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Frank Vanclay - One of the best experts on this subject based on the ideXlab platform.
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The International Handbook of Social Impact Assessment - The International Handbook of Social Impact Assessment
2020Co-Authors: Henk A Becker, Frank VanclayAbstract:This important Handbook presents an indispensable overview of the range of new methods and of the conceptual advances in Social Impact Assessment (SIA). Recent increased attention to Social considerations has led to substantial development in the techniques useful to, and the thinking in, SIA. A distinguished group of contributors provides an up-to-date and comprehensive account of the cutting-edge in SIA development.
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New Directions in Social Impact Assessment - New Directions in Social Impact Assessment
2020Co-Authors: Frank Vanclay, Ana Maria EstevesAbstract:This important new book outlines current developments in thinking in the field of Social Impact Assessment (SIA). It advances the theory and practice of SIA, and argues that a dramatic shift is required in the way socioeconomic studies and community participation is undertaken. The book emphasizes that, much more than the act of predicting Impacts in a regulatory context, SIA needs to be the process of managing the Social aspects of development and that there needs to be a holistic and integrated approach to Impact assessment. It stresses that greater attention needs to be given to ensuring that the goals of development are attained and enhanced.
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Developments in Social Impact Assessment
2014Co-Authors: Frank VanclayAbstract:Along with environmental Impact assessment, Social Impact assessment (SIA) has its origins in the 1970s and has developed from being a tool to meet regulatory requirements, to a discipline that seeks to contribute proactively to better project and policy development and to enhance the wellbeing of affected people. This volume, edited by a leading authority in the field, collates the classic articles in the history of SIA along with the most significant recent papers in this expanding area.
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new directions in Social Impact assessment conceptual and methodological advances
2011Co-Authors: Frank Vanclay, Ana Maria EstevesAbstract:Contents: Foreword Bruce Harvey PART I: NEW APPROACHES IN THINKING ABOUT Social Impact ASSESSMENT 1. Current Issues and Trends in Social Impact Assessment Frank Vanclay and Ana Maria Esteves 2. Understanding the Organizational Context Deanna Kemp 3. Looking Beyond Impact Assessment to Social Sustainability Ilse Aucamp, Stephan Woodborne, Jan Perold, Anita Bron and San-Marie Aucamp 4. Community-based Agreement Making with Land-connected Peoples Simon Nish and Sara Bice 5. Theoretical Foundations Richard Howitt 6. Ethical Issues and Dilemmas James Baines and C. Nicholas Taylor PART II: NEW ISSUES TO CONSIDER (OR OLD ISSUES TO CONSIDER BETTER) 7. Considering Gender in Social Impact Assessment Kuntala Lahiri-Dutt and Nesar Ahmad 8. Social Impact Assessment and Indigenous Social Development Ciaran O'Faircheallaigh 9. Disasters and Climate Change Alison Cottrell and David King 10. Landuse Change Jacki Schirmer 11. Development-induced Community Resettlement Thayer Scudder 12. Cumulative Social Impacts Daniel Franks, David Brereton and Chris Moran 13. Closure Planning Robin Evans 14. Enhancing the Benefits of Projects through Local Procurement Ana Maria Esteves, Mary-Anne Barclay, David Brereton and Daniel Samson PART III: NEW METHODS AND TECHNIQUES 15. Enhancing Effectiveness through Deliberative Democracy Janette Hartz-Karp and Jenny Pope 16. Environmental Conflict Mediation Rauno Sairinen 17. Conflict-sensitive Impact Assessment Paul Kapelus, Emily Richards and Hope Sherwin 18. The World Bank's Poverty and Social Impact Analysis Anis Dani and Sabine Beddies 19. Utilizing a Sustainable Livelihoods Approach to Inform Social Impact Assessment Practice Sheridan Coakes and Andreas Sadler 20. Human Impact Assessment as a Framework for Integration Tapani Kauppinen 21. A Human Rights-based Approach to Social Impact Assessment Gillian MacNaughton and Paul Hunt Index
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international principles for Social Impact assessment
Impact Assessment and Project Appraisal, 2003Co-Authors: Frank VanclayAbstract:The “International Principles for Social Impact Assessment” is a statement of the core values of the SIA community together with a set of principles to guide SIA practice and the consideration of ‘...
Rabel J Burdge - One of the best experts on this subject based on the ideXlab platform.
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benefiting from the practice of Social Impact assessment
Impact Assessment and Project Appraisal, 2003Co-Authors: Rabel J BurdgeAbstract:This paper summarizes the major benefits of doing Social Impact assessment both as a stand alone activity or integrated with environmental, health, and economic assessments. Findings include the legislative basis for doing SIA, its knowledge base, how it is used, changes in the practice and the growing acceptance of SIA in the planning/decision process. In conclusion there is a summary of a few of the myths and misunderstandings that have limited the use of Social Impact assessment in the past.
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why is Social Impact assessment the orphan of the assessment process
Impact Assessment and Project Appraisal, 2002Co-Authors: Rabel J BurdgeAbstract:Social Impact assessment (SIA) has not been widely adopted as a component of the assessment process for project or policy appraisal. This paper focuses on four issues: how we are labeling research on Social Impacts; what historical events led to the separation of SIA from the environmental Impact assessment (EIA) process; whether the Guidelines and Principles for Social Impact Assessment helped focus the research and practice of SIA; and whether there is evidence that we are accumulating a body of knowledge labeled Social Impact assessment. To become institutionalized EIA-SIA must be a statutory requirement, otherwise agencies and consulting firms that do EIA will not include Social Impacts. The requirement must extend to international bilateral aid, donor and lending agencies.
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guidelines and principles for Social Impact assessment
Environmental Impact Assessment Review; (United States), 1995Co-Authors: Rabel J Burdge, Peter Fricke, Kurt FinsterbuschAbstract:Since passage of the National Environmental Policy Act (NEPA) of 1969, environmental Impact assessment has become the key component of environmental planning and decision-making in the US. More recently, agency planners and decision-makers have recognized a need for better understanding the Social consequences of projects, programs, and policies. In response to this need, a group of Social scientists formed the Interorganizational Committee on Guidelines and Principles for Social Impact Assessment (SIA), with the purpose of outlining a set of guidelines and principles that will assist agencies and private interests in fulfilling their obligations under NEPA, related authorities, and agency mandates. The purpose of this paper is to present the central principles and some operational guidelines for use by federal agencies in conducting Social Impact assessments.
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Social Impact ASSESSMENT AND THE PUBLIC INVOLVEMENT PROCESS
Environmental Impact Assessment Review, 1990Co-Authors: Rabel J Burdge, Robert A. RobertsonAbstract:Abstract This paper distinguishes between Social Impact Assessment (SIA) and the Public Involvement (PI) process and makes a case for PI as an integral part of SIA. PI is seen as activity within the SIA process that provides the Social Impact assessor with a means to obtain quantitative information regarding Social Impact assessment variables. In North America during the 1970s SIA began to evolve both separately and as a component of environmental Impact assessments. However, the utilization and implementation of SIA procedures have moved forward in an uneven manner among federal agencies. Furthermore, the practice of SIA at the federal or ministerial level has been hindered by the unfortunate equating of SIA with public participation and public involvement. This chapter details the rationale and the methodology for Public Involvement as a component of the SIA process.
Jenny Knowles Morrison - One of the best experts on this subject based on the ideXlab platform.
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Lean Startup for Social Impact
Social Enterprise Journal, 2018Co-Authors: Kathryn Semcow, Jenny Knowles MorrisonAbstract:Purpose This paper aims to explore an adaptation of the National Science Foundation Innovation Corps (I-CorpsTM) program, which uses the Lean Startup methodology to help STEM scientists commercialize their research. The adaptation, known as I-Corps for Social Impact (I-Corps SI), extends the for-profit canonical model to include mixed revenue and non-profit business models, to help researchers generate Social Impact. Design/methodology/approach A research team of policy and non-profit experts observed and adapted a canonical I-Corps process, then interviewed academics who are scaling and sustaining Socially Impactful solutions from their research, including past I-Corps participants, to validate research team learning. Findings The paper describes limitations of the I-Corps model and modifications required to enhance Social Impact. Practical implications While the field of Social entrepreneurship has grown rapidly over the past few decades, Social scientists have lagged behind in translating evidence-based research into solutions that can be scaled and sustained to achieve Social Impact. The paper presents an evidence-based case for a pedagogical tool to close this gap. Originality/value A focus on validated learning and business model development supports a paradigm shift within the Social sciences, which can help spur greater Social innovation from evidence-based research.
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Lean Startup for Social Impact
Social Enterprise Journal, 2018Co-Authors: Kathryn Semcow, Jenny Knowles MorrisonAbstract:Purpose This paper aims to explore an adaptation of the National Science Foundation Innovation Corps (I-CorpsTM) program, which uses the Lean Startup methodology to help STEM scientists commercialize their research. The adaptation, known as I-Corps for Social Impact (I-Corps SI), extends the for-profit canonical model to include mixed revenue and non-profit business models, to help researchers generate Social Impact. Design/methodology/approach A research team of policy and non-profit experts observed and adapted a canonical I-Corps process, then interviewed academics who are scaling and sustaining Socially Impactful solutions from their research, including past I-Corps participants, to validate research team learning. Findings The paper describes limitations of the I-Corps model and modifications required to enhance Social Impact. Practical implications While the field of Social entrepreneurship has grown rapidly over the past few decades, Social scientists have lagged behind in translating evidence-base...
Anne Buelens - One of the best experts on this subject based on the ideXlab platform.
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Social Impact of Implementing a Quality Policy in European Organizations
European Journal of Work and Organizational Psychology, 1997Co-Authors: Roland Pepermans, Rosette S Jegers, Rudy Moenaert, Anne BuelensAbstract:This paper presents results from an extensive European study about the perceived Social Impact of the implementation of a quality policy in various organizations. In the first two qualitative research phases the extent of a Social Impact was delimited whereas the companies quality policies were specified through the objectives pursued. In a final research phase a questionnaire was sent to 765 companies in the 15 countries of the European Union. The data showed the Social Impact was viewed as mainly related to the employees commitment, to upward communication, job security, career attention, quality of union management dialogue and training all showing a positive relationship with the implementation of the quality policy. Furthermore, it was shown that the company s objectives when implementing a quality policy related in a significant way to the reported Social Impact. The most pervasive relationship linked a positive Social Impact to a quality policy aiming at efficiency, effectiveness and organization q...
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Social Impact of Implementing a Quality Policy in European Organizations
European Journal of Work and Organizational Psychology, 1997Co-Authors: Roland Pepermans, Rosette S Jegers, Rudy Moenaert, Anne BuelensAbstract:This paper presents results from an extensive European study about the perceived Social Impact of the implementation of a quality policy in various organizations. In the first two qualitative research phases the extent of a Social Impact was delimited whereas the companies quality policies were specified through the objectives pursued. In a final research phase a questionnaire was sent to 765 companies in the 15 countries of the European Union. The data showed the Social Impact was viewed as mainly related to the employees commitment, to upward communication, job security, career attention, quality of union management dialogue and training all showing a positive relationship with the implementation of the quality policy. Furthermore, it was shown that the company s objectives when implementing a quality policy related in a significant way to the reported Social Impact. The most pervasive relationship linked a positive Social Impact to a quality policy aiming at efficiency, effectiveness and organization quality. The taking of ISO-9000 as a main objective was shown to relate to a more formal, bureaucratic and structured organization, while a basic externally-oriented competitiveness orientation showed no significant relationship with the potential Social variables as included in the study. In a publication by the Total Quality Forum Voehl, 1992, p. 17, total quality has been defined as: a people focused management system that aims at continual increase in customer satisfaction at continually lower cost. Total quality is a total system approach not a separate area or program, and an integral part of high-level strategy. It works horizontally across functions and departments, involving all employees, top to bottom, and extends backwards and forwards to include the supply chain and the customer chain.
Kathryn Semcow - One of the best experts on this subject based on the ideXlab platform.
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Lean Startup for Social Impact
Social Enterprise Journal, 2018Co-Authors: Kathryn Semcow, Jenny Knowles MorrisonAbstract:Purpose This paper aims to explore an adaptation of the National Science Foundation Innovation Corps (I-CorpsTM) program, which uses the Lean Startup methodology to help STEM scientists commercialize their research. The adaptation, known as I-Corps for Social Impact (I-Corps SI), extends the for-profit canonical model to include mixed revenue and non-profit business models, to help researchers generate Social Impact. Design/methodology/approach A research team of policy and non-profit experts observed and adapted a canonical I-Corps process, then interviewed academics who are scaling and sustaining Socially Impactful solutions from their research, including past I-Corps participants, to validate research team learning. Findings The paper describes limitations of the I-Corps model and modifications required to enhance Social Impact. Practical implications While the field of Social entrepreneurship has grown rapidly over the past few decades, Social scientists have lagged behind in translating evidence-based research into solutions that can be scaled and sustained to achieve Social Impact. The paper presents an evidence-based case for a pedagogical tool to close this gap. Originality/value A focus on validated learning and business model development supports a paradigm shift within the Social sciences, which can help spur greater Social innovation from evidence-based research.
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Lean Startup for Social Impact
Social Enterprise Journal, 2018Co-Authors: Kathryn Semcow, Jenny Knowles MorrisonAbstract:Purpose This paper aims to explore an adaptation of the National Science Foundation Innovation Corps (I-CorpsTM) program, which uses the Lean Startup methodology to help STEM scientists commercialize their research. The adaptation, known as I-Corps for Social Impact (I-Corps SI), extends the for-profit canonical model to include mixed revenue and non-profit business models, to help researchers generate Social Impact. Design/methodology/approach A research team of policy and non-profit experts observed and adapted a canonical I-Corps process, then interviewed academics who are scaling and sustaining Socially Impactful solutions from their research, including past I-Corps participants, to validate research team learning. Findings The paper describes limitations of the I-Corps model and modifications required to enhance Social Impact. Practical implications While the field of Social entrepreneurship has grown rapidly over the past few decades, Social scientists have lagged behind in translating evidence-base...
