Methodology Report

Total Page:16

File Type:pdf, Size:1020Kb

Methodology Report THE LEGATUM PROSPERITY INDEX 2019 — METHODOLOGY REPORT www.li.com www.prosperity.com PROSPERITY INDEX The Legatum Prosperity IndexTM 2019 Methodology Report A tool for transformation THE LEGATUM PROSPERITY INDEX 2019 — METHODOLOGY REPORT ©2019 The Legatum Institute Foundation. All rights reserved. The Legatum Prosperity IndexTM and its underlying methodologies comprise the exclusive intellectual property of Legatum Foundation Limited. The word ‘Legatum’ and the Legatum charioteer logo are the subjects of trade mark registrations of Legatum Limited and ‘Legatum Prosperity Index’ is a registered trade mark of Legatum Foundation Limited. Whilst every care has been taken in the preparation of this report, no responsibility can be taken for any error or omission contained herein. THE LEGATUM PROSPERITY INDEX 2019 — METHODOLOGY REPORT Contents Introduction .................................................................................................................................................... 3 Part I – Defining prosperity .......................................................................................................................... 4 What is prosperity? ........................................................................................................................... 4 Inclusive Societies ...............................................................................................................................7 Open Economies .............................................................................................................................. 12 Empowered People ...........................................................................................................................17 Part II – Measuring prosperity ...................................................................................................................23 Overview ...........................................................................................................................................23 1. Selecting indicators .....................................................................................................................24 2. Creating a complete dataset .....................................................................................................24 3. Standardising indicators ............................................................................................................25 4. Constructing the Index ............................................................................................................... 27 Part III - Assessing the Prosperity Index and its pillars .........................................................................30 Introduction ......................................................................................................................................30 Productive capacity and Cantril’s Ladder ....................................................................................30 Internal tests .................................................................................................................................... 31 Sensitivity to changes in weighting ..............................................................................................32 Comparison with other global Indexes ........................................................................................34 Part IV – Comparison to the previous Index ...........................................................................................36 Introduction ......................................................................................................................................36 What changes have been made to the Index? ...........................................................................36 Impact of changes at the pillar level ............................................................................................38 Impact of changes on overall prosperity .....................................................................................39 1 THE LEGATUM PROSPERITY INDEX 2019 — METHODOLOGY REPORT Appendix .................................................................................................................................................... 41 Appendix I: List of sources .............................................................................................................. 41 Appendix II: Indicator lists .............................................................................................................44 Inclusive Societies ...................................................................................................................44 Open Economies ..................................................................................................................... 57 Empowered People ................................................................................................................. 72 Appendix III: Breakdown of new and existing indicators used ................................................85 Appendix IV: Summary statistics for pillars and elements ......................................................86 Appendix V: Country groupings for imputation ......................................................................... 91 Appendix VI: Degree of imputation by country .........................................................................92 Appendix VII: A zero-migration model of working age population change ..........................94 2 Legatum Institute Prosperity Index - Methodology Report THE LEGATUM PROSPERITY INDEX 2019 — METHODOLOGY REPORT Introduction Our mission at the Legatum Institute is to create the pathways from Our aim in publishing this methodology report is to provide all the poverty to prosperity, by focussing on understanding how prosperity information required to understand the Legatum Prosperity Index and is created and perpetuated. Prosperity entails much more than wealth: to present it in a way that is transparent, useful, and informative. it reaches beyond the financial into the political, the judicial, and the This report describes the methodology underpinning the Legatum wellbeing and character of a nation – it is about creating an environ- Prosperity Index, through four parts. Part I defines prosperity, us- ment where a person is able to reach their full potential. A nation is ing knowledge built up over the 13 years of measuring and studying prosperous when it has effective institutions, an open economy, and prosperity. Part II addresses and explains moving from definition to empowered people who are healthy, educated, and safe. measurement, how indicators have been selected to fit the prosperity The measurement of national prosperity is an important task for gov- framework, and the process of going from these indicators to an overall ernments and for those who hold them to account. It is the real meas- measure of prosperity. Part III assesses the Prosperity Index, exploring ure of whether a nation is truly fulfilling the potential of its people, in the statistical properties of the Index, and the tests undertaken. Part terms of both their productive capacity and their collective wellbeing. IV highlights the changes made to the 2019 Prosperity Index, following Our ambition for the Index is that it becomes a tool for leaders around a 12-month review and refinement, undertaken with over 100 experts the world to help set their agendas for growth and development. By from around the world, and the impact of those changes on the find- identifying success, we can enable national and local governments, ings from the Index. businesses, civil society, and philanthropists to identify what works, adopt best practices, and also enable others to hold them to account. Legatum Institute Prosperity Index - Methodology Report 3 THE LEGATUM PROSPERITY INDEX 2019 — METHODOLOGY REPORT Part I Defining prosperity What is prosperity? Over 13 years of measuring and understanding prosperity, it has be- The Open Economies domain captures the extent to which an econ- come evident that the multidimensional nature of true prosperity omy is open to competition, encourages innovation and investment, must be clearly articulated. True prosperity is more than just material promotes business and trade, and facilitates inclusive growth. For a wealth. Prosperity entails much more than wealth: it reaches beyond society to be truly prosperous, it requires an economy that embod- the financial into the political, the judicial, and the wellbeing and char- ies these ideals. This domain consists of the Investment Environment, acter of a nation — it is about creating an environment where a person Enterprise Conditions, Market Access and Infrastructure, and Economic is able to reach their full potential. Quality pillars. The following section outlines the definition of prosperity that under- The Empowered People domain captures the quality of people’s lived pins the Legatum Prosperity Index, describing its core components experience and the associated aspects that enable individuals to reach and structures. their full potential through autonomy and self-determination. This do- main consists of the Living Conditions, Health, Education and Natural The domains of prosperity Environment pillars. Prosperity is multifaceted and cannot be defined by simple linear Together, these domains comprise 12 equally-weighted pillars. It is im- measures. It is a multidimensional concept, which the Prosperity Index portant
Recommended publications
  • Microcapital Monitor the CANDID VOICE for MICROFINANCE INVESTMENT
    SEPTEMBER 2008 | VOLUME.3 ISSUE.9 MicroCapital Monitor THE CANDID VOICE FOR MICROFINANCE INVESTMENT MICROCAPITAL BRIEFS | TOP STORIES Peru’s Mibanco to Issue IPO, Aiming to Raise $15.5m INSIDE Page Shareholders of Peruvian microfinance lender Mibanco have agreed to raise up to the MicroCapital Briefs 2 equivalent of USD 15.5 million via an IPO, according to a regulatory report. Mibanco holds Microfinance news USD 740 million in assets and equity worth USD 70 million. September 22. 2008 Market Indicators 8 Dutch SNS Fundraising for Second Institutional Microfinance Fund Courtesy of the MIX SNS Asset Management (SAM) is reportedly fundraising for a successor to the SNS Institutional Microfinance Fund. The new fund, targeted at USD 140 million, was created in Upcoming Events 9 response to high demand from Dutch institutional investors. Run by Developing World Markets, it will invest 70 percent in microfinance institution debt and 30 percent in equity. Industry conferences Holding USD 28 billion in assets, SAM is a subsidiary of Dutch banking and insurance company SNS REAAL. The original SNS Institutional Microfinance Fund was the Pioneers in Microfinance company’s first fund dedicated to microfinance. September 8. 2008 Will return in October Nigerian Microfinance Banks to Set Up Interbank Market Paper Wrap-ups 10 Twenty-four microfinance banks and five discount houses in Nigeria are reportedly Latest research and reports establishing an interbank money market for the sub-sector. Such a market would allow banks to borrow and lend among one another, as well as provide opportunities to invest excess Monitor Subscriptions 11 funds and borrow to cover temporary liquidity shortfalls.
    [Show full text]
  • Private Equity Investments in Microfinance in India
    Michigan Business & Entrepreneurial Law Review Volume 4 Issue 2 2015 Private Equity Investments in Microfinance in India Hugh Manahan University of Michigan Law School Follow this and additional works at: https://repository.law.umich.edu/mbelr Part of the Banking and Finance Law Commons, and the Comparative and Foreign Law Commons Recommended Citation Hugh Manahan, Private Equity Investments in Microfinance in India, 4 MICH. BUS. & ENTREPRENEURIAL L. REV. 293 (2015). Available at: https://repository.law.umich.edu/mbelr/vol4/iss2/5 This Note is brought to you for free and open access by the Journals at University of Michigan Law School Scholarship Repository. It has been accepted for inclusion in Michigan Business & Entrepreneurial Law Review by an authorized editor of University of Michigan Law School Scholarship Repository. For more information, please contact [email protected]. Private Equity Investments in Microfinance in India Hugh Manahan* TABLE OF CONTENTS I. INTRODUCTION ......................................... 294 II. MICROFINANCE BUSINESS MODEL ....................... 294 A. Overview and History ............................... 294 B. Business Model ..................................... 297 1. Target Population and Products ................. 297 2. Joint Liability Groups .......................... 299 3. Customer Acquisition and Loan Servicing ....... 301 III. REGULATION OF MFIS.................................. 303 A. Non-Banking Financial Companies (NBFCs) ........ 305 B. Non-Banking Financial Companies – Microfinance
    [Show full text]
  • Social Progress Index
    2019 Social Progress Index 2019The SOCIAL Social PROGRESS Progress 2019INDEX Index Social FRAMEWORK Progress asks Indexuniversally Framework important questions about the success of our societies SOCIAL PROGRESS INDEX BASIC HUMAN NEEDS FOUNDATIONS OF WELLBEING OPPORTUNITY Nutrition & Basic Medical Care Access to Basic Knowledge Personal Rights Undernourishment Adult literacy rate Political rights Do Maternal people mortality have rate enough food to eat and are Do Primary people school have enrollment access to an educational Are Freedompeople’s of expressionrights as individuals protected? they Child receivingmortality rate basic medical care? foundation? Secondary school enrollment Freedom of religion Child stunting Gender parity in secondary enrollment Access to justice Deaths from infectious disease Acces to quality education Property rights for women Water & Sanitation Access to Information and Communications Personal Freedom & Choice Can Access people to at least drink basic water drinking andwater keep themselves Can Mobile people telephone freely subscriptions access ideas and Vulnerable employment Internet users Are people free to make their own life clean Access without to piped water getting sick? information from anywhere in the world? Early marriage Access to at least basic sanitation facilities Access to online governance choices? Satisfied demand for contraception Rural open defecation Media censorship Corruption Health & Wellness Shelter Inclusiveness Life expectancy at 60 Access to electricity Acceptance of gays and lesbians
    [Show full text]
  • Impact Investing for Institutional Investors
    RACHEL F. WANG IMPACT INVESTING FOR INSTITUTIONAL INVESTORS JULY 2016 About the Authors About New America Rachel F. Wang is a fellow with New New America is committed to renewing American politics, America’s Bretton Woods II Initiative. She prosperity, and purpose in the Digital Age. We generate big explores the current state of impact ideas, bridge the gap between technology and policy, and investing and focuses on studying curate broad public conversation. We combine the best of financial vehicles that can be used to a policy research institute, technology laboratory, public solve critical global issues. Wang worked at the forum, media platform, and a venture capital fund for International Monetary Fund on public financial ideas. We are a distinctive community of thinkers, writers, management, where she contributed to ongoing researchers, technologists, and community activists who macroeconomic work in Sub-Saharan and European believe deeply in the possibility of American renewal. countries after the recent financial crisis. She recently co- authored an IMF working paper and database showing Find out more at newamerica.org/our-story. how countries’ fiscal transparency performance has changed over time. Previously, Wang worked for economist Robert Shiller and U.S. Ambassador to China Gary Locke. About Bretton Woods II She is a graduate of Yale University. Bretton Woods II is engaging sovereign wealth funds, Acknowledgments pension funds, endowments, and family offices to build a new business model for social finance. The initiative is harnessing analytics, advocacy, and financial tools to The author would like to thank the various civil society channel part of the $25 trillion controlled by long-term organizations, academic institutions, financial asset holders into strategic investments in social impact institutions, and impact investing-related organizations that address root causes of volatility.
    [Show full text]
  • Website: Friend Or Foe?
    VENTURE CAPITAL & PRIVATE EQUITY FUNDS DESKBOOK SERIES Website: Friend or Foe? Many venture capital firms and private equity firms create and maintain websites—usually eponymous— to achieve such far-ranging goals as building brand recognition, communicating with their existing investors, and creating channels of information with existing and potential portfolio companies. It is appropriate to use a website for such purposes and others, such as describing the industry sectors of interest to a venture capital or private equity firm, provided that certain precautions are taken as described in this article. Caution is warranted when establishing a website because there may be unintended legal consequences lurking within seemingly harmless web content. A scrubbed website can be a true friend for a venture capital or private equity firm. A neglected or carelessly composed website can be a terrible foe. Do Not Solicit Investors When engaged in a private offering (i.e., raising a fund), it is important that venture capital firms and private equity firms keep in mind that many of their funds are relying on exemptions to a number of different securities laws that all have one common requirement: there must be no public offering of securities by or on behalf of any of such private funds managed by such firms. Websites are generally viewed as being publicly available. Regulatory authorities, such as the Securities and Exchange Commission (SEC), have adopted very broad views of what constitutes an offering. As such, any materials on a website that could be viewed as a general solicitation or general advertisement may be considered a public offering by the SEC or other regulatory authorities.
    [Show full text]
  • Walker Report
    WALKER REPORT NOVEMBER 2018 Our Support of the Walker Report Over the past several years, Kohlberg Kravis Roberts & Co. L.P. Overview of KKR and our private equity business (together with its affiliates, “KKR,” “we” or “us”) has been KKR is a leading global investment firm that manages multiple working to increase the transparency of our investment activities alternative asset classes, including private equity, energy, and processes, both through formal compliance with guidelines infrastructure, real estate and credit, with strategic partners recommending increased levels of disclosure as well as through that manage hedge funds. KKR aims to generate attractive voluntary initiatives with our clients, partners, portfolio investment returns for its fund investors by following a patient companies and the public at large. and disciplined investment approach, employing world-class In November 2007, a working group formed by The British people, and driving growth and value creation with KKR portfolio Private Equity and Venture Capital Association (“BVCA”) and companies. KKR invests its own capital alongside the capital it led by Sir David Walker issued the Guidelines for Disclosure manages for fund investors and provides financing solutions and Transparency in Private Equity. That publication, which is and investment opportunities through its capital markets also known as the “Walker Report,” makes specific business. References to KKR’s investments may include the recommendations for improving the level of public disclosure activities of its sponsored funds. For additional information by private equity firms operating in the United Kingdom. about KKR & Co. Inc. (NYSE: KKR), please visit KKR’s website at www.kkr.com and on Twitter @KKR_Co.
    [Show full text]
  • FREQUENTLY ASKED QUESTIONS: Commission
    Louisville Metro Fre Revenue FREQUENTLY ASKED QUESTIONS: Commission Venture Capital Funds and Family Limited Partnerships WHICH BUSINESS ENTITIES QUALIFY FOR THE VENTURE CAPITAL FUND OL TAX EXEMPTION? The occupational license taxes do not apply to venture capital funds business entities as defined in LMCO 110.03(A)(12). To qualify for the exemption, the venture capital fund must be a limited liability company, limited liability partnership, or limited partnership formed and operated for the exclusive purpose of buying, holding and/or selling securities (including debt Are business entities that qualify for securities), on its own behalf and not as a broker, primarily in non- publicly traded companies, and the capital of the fund is primarily the Venture Capital Funds or Family derived from investments by entities and/or individuals which are Limited Partnerships tax exemptions neither related to nor affiliated with the fund. See LMCO required to file an annual OL return? 110.03(A)(12) for additional information and definitions. So long as the entity files an annual informational return along with the required WHICH BUSINESS ENTITIES QUALIFY FOR THE documentation, the entity is not responsible FAMILY LIMITED PARTNERSHIP OL TAX for filing an occupational license return. EXEMPTION? The occupational license taxes do not apply to family limited partnership business entities as defined in LMCO 110.03(A)(13). To qualify for the exemption, the income received by family limited partnerships must be from a family-owned non-corporate entity where the sole activity of such entity is the production of investment income not derived from tangible or real property and at least 95% of the equity of the family limited partnership is owned by members of the family.
    [Show full text]
  • Private Equity in the 2000S 1 Private Equity in the 2000S
    Private equity in the 2000s 1 Private equity in the 2000s Private equity in the 2000s relates to one of the major periods in the history of private equity and venture capital. Within the broader private equity industry, two distinct sub-industries, leveraged buyouts and venture capital experienced growth along parallel although interrelated tracks. The development of the private equity and venture capital asset classes has occurred through a series of boom and bust cycles since the middle of the 20th century. As the 20th century ended, so, too, did the dot-com bubble and the tremendous growth in venture capital that had marked the previous five years. In the wake of the collapse of the dot-com bubble, a new "Golden Age" of private equity ensued, as leveraged buyouts reach unparalleled size and the private equity firms achieved new levels of scale and institutionalization, exemplified by the initial public offering of the Blackstone Group in 2007. Bursting the Internet Bubble and the private equity crash (2000–2003) The Nasdaq crash and technology slump that started in March 2000 shook virtually the entire venture capital industry as valuations for startup technology companies collapsed. Over the next two years, many venture firms had been forced to write-off large proportions of their investments and many funds were significantly "under water" (the values of the fund's investments were below the amount of capital invested). Venture capital investors sought to reduce size of commitments they had made to venture capital funds and in numerous instances, investors sought to unload existing commitments for cents on the dollar in the secondary market.
    [Show full text]
  • Social Progress Index: Districts of India
    SOCIAL PROGRESS INDEX: DISTRICTS OF INDIA MAKING SOCIAL PROGRESS MORE INTEGRAL TO THE INDIAN DEVELOPMENT AGENDA Institute for Competitiveness U 24/8 DLF Phase 3 Gurgaon, Haryana 122002 1 PARTNERS ABOUT INSTITUTE FOR COMPETITIVENESS, INDIA Institute for Competitiveness, India is the Indian knot in the global network of the Institute for Strategy and Competitiveness at Harvard Business School. Institute for Competitiveness, India is an international initiative centered in India, dedicated to enlarging and purposeful disseminating of the body of research and knowledge on competition and strategy, as pioneered over the last 25 years by Professor Michael Porter of the Institute for Strategy and Competitiveness at Harvard Business School. Institute for Competitiveness, India conducts & supports indigenous research; offers academic & executive courses; provides advisory services to the Corporate & the Governments. The institute studies competition and its implications for company strategy; the competitiveness of nations, regions & cities and thus generate guidelines for businesses and those in governance; and suggests & provides solutions for socio-economic problems. ABOUT SOCIAL PROGRESS IMPERATIVE The Social Progress Imperative’s mission is to improve the lives of people around the world, particularly the least well off, by advancing global social progress by: providing a robust, holistic and innovative measurement tool—the Social Progress Index; fostering research and knowledge-sharing on social progress; and equipping leaders and change-makers in business, government and civil society with new tools to guide policies and programs. From the EU to India to Brazil and beyond, the Social Progress Imperative has catalyzed the formation of local action networks that bring together government, businesses, academia, and civil society organizations committed to using the Social Progress Index as a tool to transform societies and improve people’s lives.
    [Show full text]
  • Start Ups and Emerging Companies – 101: Choice of Entity
    JANUARY 14, 2013 | HANSON BRIDGETT CORPORATE PRACTICE GROUP What type of corporate entity is best for my business? Start Ups and As a founder/entrepreneur, you (and your partners) have an idea Emerging for a new venture are willing to invest your time and money in the start-up of a new business. Selecting the right corporate vehicle Companies – 101: for your business is critical to your success. The goal of the Choice of Entity founder is to choose an entity that (1) "fits the business model" for the venture, and (2) makes the company "attractive" to investors. How do you know what entity is the best fit? A good starting point for making this determination is to ask yourself: "How am I going to fund my company?" Many founders start their company with their own funds on a "shoe string", focusing their resources on developing the "big idea" and bringing the product to market. However, after your "founder funds" are exhausted (self-funding), you will need to either sell your company, or seek investment from one or more of the following Private Equity sources: • Friends and Family • Angel Funds • Venture Capital by Derek A. Ridgway The investment path you choose will pay a significant role in the corporate vehicle you select for your company. What are the typical corporate entities to choose from? Generally, there are three main types of entities to choose from: Corporations, Limited Liability Companies and Partnerships. Corporations: A Corporation is owned by its shareholders, who buy stock or shares in the company in exchange for consideration.
    [Show full text]
  • NVCA 2021 YEARBOOK Data Provided by Dear Readers
    YEARBOOK Data provided by Credits & Contact National Venture Capital Association NVCA Board of Directors 2020-2021 (NVCA) EXECUTIVE COMMITTEE Washington, DC | San Francisco, CA nvca.org | [email protected] | 202-864-5920 BARRY EGGERS Lightspeed Venture Partners, Venture Forward Chair Washington, DC | San Francisco, CA MICHAEL BROWN Battery Ventures, Chair-Elect ventureforward.org | [email protected] JILL JARRETT Benchmark, Treasurer ANDY SCHWAB 5AM Ventures, Secretary BOBBY FRANKLIN President and CEO PATRICIA NAKACHE Trinity Ventures, At-Large JEFF FARRAH General Counsel EMILY MELTON Threshold Ventures, At-Large JUSTIN FIELD Senior Vice President of Government MOHAMAD MAKHZOUMI NEA, At-Large Affairs MARYAM HAQUE Executive Director, Venture AT-LARGE Forward MICHAEL CHOW Research Director, NVCA and PETER CHUNG Summit Partner Venture Forward DIANE DAYCH Granite Growth Health Partners STEPHANIE VOLK Vice President of Development BYRON DEETER Bessemer Venture Partners RHIANON ANDERSON Programs Director, Venture SCOTT DORSEY High Alpha Forward RYAN DRANT Questa Capital CHARLOTTE SAVERCOOL Senior Director of PATRICK ENRIGHT Longitude Capital Government Affairs STEVE FREDRICK Grotech Ventures MICHELE SOLOMON Director of Administration CHRIS GIRGENTI Pritzker Group Venture Capital DEVIN MILLER Manager of Communications and JOE HOROWITZ Icon Ventures Digital Strategy GEORGE HOYEM In-Q-Tel JASON VITA, Director of Programming and CHARLES HUDSON Precursor Ventures Industry Relations JILL JARRETT Benchmark JONAS MURPHY Manager of Government Affairs
    [Show full text]
  • 2020 EU Social Progress Index
    THE REGIONAL DIMENSION OF SOCIAL PROGRESS IN EUROPE: Presenting the new EU Social Progress Index Paola Annoni and Paolo Bolsi WORKING PAPER A series of short papers on regional research and indicators produced by the Directorate-General for Regional and Urban Policy WP 06/2020 Regional and Urban Policy ACKNOWLEDGEMENTS Authors would like to thank colleagues in the Policy Development and Economic Analysis Unit of the Directorate-General for Regional and Urban Policy, and in particular Moray Gilland, Head of Unit, Lewis Dijkstra and the Geographic Information System team. They are also particularly grateful to John Walsh of the Evaluation and European Semester Unit, and the webmaster team for their assistance in the development of the web tools and integration on the Open Data Portal for European Structural and Investment Funds. Finally, special thanks to Manuela Scioni of the Department of Statistics of the University of Padua, for her insightful comments on the statistical methodology. LEGAL NOTICE This document has been prepared for the European Commission Directorate-General for Regional and Urban policy. The views expressed in this article are the sole responsibility of the authors and do not neces- sarily correspond to those of the European Commission. More information on the European Union is available on the Internet (http://www.europa.eu). Luxembourg: Publications Office of the European Union, 2020 © Cover image: iStock/Orbon Alija © European Union, 2020 Reproduction is authorised provided the source is acknowledged. THE REGIONAL
    [Show full text]