Q1 Board Report Template
The first formal output every client receives, at day 90. One page front (the exec sees this), one page back (the evidence appendix). DOCX template; client logo top-right; MEM wordmark top-left.
Front page — the board sees this
Header
Wellbeing Programme — Q1 Report {Client name} · {Quarter} · prepared by MEM Academy
Row 1 — the cross-cutting line (NOT a footnote)
Across this quarter, {Client name}'s programme funded {N} free seats for people leaving prison — independently audited by the MEM SROI methodology. Each employee seat your business buys creates a second-chance seat in our justice-leaver pathway. The full SROI calculation is in the appendix.
Row 2 — the four indicators
| Indicator | This quarter | Baseline | Delta | What it tells you |
|---|---|---|---|---|
| Manager-level satisfaction | {X.X} / 5 | {X.X} | {±} | The room landed |
| Managers opening ≥1 supportive conversation | {XX}% | — | — | Behaviour changed |
| Workload adjustments made | {N} | — | — | The behaviour had teeth |
| Confidence pre→post (5-pt scale) | +{X.X} | — | — | Sustained, not surface |
(For programmes without manager training: this table is replaced with the four cohort-specific indicators agreed in the W2 design doc.)
Row 3 — the SROI panel
| Metric | This quarter |
|---|---|
| Employee seats active | {N} |
| Free justice-leaver seats funded | {N} |
| Investment | £{XX,XXX} |
| SROI ratio | £{X.XX} per £1 |
Methodology: see appendix and src/lib/sroi/formula.ts lineage.
Row 4 — one named risk + one named win
Risk this quarter: {One paragraph. Specific. Solvable.}
Win this quarter: {One paragraph. Specific. Attributable.}
Row 5 — what we recommend you do next
Three bullets, no more.
- {Operational move — e.g. extend manager training to Tier-2 line management}
- {Cohort move — e.g. commission the menopause module for sites X and Y}
- {Reporting move — e.g. add the financial-confidence pulse to Q2}
Footer
Prepared by {MEM Programme Lead}, MEM Academy · {Date} Sign-off readout booked: {Date} · 30 min · {Exec Sponsor}
Back page — evidence appendix
A. Sample + method
- Participants in scope this quarter: {N}
- Day-30 pulse responses: {N} ({XX}% response rate)
- Manager attendance (where applicable): {N} of {N possible}
- Method: anonymous self-report + delivery-system attendance data
- What we did NOT measure: clinical outcomes (out of scope — see boundary statement)
B. The SROI calculation
| Input | Value | Source |
|---|---|---|
| Employee seats | {N} × £{rate} | Client contract |
| Programme operating cost | £{XX,XXX} | MEM ledger |
| Free seats funded for justice-leavers | {N} | MEM justice-pathway pipeline |
| Estimated downstream value (employment, reduced reoffending, public-sector savings) | £{XX,XXX} | MEM SROI methodology, audited assumptions |
| SROI ratio | £{X.XX} per £1 invested | Computed |
Audit trail and assumption sources:
src/lib/sroi/formula.ts+src/lib/sroi/assumptions.functions.ts. The full assumption list is available on request.
C. Boundary statement
This report measures engagement, behaviour change, and the social-impact ratio. It does NOT measure clinical mental-health outcomes, prevalence of any condition, or therapeutic efficacy. MEM is not a clinical provider. Clinical outcomes are out of scope by design; for clinical support, employees are signposted to EAP, OH, GP, or NHS services.
D. Lived-experience case study (anonymised)
A 90-word case study, one per quarter, told by the coach with the participant's consent. Names changed. One paragraph, no more. This is what makes the numbers land.
Example: "M., a senior project manager at {Client name}, took up the optional 1:1 coaching after his manager spotted the Recovery Gap signal during the W4 launch. Three sessions later, he had renegotiated his Friday afternoons as protected planning time, taken the leave he had been deferring for eight weeks, and put his hand up for the Q2 leadership-development cohort he had been avoiding. The first conversation his manager had with him took 12 minutes."
E. What changes next quarter
- New cohorts entering: {names + sizes}
- Modules added: {names}
- Reporting changes: {what's being added to Q2}
F. Sign-off
| Role | Name | Signature | Date |
|---|---|---|---|
| MEM Programme Lead | |||
| Client HR Sponsor | |||
| Client Exec Sponsor |
Production rules
- One A3 spread OR two A4 pages — never more.
- Front page MUST fit one page. If it doesn't fit, cut row 5 first, never row 1.
- All numbers reconcile to the underlying delivery system + SROI ledger. The MEM Programme Lead must be able to show the source for every number on a 30-second prompt.
- Athletic-orange accent on the SROI panel + on the "what we recommend" header. Otherwise mono.
- Logo placement: client top-right, MEM top-left. Equal weight.
Pre-flight checklist (MEM Programme Lead, T-48h before readout)
- Every cell on the front page populated — no
{placeholders}left - SROI number reconciled to the ledger (signed off by the SROI audit owner)
- Risk + win paragraphs reviewed by Head of Coaching for tone
- Case study consent confirmed in writing
- Exec sponsor diary confirmed for the 30-min readout
- PDF generated, page-count verified (2pp), spell-checked
What's deliberately NOT in this report
- Aggregated scores presented as if they were clinical (e.g. "anxiety dropped 12%") — we don't claim what we can't measure
- A "happiness index" — we have no validated instrument for it
- Charts that confuse rather than clarify — every chart must earn its space
- A sales upsell embedded in the report itself — the recommendations are for the client's benefit, not MEM's
Cross-cutting promise Every UK employee seat in MEM funds a free seat for someone leaving prison. The number is on row 1 of this report, every quarter, by design. memacademy.org/corporate/programme