Indicator measures = Quantifiable measures of progress towards social impact objectives. Examples include recording the number of hours volunteered or using a questionnaire to measure local pride. Indicator measures complement event stories and should focus on community benefits. Personal touch = A feature or action used to boost the quality of interaction between people and contribute to a sense of welcome and belonging. Present bias = The tendency to prioritise smaller present rewards to larger later rewards. Having present bias will often mean focusing on quick fixes which have immediate, though ultimately, minimal longer-term impact. Good social impact work should focus on longer-term impacts. Scarcity mindset = When individuals are preoccupied with prolonged shortages, such as money, food or time. This has a powerful effect on decision making, causing people to focus on the immediate, rather than the future. The scarcity mindset limits the capacity to plan, anticipate and meet intended actions, such as being physically active. Sludge audit = A tool to collect and identify existing frictions known as sludge. Sludge might include a complicated booking system, having to complete paperwork for an activity on arrival, having to travel out of the area for an activity, not having the full details of an upcoming activity. Social afterglow = The opportunity to build on the social buzz generated by a big event. This involves supporting social impact activities and community engagement beyond the event to maximise medium and long term community benefits. Social proof = A hidden tendency to copy who is around and what we think are the normal rules and expectations of us. When people recommend
or endorse a physical activity programme, that is a form of social proof. Sparkler = Using a big event to spark interest in physical activity, local spaces, local heritage etc., among the local community. There is little doubting that big events can spark an interest in sport, music or the arts among local communities. The key is in ensuring the spark doesn’t fizzle out by transforming the spark into social buzz and social afterglow. Tailored activation tasters = Tailoring activation tasters acknowledges that people are active and inactive for different reasons. Offering varied, welcoming and fun physical activity opportunities which are tailored to people with different and varied abilities and interests is essential. Triple-bottom-line approach = Events have a range of impacts; namely economic, social and environmental. The combined impact of these elements is known as the triple bottom line. Adopting a triple bottom line approach means focusing equal attention on the economic, social and environmental impacts of events. The danger with this approach is that it ignores the uniqueness of individual communities and their needs. Watch parties = A great opportunity to bring communities together in-person or virtually to watch a live stream or highlights of a big event. Watch parties build community engagement, generate social buzz and enable local people to be part of the event even if they cannot attend in person. Whole systems approach = The collaborative approach brings numerous stakeholders together to understand challenges and bring about joined-up sustainable action to overcome the identified challenge. For example, physical inactivity.
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