Shared Value Framework

The SGF Difference

Impact measured in two languages at once.

Most development projects report on communities. SGF reports on communities and the boardroom, simultaneously. This is the architecture of shared value in practice.

Traditional philanthropy asks: did we help? Shared value asks: did we help, and did that helping make us stronger? SGF builds the measurement infrastructure to answer both questions, with evidence.

SGF Shared Value Philosophy

Foundation

Why Shared Value Changes Everything

Porter and Kramer's Creating Shared Value (CSV) framework established that business and social progress are not in tension, they are mutually reinforcing. But the framework only works if you can measure both sides. That is what SGF is built to do.

01

Beyond CSR

CSV is not philanthropy with a logo on it. It is a structural re-design of how corporate investment creates economic value by also addressing social needs, measured at every step.

02

Dual Accountability

Every SGF project carries two sets of KPIs from day one: social and health impact indicators for communities and funders, and commercial performance indicators for the corporate boardroom.

03

Living Data

Through the JAMII household data platform, indicators are tracked in real time, not in a year-end report. Partners see value accruing as it happens, at household level, across geographies.

04

Tailored to the Partner

A pharmaceutical company, an insurer, an FMCG brand, and a logistics business each need different corporate indicators. SGF structures the measurement architecture to what matters in your boardroom.

The Six Pillars

Where Corporate Value Is Created

Brand Equity & Market Reach

Development projects are one of the most powerful brand-building mechanisms available.

Development projects are not invisible to markets, they are one of the most powerful brand-building mechanisms available. SGF captures this systematically. Every touchpoint in a last-mile health programme is a measurable brand encounter, with communities, healthcare workers, government partners, and the media. SGF tracks these encounters so that brand value is reported alongside health outcomes.

Digital Brand Engagement

Quantitative

Measures the organic social media footprint generated by programme activity, posts, shares, likes, comments, video views, story mentions, and hashtag reach across all platforms attributable to the project.

ExampleA branded mobile health clinic serves 3,200 households in Limpopo over 6 months. Community members, local healthcare workers, and NGO partners post about the service across Facebook, TikTok, and WhatsApp. SGF tracks 14,700 organic mentions, 89,000 reach, and calculates an earned media value (EMV) equivalent to R420,000 in paid advertising, reported to the marketing team alongside the health outcomes data.

Community Brand Awareness Score

Qual + Quant

Structured household survey measuring unaided and aided brand recall within the programme catchment area, tracked pre-, mid-, and post-programme. Captures brand trust index and net promoter score (NPS) among community participants.

ExamplePre-programme baseline: 12% unaided brand recall in target communities. Post-programme: 61% recall, with a NPS of +42, indicating that programme participants are active brand advocates. This data directly supports the marketing team's case for continued investment.

Media Coverage & PR Value

Financial

Tracks earned media coverage (print, digital, broadcast) generated by the programme. Calculates advertising value equivalency (AVE) and share of voice against category competitors on social impact narratives.

ExampleA community CCMDD programme co-branded with a corporate partner generates 23 media articles, 2 television features, and 1 radio segment. Total AVE calculated at R1.2 million. Share of voice in “community health” narrative: 34% of all category mentions nationally in the measurement period.

Market Development & Demand Creation

Last-mile communities are future customers, not just charity recipients.

Last-mile communities are not charity recipients, they are future customers. SGF measures how development programmes activate and expand the addressable market for corporate partners. As household income stabilises and health improves, purchasing behaviour changes. SGF tracks the correlation between programme participation and market entry for the partner's products or services in those communities.

New Market Penetration Rate

Quantitative

Tracks the number of new households or individuals within programme catchment areas who become first-time customers, users, or subscribers of the partner's products or services during or following programme engagement.

ExampleA financial services partner sponsors a community health and economic resilience programme. SGF tracks that 1,840 programme participants open their first formal bank account or funeral policy with the partner within 12 months, representing R6.2 million in new annualised premium revenue directly linked to programme exposure.

Demand Creation Index

Quantitative

Measures the increase in demand for the partner's relevant products or services in target geographies as a result of programme activity, using pre/post consumption data, retail sales uplift, or digital product engagement metrics.

ExampleA pharmaceutical company's branded CHW programme increases community awareness of chronic disease management. Post-programme, pharmacy sales of the partner's chronic medication in the programme district increase by 22% versus a 6% baseline trend in control districts, a 16-point uplift directly attributable to the programme.

Customer Lifetime Value (CLV) Pipeline

Financial

Projects the long-term customer lifetime value of programme participants who convert to customers, a forward-looking financial indicator that demonstrates the investment horizon of community engagement.

ExampleSGF models that 4,200 programme households, based on income trajectory data, represent a CLV pipeline of approximately R31 million over 5 years for a retail grocery partner, compared to a R1.8 million programme investment. This is the return narrative that convinces CFOs.

Innovation & Strategic Differentiation

Last-mile delivery generates genuine innovation in technology, logistics, and engagement.

Last-mile programme delivery generates genuine innovation, in technology, in logistics, in community engagement models. SGF captures these as measurable assets on the corporate innovation scorecard. Porter identified enabling cluster development as a core CSV strategy. SGF programmes build the institutional knowledge, digital infrastructure, and community trust that constitute a durable competitive moat for partners.

Innovation Credential Score

Qualitative

Tracks the partner's recognition as an innovation leader within the development sector, measured by conference invitations, industry awards, media citations as an innovator, and peer benchmarking surveys.

ExampleA logistics company co-develops a last-mile medicine distribution model with SGF. The innovation is cited in 3 industry publications, generates a GIBS Business Innovation Award nomination, and positions the company as a first-mover in health logistics, creating a strategic moat no competitor has replicated.

Proprietary Data Asset Value

Financial

Quantifies the value of geo-tagged household and community data generated through programme delivery, data that the partner co-owns and can apply to product development, distribution planning, and market entry strategy.

ExampleOver 18 months, a programme generates geo-tagged health and economic profiles for 28,000 households across 4 provinces. This dataset, benchmarked against commercial market research pricing, represents a data asset valued at approximately R2.4 million, directly informing the partner's rural distribution expansion strategy.

Technology & Process IP Generated

Qualitative

Documents new processes, tools, or technological solutions developed or refined through programme implementation, building the partner's portfolio of IP in community engagement, health technology, or social logistics.

ExampleA technology partner's AI triage tool is field-tested and refined across 12 community health sites. The resulting protocol improvements generate 2 publishable case studies and a patent application for a novel community diagnostic workflow, documented by SGF as part of the programme's innovation output report.

ESG Performance & Regulatory Alignment

Structured ESG-grade evidence satisfies investors, rating agencies, and regulators.

SGF programmes generate structured ESG-grade evidence, the kind that satisfies institutional investors, rating agencies, and regulatory bodies. In South Africa's B-BBEE and King IV governance environment, and in the global context of GRI, ISSB, and integrated reporting, having verifiable social impact data is a commercial necessity, not just a PR exercise.

B-BBEE Socio-Economic Development (SED) Points

Compliance

Tracks and documents qualifying SED expenditure and the resulting B-BBEE scorecard contribution, providing a direct and auditable link between programme spend and regulatory compliance value.

ExampleA R2 million SGF programme spend qualifies as SED under B-BBEE codes. With the 100% recognition multiplier applicable to certified beneficiaries, this generates the maximum 5 B-BBEE SED points, contributing to a Level 4 improvement on the partner's scorecard, with measurable procurement preference implications.

ESG Rating Contribution Score

Qual + Quant

Maps programme outputs to the specific indicators used by major ESG rating frameworks (GRI Standards, MSCI ESG Ratings, Sustainalytics, JSE SRI Index), providing pre-formatted evidence for annual ESG disclosure.

ExampleSGF provides the partner with a GRI-aligned impact report covering GRI 203 (Indirect Economic Impacts), GRI 401 (Employment), and GRI 413 (Local Communities). This directly supports the partner's submission to the JSE Sustainability Disclosure Guidance and MSCI ESG rating, reducing the internal compliance reporting burden by an estimated 40 person-hours annually.

Investor & Stakeholder Trust Index

Qualitative

Measures the reputational and investor confidence value of verified impact reporting, tracked through analyst sentiment, investor Q&A mentions of social strategy, and proxy voting outcomes on ESG resolutions.

ExampleFollowing two years of SGF-supported impact reporting, a JSE-listed partner's MSCI ESG rating improves from BB to BBB. This widens the partner's access to ESG-screened institutional capital, estimated at R180 million in additional eligible investment based on the fund universe.

Financial Sustainability & Programme ROI

Model the programme's path to viability and track cost-per-outcome efficiency.

SGF makes the financial case for continued investment. We model the programme's path to viability, track cost-per-outcome efficiency, and report on the financial sustainability of the intervention, so that partners can defend budget allocations with hard numbers.

Social Return on Investment (SROI)

Financial

Calculates the total social, economic, and health value created per rand invested, expressed as a ratio that board members and investors recognise. Combines monetised health outcomes, income generation, and avoided system costs.

ExampleA R1.5 million community health programme generates: R3.2M in avoided hospital admissions (DOH costing), R1.1M in community income facilitated, and R0.8M in government services activated. Total social value: R5.1M. SROI ratio: 3.4:1, for every R1 invested, R3.40 in social value is created. Boardroom-ready, investor-grade language.

Cost Per Outcome

Financial

Tracks the programme's efficiency in delivering specific outcomes, cost per patient enrolled, cost per household reached, cost per health worker trained, benchmarked against sector norms and tracked over time to demonstrate scale efficiency.

ExampleYear 1 cost per household reached: R285. Year 2 (scale achieved): R162. Sector benchmark: R340. SGF demonstrates that the partner's investment is operating at 52% better efficiency than the category average, a compelling renewal argument for the CFO.

Programme Viability & Revenue Diversification

Financial

Models the programme's path to financial self-sustainability, identifying revenue streams (government co-funding, service fees, data licensing, partnership levies) that reduce dependence on a single corporate funder over time.

ExampleBy Year 3, an SGF-managed programme achieves 40% co-funding from DOH CCMDD, 15% from a second corporate partner, and 8% from data service revenues, reducing the lead corporate's funding obligation from R2M to R740K annually while doubling programme reach. Viability is documented and reported quarterly.

Talent, Culture & Internal Corporate Value

SGF measures how programmes shape corporate culture and build staff capability.

The most underreported dimension of shared value is internal. SGF measures how community engagement programmes shape the corporate culture, attract talent, and build staff capability, assets with direct financial value on the HR balance sheet.

Talent Attraction & Retention Premium

Financial

Measures the impact of purpose-driven programme participation on staff turnover rates and recruitment conversion, comparing programme participants vs. non-participants, and tracking the cost saving from reduced attrition.

ExampleStaff involved in SGF programme volunteering and skills deployment show 14% lower annual turnover than non-participants (18% vs 32%). At an average replacement cost of R85,000 per employee, the R2.38 million annual saving in turnover costs is directly attributable to the programme, and reported to HR and the board.

Purpose-Alignment & Employee Engagement Score

Qualitative

Tracks employee engagement survey responses related to corporate purpose, pride, and social impact, using standardised scales and trending over time to demonstrate the cultural impact of the programme on the workforce.

ExampleAnnual culture survey shows: employees who are aware of the SGF programme score 23 points higher on “pride in the company” and 17 points higher on “would recommend as an employer”, feeding directly into the company's employer brand and Glassdoor ratings, tracked and reported annually.

Skills Development & Leadership Pipeline

Qual + Quant

Documents corporate staff capability built through programme involvement, project management in complex environments, stakeholder engagement, health systems literacy, and tracks progression of programme-exposed staff into leadership roles.

ExampleOver 3 years, 12 corporate staff rotate through SGF programme management roles, building community engagement and systems-thinking capabilities. 8 of the 12 subsequently receive promotions. The programme is formally recognised in the company's WSP and ATR B-BBEE skills development reporting, contributing to the Skills Development scorecard.

Reporting

The SGF Dashboard

Every project. Two dashboards. One truth.

The SGF Shared Value Dashboard delivers partner-specific reporting across both axes, updated in real time from the JAMII household data platform. No more choosing between mission and business.

Social & Health Impact

  • Patients enrolled and retained on chronic care programmes
  • Household health improvement indices (by ward, district, province)
  • Community health worker reach and caseload capacity
  • Chronic disease management adherence rates
  • Maternal, child, and HIV/ARV health outcomes
  • Economic resilience and household income indicators
  • SDG alignment scores (SDG 3, 8, 10, 17)
  • Community trust and programme satisfaction scores

Corporate & Business Performance

  • Brand reach, digital engagement, and earned media value
  • New market penetration and customer acquisition data
  • Demand creation index and revenue pipeline
  • SROI ratio and cost-per-outcome benchmarks
  • B-BBEE SED points and scorecard contribution
  • ESG rating indicators (GRI, MSCI, Sustainalytics-ready)
  • Innovation credential and proprietary data asset value
  • Talent retention premium and culture impact scores

Process

How It Works

Built into the programme from day one.

Shared value measurement is not a bolt-on report. SGF embeds the measurement architecture at programme design stage, so that every activity generates evidence on both axes automatically.

01

Partner Indicator Design

We work with the partner's strategy, marketing, ESG, and finance teams to identify which corporate KPIs matter most, and design programme activities that generate measurable evidence against each one.

02

Baseline Establishment

Before implementation begins, SGF establishes baselines across all social and corporate indicators, creating the counterfactual that makes attribution credible and defensible to investors and auditors.

03

Live Data Collection

The JAMII platform captures household, community, and programme data in real time across geographies, feeding both the social dashboard and the corporate indicators engine continuously.

04

Dual-Axis Reporting

Partners receive a single integrated report, formatted for the development sector and for the boardroom simultaneously. Each indicator is sourced, timestamped, and audit-ready.

Next Step

Ready to measure both sides of value?

If you are investing in communities and want to prove it, to your board, your investors, your ESG rating agency, and your communities, SGF builds the measurement architecture that makes shared value a demonstrable reality.

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