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This is an introduction to the Case Study Learning session on Improving Education Outcomes, happening live on 3 May 2023.
About this module:
There is a crisis in education: while children are attending schools, they are not necessarily learning. Only half of education interventions in low and middle-income countries were found to have an impact on learning outcomes (Lee, 2021). Without significant improvements in learning (e.g. proficiency in reading and maths), children will be denied basic skills, posing a grave threat on their future to lead productive and fulfilling lives as members of society as well as contribute to economic growth. To address this, there is a need to utilise innovative funding models that incentivise learning outcomes and give priority over inputs and activities that do not link to outcomes.
These two videos are pre-requisite learning materials in order to attend the live session.
Arushi Terway has examined innovative financing for education for the last ten years through an evidence-based approach. She has conducted research on the conceptualisation to implementation of complex innovative financing mechanisms within the education sector that aim to bring equitable quality education to all.
She also serves as the Private Sector Approaches in education research lead at NORRAG where she has built a portfolio of knowledge products on innovative financing for education in achieving more and better financing for education in marginalised communities in developing countries. She also serves as the Lecturer for the Masters course and the Academic Director for the Executive Education Certificate course on Innovative Financing for Education at the Geneva Graduate Institute of International and Development Studies. For over 16 years, she has worked on education policy, planning, and development at global organisations like the World Bank, GPE, USAID, SDC, IPNED, FHI360, OSF and R4D.
AVPN Faculty consists of sector experts and other key stakeholders.
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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)
By CSR Asia
By Inclusive Business Action Network (iBAN)
By Visa
By McKinsey
By McKinsey
By Resonance and the Catalyst 2030 Private Sector Working Group
By Visa
By Visa
By Visa
By Youth4Jobs
By ENGIE Impact
By Oliver Wyman
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
By Devex
By EVPA
By EVPA
By EVPA
By AVPN
By AVPN
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.
By EVPA
By Resonance and the Catalyst 2030 Private Sector Working Group
By Oliver Wyman
By Asia Centre for Social Entrepreneurship &Philanthropy (ACSEP)
By Philanthropy Impact
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
By Devex
By McKinsey Digital
By McKinsey
By McKinsey
By Corporate Citizenship
By McKinsey
By Willis Towers Watson
By Gallup
By Gallup
By Submittable
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)
By McKinsey Global Institute
By McKinsey
By McKinsey
By Alliance (Amy McGoldrick)
By AVPN
By SoPact
By McKinsey
By Resonance and the Catalyst 2030 Private Sector Working Group
By Submittable
By ENGIE Impact
By AVPN
By Harvard Business Review (HBR)
By Kellogg Insight
By Harvard Business Review
By Duke Corporate Education
By AVPN
By AVPN & iBAN
By AVPN, IBAN & AVPA
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
By EVPA
By Alliance (Amy McGoldrick)
By Alliance (Karoline Heitmann, Lonneke Roza, Alessia Gianoncelli and Steven Serneels)
By Stanford Social Innovation Review (SSIR)
By Oliver Wyman
By Philanthropy Impact
By Duke Corporate Education