying expenditure definitions and recognition multipliers verified annually against current Codes. B-BBEE verification agent to confirm scoring. |
| AMEC Barcelona Principles (3rd Ed.) | Brand / Media | EMV, Digital Engagement Index, Media coverage value | CPM benchmarks to be confirmed with partner's media agency or social listening tool provider. AVE benchmarks updated quarterly. |
| Porter & Kramer CSV Framework (2011) | Market development | Demand Creation Index, Market Penetration Rate, CLV Pipeline | Difference-in-differences matching methodology for control districts to be agreed with partner's commercial analytics team at programme design. |
| MSCI ESG Ratings Methodology (2024) | ESG / Investor | ESG rating uplift indicators | Sector-specific key issue weights confirmed annually. SGF to develop internal model mapping programme outputs to MSCI pillar scores per industry. |
| SDG Indicator Framework (UN, 2030) | Social / Health / Economic / Environmental | All social and health metrics | SDG mapping applied as secondary alignment layer. Primary metrics remain programme-specific; SDG alignment supports grant donor reporting and global disclosure. |
| SHRM Human Capital Reporting | Talent / HR | Talent retention premium, Skills development | Replacement cost benchmarks (0.5–2× salary) to be confirmed with partner HR team. Varies significantly by seniority and function. |
| WHO Health System Performance Assessment | Health | Population Health Improvement Index | Sub-index weights (chronic, maternal, nutrition, wellness) to be confirmed per project type and partner health focus area. Composite weighting is configurable. |
| DEFRA / GHG Protocol (Emission Factors) | Environmental | Carbon footprint per outcome | SA-specific emission factors (DFFE/ESKOM grid intensity) to be applied where available. DEFRA factors used as fallback. Scope 1+2 tracked; Scope 3 reported where feasible. |
Next Step
SGF works with each partner to select, baseline, and track the specific indicators that matter to their strategy. The conversation starts with your priorities, and ends with a measurement architecture that serves every stakeholder simultaneously.
Start the alignment conversation →