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Home Forums Social Finance Centre Case Study Learning Improving Education Outcomes

  • Improving Education Outcomes

    Posted by Meryl Ligunas on April 19, 2023 at 3:51 pm

    After going through the learning materials, share your insights, comments, proposed solutions, and questions on this forum and we will be tackling as many as we can during the live session. Feel free to respond to your fellow learners’ posts.

    Siddharth Chatterjee replied 1 year, 2 months ago 2 Members · 1 Reply
  • 1 Reply
  • Siddharth Chatterjee

    May 2, 2023 at 5:05 pm

    Dr. Terway,

    Thank you for being the faculty member for this session and developing the case materials – the two introductory videos you shared are really informative and helped contextualise this case learning wonderfully.

    It was interesting how outcomes based financing solutions in education are often proposed as a way to resolve the principal-agent problem. As you mentioned, there are various complicating factors that make it challenging to improve education outcomes through outcomes based financing (such as identifying outputs and outcomes or working with the variety of principals and agents in education).

    There was one challenging assumption that I wanted to highlight, which you also alluded to. The assumption that financial incentives will improve the delivery of educational outcomes may not always hold. Sometimes, financial incentives can have the opposite effect. Consider the overjustification effect which is an observation that offering external rewards (such as money) for an activity can end up eroding one’s intrinsic motivation for doing those activities over time.

    Of course this is not to say that those delivering education outcomes should not be financially rewarded, but to highlight just how complicated and fine-grained the considerations of incentivization need to be. In a purpose driven sector such as education, it is dangerous to assume that greater financial rewards will always lead to more motivated educators or better education outcomes.

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Original Post
0 of 0 posts June 2018

Inclusive Business

Companies may choose to adopt an inclusive business model or approach that provides goods, services, and livelihoods on a commercially viable basis to people living at the base of the pyramid (BoP). Depending on the nature and size of the organisation, companies can do this by directly incorporating the BoP in their core value chain, or by piloting inclusive business initiatives through their corporate impact efforts.

Adapted from: Inclusive Business Action Network (IBAN)


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Creating Shared Value Through Inclusive Business Strategies

By CSR Asia

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This paper by CSR Asia outlines how inclusive business (IB) strategies can create shared value and walks through practical steps companies can take to develop an effective IB strategy. It makes a case for inclusive business and demonstrates how companies can leverage aspects of their value chain to create opportunities for low-income communities. You will also find a number of case studies from around the Asia region.

Corporate Foundation

Corporate foundations (or company-sponsored foundations) are philanthropic organisations that are created and financially supported by a corporation. The foundation is created as a separate legal entity from the corporation, but with close ties to the corporation. Corporate foundations tend to make grants in fields related to their corporate activities or in communities where the corporation operates, or where their employees reside.

Source: Council of Foundations

Learn more about Corporate Foundation

Corporate Social Impact Accelerator

Companies may establish Social Impact Accelerators to help enterprises looking to address a social problem over an extended period of time with a mix of financial and non-financial support, including seed funding, mentorship, training, networking and working space.

Learn more about Corporate Social Impact Accelerator

Employee Engagement

Employee engagement is any formally organised support or encouragement from companies to leverage employee time, knowledge, skills or other resources to support impact organisations. Employee engagement can vary from corporate volunteering (hands-on or skill-based, virtual or on-site volunteering) and/or corporate giving (payroll giving, employee matching) to co-investment programmes.

Source: EVPA, 2018

Learn more about Employee Engagement

Corporate Social Responsibility

Corporate social responsibility (CSR) refers to strategies that companies put into action as part of corporate governance that are designed to ensure the company’s operations are ethical and beneficial for society. These may include initiatives to support the environment, fair labour practices, philanthropy and/or sustainable business practices.

Adapted from: Corporate Finance Institute (CFI)

Learn more about Corporate Social Responsibility

Corporate Impact Fund

Corporate impact funds enable companies to make investments that are aligned with and amplified by their strategic priorities, market position and resources in order to generation measurable and mutually reinforcing social, environmental and financial returns and outcomes.

Adapted from: Stanford Social Innovation Review (SSIR), 2021

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