Index

Generation Impact

ISBN: 978-1-78973-930-5, eISBN: 978-1-78973-929-9

Publication date: 8 January 2021

This content is currently only available as a PDF

Citation

(2021), "Index", Richards, A. and Nicholls, J. (Ed.) Generation Impact, Emerald Publishing Limited, Bingley, pp. 275-282. https://doi.org/10.1108/978-1-78973-929-920200026

Publisher

:

Emerald Publishing Limited

Copyright © 2021 Emerald Publishing Limited


INDEX

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

Prelims
Introductions for Impact
Introduction
Chapter 1 The Imperative for Impact: The Global Context
Managing for Impact
Chapter 2 A Mission to Maximise Social Value
Chapter 3 The Practitioner's View
Chapter 4 Managing Social Impact in Practice or Why Asking Questions Is So Hard – Experience of Koç University Social Impact Forum in Turkey
Chapter 5 Constituent Voice: Feedback Loops, Relationships and Continual Improvement in Complex System Change
Chapter 6 The Path to a (Faster) Systemic Change
Chapter 7 From Impact Management to System Value Creation
Investing for Impact
Chapter 8 The Risks Not Taken: Building Inclusive Markets for Underserved Communities
Chapter 9 Impact Investing – A Sleeping Radical?
Chapter 10 Moral Money: Do No Harm in Social Investing
Policy and Commissioning for Impact
Chapter 11 Social Value in Commissioning
Chapter 12 Procurement for Maximum Impact
Chapter 13 Maximising Social Value in Russia: For Never Was a Story of More Woe
Chapter 14 Commissioning for Outcomes – An Indigenous Model in New Zealand
Chapter 15 Public Policy for Social Value Creation in East Asia
Assuring for Impact
Chapter 16 Assurance – Do We Know Enough?
Networks for Impact
Chapter 17 How to Do Good Collaboration
Chapter 18 The Entrepreneur at the Centre of Entrepreneurship Development Support: More Novel than Obvious? Lessons from South Africa
Chapter 19 The Power of Networks: How to Do It Right
Chapter 20 Managing for Impact: The Role of Investors’ Networks in Enhancing Appropriate Impact Measurement and Management Practices
Scoping for Impact
Chapter 21 If You Want to Go Far, You Need to Go Deep: A Framework of Impact Archetypes
Chapter 22 The Promise of Impact Accounting
Conclusions for Impact
Conclusions for (More) Impact
Index