Acceleration and Customized Technical Services (ACTS)

, 89

Accountability

, 47–48, 181–183

AccountAbility AA1000 Assurance Standard (AA1000 AS)

, 185

Accounting

, 261, 264

Actionability

, 55

Activity Daily Living (ADL)

, 169

Additionality

, 220, 222

Adidas

, 36

Afram Plains

, 116–120

Ageing population

, 165

Allan Gray Orbis Foundation

, 202, 206

Allocations

, 76

Ambuja Cements Limited (ACL)

, 36

Aqueduct

, 37

Areas of impact (AoIs)

, 79

Artificial intelligence to analyzing net impact

, 39

Asia, network importance in

, 212

Aspen Network of Development Entrepreneurs (ANDE)

, 202

Asset

classes

, 104–109

separating analysis of characteristics

, 109–110

Assurance

, 179–180

AA1000 AS

, 185

accountability

, 181–183

change

, 187–188

current state of impact assurance

, 183–187

importance

, 180–181

ISAE 3000

, 185–186

legislation

, 184–185

levels of detail in reporting

, 183

SAN

, 186

SVI

, 186–187

Audience personas

, 216

Audit

, 179–180

AVPN

, 211, 213, 215

BASF

, 37

‘Basic Pension System’

, 164

Bright Start partnership

, 213–214

Business

development

, 202, 204

enterprises

, 237

models

, 238–239

support infrastructure

, 67

Business for Inclusive Growth (B4IG)

, 17

Capital Asset Pricing Model (CAPM)

, 102

Capitalism

, 5–6

Capitals

, 194

Capitals Coalition

, 78, 260, 263

Carrying capacities

, 74, 76–77

Catalytic Capital Consortium

, 17

Cementos Argos

, 37

‘Child Care Benefit System’

, 164

Civil society organisations (CSOs)

, 43–44

Climate change

, 13

Collaboration

, 66, 193–194

transition ten steps

, 194–198

Collective impact

, 156

Commissioners

, 8

Commissioning

, 126–127, 129–131

emergence of

, 149–151

implementing by WOCA

, 155–156

for improved outcomes

, 157–159

for maximum impact

, 136

New Zealand

, 151–152

Community

, 216

feedback

, 121

Companies

, 14

Comprehensive Social Security Assistance Scheme (CSSA Scheme)

, 164–165

Conference of Parties (COP)

, 13

COP21

, 13

Constituent voice (CV)

, 53–54, 56–58

change process

, 54–55

Feedback Commons Toolkit

, 58–60

impact measurement

, 55–56

new measures for new ways of working

, 53–54

Consumer preference, approaches and tools to clarifying

, 121

Continual improvement

, 54

Control

, 261

Convergence, need for

, 11–12

Corporate social responsibility (CSR)

, 45

Cost-Effectiveness Analysis (CEA)

, 169–171

Cost–Benefit Analysis (CBA)

, 169–171

Critical capital preservation

, 74–77

CSR

, 243

Customer loyalty

, 57

Decision(s)

, 3–4

decision-making

, 181

Deliberate Leadership framework

, 121

Development

, 205

Development Finance Institutions (DFIs)

, 98

Disability-Adjusted Life Years (DALYs)

, 261

Disaster Tech Innovation Programme

, 214–215

District Health Board model

, 151

‘Do no harm’ ethics

, 119–120

Downtown Outreach Addictions Partnership team (DOAP team)

, 136–137

Ecosystem development, lack of innovation in

, 90–91

Ecosystem-wide movement

, 217

8-Point Plan

, 126–132

‘End Furniture Poverty’

, 25–26, 29

Enlightened Shareholder Value (ESV)

, 244

Enterprise support models, lack of innovation in

, 89–90

Entrepreneurial ecosystem

, 69–70

Entrepreneurs

, 202

human-centred design approach

, 204–205

incubation

, 203–204

long-term approach to ‘nurturing’ entrepreneurs

, 205–207

networks, peer communities and celebrating failure

, 207–208

Entrepreneurship

, 69, 206

Environmental, Social and Governance (ESG)

, 5, 12, 14

Environmental Profit and Loss methodology (EP&L methodology)

, 38

Ethics-based arguments

, 261, 263–264

EU Non-Financial Reporting Directive (NFR Directive)

, 184

European Financial Reporting Advisory Group (EFRAG)

, 7, 17

EVPA

, 222, 229–232

Extended External Reporting project (EER project)

, 185–186

Feedback Commons Toolkit

, 58–60

Financing enterprise support, lack of innovation in

, 90

‘For-profit’ organisation

, 241–242

Funding, access to

, 65–66

Fungibility of impacts on capitals

, 74

Furniture poverty

, 27–29

Furniture Resource Centre (FRC)

, 23, 29

General theory

, 102, 104, 107

Global Impact Investing Network (GIIN)

, 15–16, 229

Global Reporting Initiative (GRI)

, 14–16

Global Risks Perception Survey

, 13

Global Steering Group for Impact Investment (GSG)

, 15–16

Global Sustainable Investment Review (2018)

, 98

Goods

, 128

Government support

, 67–68

Grant makers

, 143–144

Greater Manchester (GM)

, 126

Gross Domestic Product (GDP)

, 12–13, 116

Groupe d’experts de la Commission sur l’entrepreneuriat social (GECES)

, 229

Human-centred design approach

, 204–205

Impact. See also Social impact

, 12, 34, 136, 143–147, 214–216, 238–239, 269, 272–274

collective action

, 16–18

economy

, 258

evolution towards

, 15–16

frameworks

, 14–15

goal

, 46–47

impact-driven community

, 212

impact-weighted accounts

, 258–259, 265

measurement

, 6–8, 13–14, 16, 55–56, 202

metric

, 64–65

need for innovation and convergence

, 11–12

need for integrated economic models

, 12–14

rating methodologies

, 110

strategy

, 220–221

washing

, 91–92

Impact accounting

challenges

, 260–261

grappling with challenges

, 262–264

implementation

, 259–260

language

, 264

missing piece

, 257–258

potential for

, 265

vision

, 258–259

Impact enterprises (IEs)

, 88

Impact investing

, 88–89, 116, 118, 258

importance of engaging institutional investors

, 98

portfolio management

, 99–104, 104–110

potential to price externalities

, 97–98

Impact Investment Exchange (IIX)

, 89

sustainability pyramid

, 89–90

Values

, 92–93

Women’s Livelihood Bonds

, 93–94

Impact management

, 3–4, 6–8, 49–50, 68–69, 73–74, 188, 220, 222, 271

contributing to holistic value creation

, 73–76

progression performance towards sustainability thresholds

, 79

respecting carrying capacities and critical capital

, 76–77

Impact Management Project (IMP)

, 14–15, 78, 229

Structured Network

, 6, 17

Impact measurement and management (IMM)

, 222–227

‘Impact talk’

, 216

Impact Valuation

, 34, 73–74, 77–79

case studies

, 36–39

new aspects

, 35

as tool to inform business decisions

, 36

Impact Valuation Roundtable (IVR)

, 34–35, 77–78

ImpactHubJoburg

, 202

‘Improvement’ impact

, 139

‘Improving’

, 146

Inclusive markets for underserved communities

IIX’s Women’s Livelihood Bonds

, 93–94

impact investing

, 88–89

risk and innovating solutions

, 89–93

Inclusiveness

, 12, 16

Indigenous model in New Zealand

challenges with WOCA commissioning model

, 156–157

commission for improved outcomes

, 157–159

commissioning implementing by WOCA

, 155–156

commissioning in New Zealand

, 151–152

emergence of commissioning

, 149–151

future of Whānau Ora commissioning

, 157

WOCA model

, 152–157

Indonesia

, 64

landscape and challenges

, 64

Inequality

, 4, 12

Innovation

, 156

in ecosystem development

, 90–91

in enterprise support models

, 89–90

in financing enterprise support

, 90

lack of

, 89–91

need for

, 11–12

Institute of Chartered Accountants in England and Wales (ICAEW)

, 194–195

Institutional investors

, 14

importance of engaging

, 98

Instrumental Activities of Daily Living scale (IADL scale)

, 169

Integral Data Flowchart

, 75–76

Integrated economic models, need for

, 12–14

Internal scrutiny

, 29

International Auditing and Accounting Standards Board (IAASB)

, 7, 180

International Finance Corporation (IFC)

, 15–16

International Integrated Reporting Framework (IIRC)

, 75

International Monetary Fund (IMF)

, 4

International Organization for Standardization (ISO)

, 260

International Platform for Sustainable Finance (IPSF)

, 17

International Standard on Assurance Engagements 3000 (ISAE 3000)

, 185–186

Investing for impact. See also Social investing

, 221

IMM

, 223–227

investors networks

, 227–232

new narrative for Europe

, 220–223

Investing with impact

, 221

Investors

, 8, 220, 226

networks

, 227–232

Job creation initiatives

, 206

Kaiārahi

, 155

Keystone Accountability

, 56

Koç University Social Impact Forum (KUSIF)

, 44–45, 47

Korean Welfare Panel Study (KOWEPS)

, 165–166

Lake Volta

, 117

Leadership

, 120–121, 195

Learning process

, 54

Legislation

, 7–8

Logic models

, 55

‘Long-Term Care Insurance’ system (LTCI system)

, 163–164

‘Long-Term Care Plan 1. 0’ services

, 164

‘Long-Term Care Policy’

, 164, 167

Maersk

, 37–38

Management

, 144

Mandate screens

, 102

separating analysis of characteristics

, 109–110

Measurement

, 54, 137, 144, 244

measurement-driven approach

, 129

Mentorship

, 66

Microfinance institution (MFI)

, 91–92

Ministry of Health and Welfare (MOHW)

, 167

Monetisation

, 36, 74

Multi-stakeholder approaches

, 17

MultiCapital Scorecard (MCS)

, 79

Multifunctional field margins (MFFMs)

, 39

Mutual accountability

, 54

‘National Health Insurance’

, 164

‘National Life-Cycle Plan’

, 163–164

‘National Pension System’

, 164

Natura

, 38

Natural capital

, 39

Natural Capital Coalition

, 194

Natural Capital Protocol

, 195–197

Navigators

, 155

Negros Women for Tomorrow Foundation (NWTF)

, 91–92

Net Promoter Systems

, 57

Networking

, 66

Networks

authentication

, 217

community

, 216

effect

, 217

impact

, 214–216

importance in Asia

, 212

limits

, 216–217

making

, 213–214

New Zealand

commissioning in

, 151–152

government’s well-being budget

, 5

Nonfinancial support (NFS)

, 226

‘Not-for-profit’ organisation

, 241–242

Novartis

, 38–39

Old Age Living Allowance (OALA)

, 169

Organisation for Economic Cooperation and Development (OECD)

, 15–16

Well-Being Framework and Progress

, 12–13

Organisational/organisations

, 238–239

change

, 27–28

framework of organisational social impact archetypes

, 242–247

Outcomes

, 150

Paris Agreement

, 13

Performance management

, 53–54

Philanthropy

, 98, 115–116

Policy assessment

, 165

Portfolio management

, 99–110

Poverty lines

, 206–207

Power

, 182

Predictive factors

, 102

‘Prevention of Abuse of the Elderly Act’

, 163–164

Price externalities, potential to

, 97–98

Principles for Responsible Investment (PRI)

, 14–16

Principles-based arguments

, 261–263

Private sector organisations

, 50

Probability criterion

, 261

Procurement

, 126–127, 129–131

depth of impact

, 139–140

emergence of outcomes purchasing

, 136–137

signs of progress

, 138–139

Profit

, 241–242

Progression performance

approach

, 79

towards sustainability thresholds

, 79

Property Point

, 202

Prudence Foundation

, 214

‘Public Assistance Act’

, 164

Public policy for social value creation

, 163–164

social policy assessment in East Asia

, 165–169

social policy development in East Asia

, 163–165

suggestions for social policy assessment

, 169–173

Public Services Act (2012)

, 125, 184

Purchasing

, 150

Purpose

, 245

Regulatory Impact Assessment (RIA)

, 169–171

Relationships

, 59

Resource allocation decisions

, 5

Risk

, 88

Riversands Incubation Hub

, 202

Russia

impact

, 143–147

maximising social value in

, 144

‘Scientific’ approach

, 56

Scoring methodology

, 107–108

Services

, 128

SiMPACT Strategy Group

, 136

Skills

, 67

Small and growing businesses (SGBs)

, 202, 205

Social accounting and audit (SAA)

, 186

Social Audit Network (SAN)

, 186

Social capital

, 39

Social enterprise

, 24, 64–65

Social Enterprise Development Toolkit

, 213

Social impact. See also Impact

, 45–50, 227

challenges and pitfalls

, 50

management in Turkish context

, 43–44

Turkish Social Impact Actors

, 44–45

Social investing

Afram Plains

, 116–120

approaches and tools to clarifying consumer preference

, 121

Hear No Evil

, 115–116

leadership approach

, 120–121

Social investment

, 215

Social licence

, 264–265

Social policy

assessment in East Asia

, 165–169

in China

, 164–165

development in East Asia

, 163–165

Social Progress Index (SPI)

, 13

Social purpose organisations (SPOs)

, 213, 220

Social research activities

, 55

Social Return on Investment (SROI)

, 5–6, 36, 169–171

Social value

, 127–130, 163–165

8-Point Plan

, 126–132

to addressing key challenges

, 125–126

dialogue

, 131

‘End Furniture Poverty’

, 25

from managing to maximising impacts

, 23–25

mission means in reality

, 25–27

needs explicit ‘policy’

, 126

quality

, 127–128

social value/maximising impact

, 130–131

standards

, 131–132

success factors

, 132–133

Social Value Charter

, 129

Social Value International (SVI)

, 6, 15–16, 78, 186–187, 229

Social Value UK

, 184

Socially Responsible Investing (SRI)

, 15, 110

South Africa

, 205–206

Specific, measurable, achievable, relevant, time-bound (SMART)

, 228–229

Stakeholders involvement

, 47–48, 271

Startup assistance organisations (SAOs)

, 65–67

Statistical validity

, 55

Strategy

, 125–126

Sustainability

, 12, 16, 75, 239–240

context

, 77

pyramid methodology

, 91

Sustainability Accounting Standards Board (SASB)

, 14–16

Syngenta

, 39

System Value creation

, 75–76

Systemic change

government support

, 67–68

implementation challenges

, 68–69

landscape in Indonesia and challenges

, 64

SAOs

, 65–67

social enterprise

, 64–65

Taskforce on Climate-related Financial Disclosures (TCFD)

, 17

TechInAsia

, 64

The Economics of the Environment and Biodiversity (TEEB)

, 194–195

Thresholds

, 74–75

Time misalignment

, 226

Total Impact Measurement & Management (TIMM)

, 78

Traditional reporting

, 34

Transformational impact

, 140

Transition ten steps of collaboration

, 194–198

Turkey

, 43–44

Turkish Social Impact Actors

, 44–45

UBS Optimus Foundation (UBSOF)

, 121

UK Companies Act

, 184

UK Modern Slavery Act (2015)

, 7

UK’s Social Value Act

, 5

Unemployment

, 202

United Nations Development Program Human Security framework

, 121

United Nations Development Programme (UNDP)

, 15–16

United Nations Environment Programme-Finance Initiative (UNEP-FI)

, 15–16

United Nations Global Compact (UNGC)

, 14, 15–16

United Nations’ Sustainable Development Goals (SDGs)

, 4, 12, 16, 88, 98, 220, 259, 271–272

UPM

, 39

Upright model

, 39

Valuation

, 193

Value of a Statistical Life (VSL)

, 261

Value transfer

, 260

‘Value-to-Society’

, 37

Vision

, 258–259

Voluntary, community and social enterprise (VCSE)

, 129

Voluntary standards

, 7

Wages on human capital

, 38–39

Water Risk Filter tool

, 37

Water scarcity–related risks

, 37

Well-being

, 154, 238–241

Well-defined outcomes

, 46–47

Whānau Direct

, 155–156

Whānau Ora

approach

, 151–152

commissioning products

, 155–156

partners

, 157

social services

, 151–152

Whānau Ora Commissioning Agency model (WOCA model)

, 151–157

challenges with

, 156–157

commissioning implementing by

, 155–156

future of

, 157

Whānau Ora providers See Whānau Ora—partners

Whānau Ora Task Force report

, 151

Women’s Livelihood Bond (WLB1)

, 91–92, 94

Works

, 128

World Benchmarking Alliance (WBA)

, 15–16

World Business Council for Sustainable Development initiative (WBCSD initiative)

, 77–78

Years lived in disability/disease (YLD)

, 261

Years of life lost (YLL)

, 261