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Involve •Solve•Evolve
ONE YEAR ON...
TIN Smart Social
Humans are more cooperative
than other species because we
are capable of more fine-grained
forms of cooperation: we are
pr...
1Contents
TIN ON... Innovation 2
TIN ON... Social Thinking 4/6
TIN ON... CANned Learning 7/8
TIN ON... Hearts and Minds 9
...
2 TIN ON... Innovation
OUTCOMES
OUTCOMES
OUTCOMES
OUTCOMES
CORE INNOVATION 1
The Challenge: The long-term
unemployed need ...
3
4 TIN ON... Social Thinking
TIN Man
During my secondment from Capgemini
to Business In The Community (BITC)
which began in...
5TIN ON... Social Thinking
We will deepen engagement with like-minded thinkers
to increase the contribution to social impa...
6 TIN ON... Social Thinking
Our TIN Approach
TIN (Think INnovation) Smart Social is a social
innovation consultancy.There’...
7TIN ON... CANned Learning
TIN ON...
CANned
Learning
The landscape for communities and those
specifically tasked with owni...
We believe this physical and digital ‘gathering place’ is
essential to mitigate a number of the risks inherent in
balancin...
9TIN ON... Hearts and Minds
TIN ON...
Hearts
and Minds
We have four towers.These services underpin who we
are and what we ...
TIN ON...
Social
Investment
10 TIN ON... Social Investment
ADVISORY SERVICE
• TAS Reports provides Clients with in-depth p...
11TIN ON... Social Investment
Advisory engagements in 2015 included working
with GCG changeworks (Good Careers Guide) and
...
12 TIN ON... Social Investment
GCG Careers Circles offer place shapers, service providers
and employers an easy way of con...
13TIN ON... Social Investment
LLOYD’S REGISTER AND CAPGEMINI
Who are they – Lloyd’s Register (LR) is a global
engineering,...
14 TIN ON... Social Learning
TIN ON...
Social
Learning
LEARNING IMPACT SERVICE
• TLI Design provides Clients with our prov...
TIN ON... Employability
TIN ON...
Employability
DIGISHEDS
Launched in
September 2014 as a
Community Interest
Company, Digi...
16 TIN ON... Employability
When compared to other UK and international
equivalents, the Digisheds programme appears to be
...
17TIN ON... Employability
(see Social Wellbeing Brixton case study).
From constant evaluation and refinement, input from
d...
18 TIN ON... Responsible Leaders
RESPONSIBLE LEADERSHIP CURRICULUM
The Telligensia Academy Certificate in Responsible
Lead...
19TIN ON... Responsible Leaders
The concept of social transformation – a perspective, a passion and
a set of behaviours th...
20 TIN ON... Social Innovators
GLOBAL INTRAPRENEUR SOCIETY CURRICULUM
We have been buzzing about the potential
of social i...
TIN ON...
Our CAN IMPACT
Ecosystem
21TIN ON... Our CAN IMPACT Ecosystem
PROFINDA
Our work is all about community, connecti...
22 TIN ON... Entrepreneurs
DIGISTART CURRICULUM
Digistart is a curriculum for future
entrepreneurs to develop their concep...
23TIN ON... Social Wellbeing
EDUCATION, HEALTH AND WELLBEING SERVICE
• TEHW Impact provides clients with our proven
locali...
24 TIN ON... Employability and Enterprise
The cost to the Treasury of unemployment averages
around £8,000 per unemployed p...
25TIN ON... Employability and Enterprise
Digisheds has been a huge success for TIN
Smart Social and has generated signific...
26 TIN ON...The Ready to Change Curriculum
• The programme lasts for 4 weeks for each cohort of 20
delegates.The delegates...
27TIN ON...The Ready to Change Curriculum
In our TRIPLE WIN (WIN3) session we use innovative
tools and techniques to ‘un-p...
28 TIN ON...The Ready to Change Curriculum
PAULA’S STORY
When I first came into the Digisheds
space, I wasn't sure that wa...
29TIN ON...The Ready to Change Curriculum
There were lots of challenges to face, but also loads of
beautiful emotions in a...
30 TIN ON...The Ready to Change Curriculum
TELFORDANDWREKIN CAREERS CIRCLE
POSITIVE DESTINATION CURRICULUM –
TROUBLED FAMI...
31TIN ON...The Ready to Change Curriculum
The four key stages of our Positive Destination
curriculum – Discovery, Foundati...
32 TIN ON...The Ready to Change Curriculum
Social impact credentials are not just a ‘nice-to-have;
they are a true cost of...
TIN ON...
Social Impact
Branding
33TIN ON... Social Impact Branding
INNOVATIONS AND COMMUNICATIONS SERVICE
TSIB helps to b...
34 TIN ON... Social Impact Branding
CHANGE THE WAY
WORK WORKS
CAREERS CIRCLE AVIATOR CAREERS DNA
35TIN ON... Social Impact Branding
Involve •Solve •Evolve
DREAM. DEVELOP. DO.
THE QUIET REVOLUTION
36 TIN ON...The Future
TIN ON...
The Future
TIN ON...The Future
Not just seeing what good
looks like, but being what
good ...
37
+44 (0)7808 169034 | alex.cole@tinsmartsocial.com
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TIN ONE YEAR ON

  1. 1. Involve •Solve•Evolve ONE YEAR ON... TIN Smart Social
  2. 2. Humans are more cooperative than other species because we are capable of more fine-grained forms of cooperation: we are prepared to cooperate with strangers, over large distances and times, overcoming obstacles of language and culture.This deeply wired capacity for cooperation will be more important than ever to enable us to create shared solutions to complex challenges. Charles Leadbeater – “It’s Cooperation, Stupid” “ ”
  3. 3. 1Contents TIN ON... Innovation 2 TIN ON... Social Thinking 4/6 TIN ON... CANned Learning 7/8 TIN ON... Hearts and Minds 9 TIN ON... Social Investment 10/13 TIN ON... Social Learning 14 TIN ON... Employability 15/17 TIN ON... Responsible Leaders 18/19 TIN ON... Social Innovators 20 TIN ON... Our CAN IMPACT ecosystem 21 TIN ON... Entrepreneurs 22 TIN ON... Social Wellbeing 23 TIN ON... Employability and Enterprise 24/25 TIN ON...The Ready to Change Curriculum 26/32 TIN ON... Social Impact Branding 33/35 TIN ON...The Future 36 Contents
  4. 4. 2 TIN ON... Innovation OUTCOMES OUTCOMES OUTCOMES OUTCOMES CORE INNOVATION 1 The Challenge: The long-term unemployed need real, safe, dedicated technology-enabled physical spaces – space to think, to work, to reflect, to develop personally and professionally. ORE IINNONNON VATVATIIOON 1 hallenge: The long-te CORE INNOVATION 2 The Challenge: To transform social learners into social leaders – by developing robust businesses and reflective, responsible individuals with the expertise and experience to prove that you do good by doing well. CORE INNOVATION 4 The Challenge –To provide connections and collaborations - online and physical – between individuals and organisations in the complex careers space to ensure the relevant information is accessible and easily shared. CORE INNOVATION 3 The Challenge: Creating social and commercial value for social intrapreneurs, who can leverage the resources and capability of their organisations to underpin brilliant social impact concepts aimed at cresting wellbeing in the community. CORE INNOVATION 2 CREATE THE QUIET REVOLUTION Involve•Solve•Evolve We are a social innovation consultancy. Innovation isn’t about doing better. It’s about doing good. In purposeful, collaborative ecosystems, we put social responsibility at the top of the agenda; we capture insight, create ‘time is right’ opportunities and wire solutions for sustainable business transformation, social impact and personal wellbeing. through a culture of care, curiosity and communication. Collaborative and connected ownership of social transformation WEL LBEING LE A RNI NG ADV ISORY BRANDI NG SOC IAL INNOVAT ION with our social innovation and community outcomes deliver ylifecycleapproachattheirheart. (including Responsible Leadership, Ready to Change, Ready t o W ork,andPositiveDestinations) In the Telligensia Academy, we have developed a range of so cialimpactlearningengagementsandcurricula andmentoredtoacceleratetheirreturntofulfillingworka ligned with the economic aspirations of the local and regional area. WorkProgrammeCompleters;theover50s,NEETS,theho m eless and hard to reach young people are inspired, supported, coached ThroughourReadytoChangeandReadytoWorkcom m u nity-powered progra mmes, the long-term unemployed including BAME. Asasocialenterprise,GCGishelpingcareerseekersexplore the careers space in a pioneering new way through its Aviator platform; evaluatingandenhancingemployers'‘careersreadiness’with its Careers DNA reviews; and through Careers Circles, offeringplaceshapers,serviceprovidersandemployersan ea sy way of connecting with pup ils, career seekers andschools,tohelpthemdiscoverhowtheymightbestdeal w ith the challenges they face. GIS generates a membership based network, operating as an innovationincubatorandacceleratoralignedtocorporate sponsors and funders who can provide people, resources a nd theirownsocialchallengestothegrouptosolve. Social intrapreneurs have access to our Triple Win (W IN3) m ethodology,resources,toolsandplatformsinasafe,collaborativespace.
  5. 5. 3
  6. 6. 4 TIN ON... Social Thinking TIN Man During my secondment from Capgemini to Business In The Community (BITC) which began in January 2014, I had many ‘aha’ moments.The most significant, and one which ultimately proved transformational in my life, was the point at which I saw first-hand the power that focussing on a person’s wellbeing, rather than on the gaps in their capability or work readiness, could have in helping them understand and articulate their personal achievements (and challenges), which could ultimately empower them to own, as well as drive their future success. I have participated in formal and informal mentorship and coaching initiatives in a corporate setting for many years, but somehow seeing how a similar approach could unlock and energise a person who had lost hope, and in some cases felt devoid of self-worth and respect, was for me truly inspirational. I mean energise someone to the point that within a few weeks this same person could achieve previously unimaginable feats of real courage, as well as showcase personal and professional expertise in front of an audience of peers, or even more remarkably, when filmed with an audience of senior leaders. At this point I knew I couldn’t return to a corporate role, regardless of how enticingly it was packaged, because I had found something that enabled me to connect so effectively with people and communities, which enabled my social aspirations, and probably most importantly, aligned my ethical compass. So I became a little obsessive (I must admit) with creating a sustainable and innovative environment which was focussed solely on creating commercially scalable social impact.The fusion of my career and life journeys had begun. TIN ON... SocialThinking
  7. 7. 5TIN ON... Social Thinking We will deepen engagement with like-minded thinkers to increase the contribution to social impact work and improve the delivery of meaningful impact and value to people, businesses and communities. “ ”
  8. 8. 6 TIN ON... Social Thinking Our TIN Approach TIN (Think INnovation) Smart Social is a social innovation consultancy.There’s a social impact signature to everything we do – doing things in a different way to make peoples’ lives better. We work to help individuals (young people on modified timetables or high-flyer cohorts, over 50s and the long- term unemployed, potential social and commercial leaders, change makers, career explorers, social intrapreneurs and entrepreneurs) and organisations to embrace, experience and embed the concept and value of social transformation, to enable them and the communities in which they live and work, to drive and achieve sustainable social growth. We have a culture of care, curiosity and collaboration, developing insight and understanding to deliver social impact and innovation. We achieve this by leveraging our branded delivery and innovation lifecycle across four Practice areas focused on Social Investment, Social Learning, Social Wellbeing and Social Impact Branding. TIN Client activities and our people are aligned to one of our four Practices, where we innovate (in our physical and digital environments) and develop (within our community-powered training programmes) while owning projects and driving outcomes (sponsored by our local place-shapers, voluntary, education, and enterprise partners), as well as connecting collaboratively, working cross-practice and sharing knowledge and skills (through our Global Intrapreneur Society capacity and resources) on key engagements. We provide a comprehensive and integrated suite of services that empower our Clients to ask questions and solve challenges relevant to their social impact or innovation approach. Our tools and services have been designed to address the range of Client requirements and requests we receive from start-ups, digital marketing, innovation, and wellbeing and impact research analysis. 1 Discovery and Ideas 2 Plan and Incubate 3 Deliver and Prove 4 Evaluate and Improve 5 Showcase and Scale
  9. 9. 7TIN ON... CANned Learning TIN ON... CANned Learning The landscape for communities and those specifically tasked with owning social and wellbeing outcomes is moving faster every year towards a commissioning, rather than a delivery, role as the impact of funding cuts creates challenges that they are unable to resource, transform, or solve. This reality creates the need for a new paradigm, which, in this new environment, creates the need for collaborative ownership of social transformation which we believe requires an innovative, as well as a commercially sustainable approach ultimately owned by everyone in the local community.To achieve this, corporate-style rigour and speed in creating standards and governance, as well as a repeatable and scalable mechanism for growing (designing, planning, and proving) innovative solutions to achieve social wellbeing outcomes, must be fused with the local volunteers’ obsession and dedication to the cause. This fusion can be delivered through developing and leveraging the leadership capacity, tools and resources of a local network of community and business leaders who are: • informed and commissioned by the local place-shapers; • aligned with the economic aspirations of the local and regional area; • as well as empowered and funded by the local government through the Local Enterprise Partnerships, Councils and Community Budget mechanisms CAN Do Future We have big plans for the future as you would expect. Our model for scaling community-based social transformation can be seen within our Smart Social Village (SSV) which seeks to encourage traction with our ‘prevention and cure’ model, which leverages our Community Ambassador Network (CAN) to deliver scalable social impact with the most deprived communities. Our SSV CAN approach is based on two key areas of focus: 1 Establishing a locally-focussed sustainable UK CAN – we will create 5 regional hubs in areas of high need (utilising the Index of Multiple Deprivation), which will provide access for our CAN Members and those within the CAN IMPACT Partner Ecosystem, to the tools, resources, and learning modules, as well as hosting showcase events, and become the gathering point for the CAN LDP alumni network. 2 Delivering our structured, proven, and scalable community-centric CAN LDP (Leadership Development Programme) – the design of the CAN LDP is based on an existing format (see Image 1. Responsible Leadership Programme) which has been developed in partnership with Aston Business School with a sole purpose to train corporate mentors who wish to get involved in accelerating social outcomes by utilising their skills to support community projects. Because we have embedded our ‘social innovation and community outcomes delivery’ lifecycle approach within the Curriculum, we will ensure that the key behaviours required by the delegates are reinforced and test-driven in practical scenarios to achieve quantifiable social outcomes throughout the programme, rather than as a useful by product. The 5 regional hubs will be in areas of high need in the: NW (Manchester), NE (Sunderland), Midlands (Digbeth), SE (Tottenham) SW (Swindon), which will operate as the focal point for each local community network. Working with the local place-shapers (LEP, Council, Schools & F.E, NHS and the Police) where we have many existing and established relationships we can leverage, we will source and establish a ‘CAN Hub’ providing access to a physical (see e.g. in Image 2.Telford Business Growth Hub) and digital environment (see Image 3. ProFinda social collaboration platform) where training and showcases can be delivered, as well as access to the tools, resources, and learning modules.
  10. 10. We believe this physical and digital ‘gathering place’ is essential to mitigate a number of the risks inherent in balancing often competing priorities, whilst working within the complex community stakeholder environment to drive social outcomes and also running your own business.We know from members of the team who have real experience as social entrepreneurs, and as BITC Business Connectors, that it can be a tough and lonely place to be without having the ability to leverage an available network which can readily provide the physical, emotional, and resource support for those individuals who require it. The establishment of these CAN Hubs builds in a sustainable mechanism for establishment and leverage of the CAN LDP Alumni to support their peers.The recruitment ‘call-to-action’ utilises digital community crowd sourcing methods which enables the self- selection of the regional CAN Hub which Members feel provides the necessary accessibility, as well as alignment to others within their business sector or geographic fit. Wellbeing in a TIN We hope you like what we are doing and how we are going about it, so much that it strikes a strong social chord with you.Why? Because we altruistically and commercially (you get that don’t you?!) want your individual ideas, energy and skills, or for your organisation to collaborate, fund or sponsor a new initiative which matches your next generation CSR strategy or your operational talent ambitions (such as social mobility, STEM apprenticeships, or leadership test- drives.) so we can showcase how you are making a real and tangible difference to local lives and wellbeing. Join us.The wellbeing waters are fine! Alex Cole – Chief Innovation Officer Tin Smart Social 8 TIN ON... CANned Learning Image 3. ProFinda social collaboration platform Image 2. Telford Business Growth Hub
  11. 11. 9TIN ON... Hearts and Minds TIN ON... Hearts and Minds We have four towers.These services underpin who we are and what we do and from the top of those towers we have a clearer view of the shifting social landscape – the relationships and connections we need to make; the conversations we need to have; the ideas we need to share; the networks we need to be a part of and the social and cultural norms which facilitate commerce, that we need to influence and develop, to create social impact. The world won't wait much longer.We urgently need robust businesses that prove that you do good by doing well.And we need seriously to raise the bar for the mostly lame corporate responsibility efforts, which are fig leaves to corporate depredation. Margaret Heffernan – The Bigger Prize “ ”
  12. 12. TIN ON... Social Investment 10 TIN ON... Social Investment ADVISORY SERVICE • TAS Reports provides Clients with in-depth political, economic, social, technological, legal, and environmental (PESTLE) data relevant to their target or existing business sector that allows them to access in- depth data and analysis that can inform development of social impact and wellbeing strategies, value propositions, and sustainable socio-commercial models. • TAS Digisheds enables Clients to access and leverage our proven incubator environments (powered by the ProFinda digital [enterprise, community, time-bank] platform) and toolkit at the appropriate stage of their social innovation lifecycle to accelerate generating new ideas (ideation), selecting successful models (incubation), growing a proven approach (proof-of- concept), and then testing and improving in multiple geographies (scaling), before a full roll-out (industrialise). • TAS S&G provides assurance resources which reduce risk for investors, and entrepreneurs during fundraising, M&A, or scaling of delivery programmes by providing access to our Standards and Governance Advisory Board specialists, resources, and processes.
  13. 13. 11TIN ON... Social Investment Advisory engagements in 2015 included working with GCG changeworks (Good Careers Guide) and with Capgemini / Lloyd’s Register. GCG CHANGEWORKS Who are they – GCG is a dynamic social enterprise led by Lord Ralph Lucas (The Good Schools Guide).TIN has been the delivery partner and has worked alongside the leadership team to develop their proposition, profile and position in the careers guidance marketplace. What was the challenge – The vision for GCG is to change the way work works by providing connections – both online and physical – between individuals, organisations and the information that they need.We will know that we have been successful when we have: • Achieved measurable youth wellbeing and fulfilment impact outcomes, provided to the Global Youth Wellbeing Index to add to their data • Enhanced employers' ‘careers readiness’ with GCG's Careers DNA corporate reviews process. • Connected employers with career explorers and career seekers through GCG's Aviator platform.To have improved and increased digital inclusion, localised job matching, diverse talent pipelines, social mobility and employee social action • Delivered local, scalable GCG Careers Circle ecosystems with repeatable careers showcases based on a multi-stakeholder shared service model, staff rewards and recognition; local governance and project audit measures • Captured and analysed data to achieve insight, collaborating with partners to deliver commercially sustainable research and innovation that will inform policy and help employers engage with career seekers as part of their talent management strategy How did we solve it – The GCG offer is built around three integrated brands: GCG Aviator, GCG Careers DNA and GCG Careers Circles. GCG Aviator is a web platform that gathers, evaluates, rates and shares careers information using innovative technology to provide a simple and engaging experience. Aviator is free for all to use – individuals looking for careers, parents, teachers and advisers as well as employers, universities and others in the careers space. GCG Careers DNA operates as a ‘critical friend’ to employers, helping shape their appeal to the millennial generation to deliver a diverse talent pipeline. It also supports sector champions, embedding skills and capability at targeted locations within SMEs, large corporates and supporting organisations. CHANGE THE WAY WORK WORKS
  14. 14. 12 TIN ON... Social Investment GCG Careers Circles offer place shapers, service providers and employers an easy way of connecting with pupils, career seekers and schools, to help them discover how they might best deal with the challenges that they face. Impact and outcomes – Our collaborative approach has culminated in the imminent delivery of the first GCG Careers Circle in collaboration with Telford and Wrekin Council (Development, Business and Employment).This has consolidated the GCG offer as it has moved into its funding phase, which ends in December 2015. This Positive Destination curriculum-based engagement aims to inspire and encourage young people to get excited about careers opportunities and also support teachers with collateral and extended resources and insight into local employers’ recruitment needs.The Circle makes vital connections between students and employers, bringing them closer together, but opening up a world of possibilities to broaden and develop the local skills base, align employment strategy with the local further education agenda and to identify routes into work via further academic study, apprenticeships, targeted vocational training, volunteering, education and enterprise initiatives and work experience. In this case, hard to reach students on modified timetables, will have the opportunity to develop, test- drive and assess their employability and ‘ready for work’ credentials and realistically match their talents to the specific demands of local businesses, or focus on entrepreneurial opportunities. The distinctive and widely shared attitudes and beliefs of this generation will slowly, but surely, reshape corporations in its image and end the confrontational and bottom-line oriented world that Boomers and Gen Xers have created. Morley Winograd and Dr Michael Hais “ ”
  15. 15. 13TIN ON... Social Investment LLOYD’S REGISTER AND CAPGEMINI Who are they – Lloyd’s Register (LR) is a global engineering, technical and business services organisation wholly owned by the Lloyd’s Register Foundation, a UK charity dedicated to research and education in science and engineering. Connecting science, safety and society. What was the challenge – To underpin Lloyd’s Register’s (LR) vision to be known as a leading supporter of engineering-related research, training and education, making a real difference in improving the safety of the critical infrastructure for modern society, they promote scientific excellence and act as a catalyst working with others to achieve maximum impact. How did we solve it – Through a series of workshops throughout 2015-2016,TIN has been working with Capgemini and Lloyd’s Register to help define a well- articulated shared business vision for LR’s future customer-centric mobile applications and help identify and shape the team to deliver the ‘future of mobile’ strategy. Impact and outcomes – In this collaboration, our social imprint on the engagement is helping to fuse the application of new science and technology to future- proof clients’ businesses, with the activities of the Lloyd’s Register Foundation.With their mission to protect the safety of life and property, and to advance transport and engineering education and research, the Foundation has an important role to play in meeting the challenges of today and the future.Through grant making they aim to connect science, safety and society by supporting research of the highest quality and promoting skills and education. Using our Triple Win (WIN3) approach, based on the IMAGINE methodology, we are acting as facilitative change consultants to improve cross-functional collaboration and generate an innovative ideas pipeline – enabling disparate groups to gain a better understanding of their colleagues’ work practices and challenges from across the wider business context, to deliver joined-up, customer-critical solutions.
  16. 16. 14 TIN ON... Social Learning TIN ON... Social Learning LEARNING IMPACT SERVICE • TLI Design provides Clients with our proven curriculum design capability which allows them to access existing or bespoke community powered learning tools and resources that can inform development of social impact and wellbeing strategies, value propositions, and sustainable socio-commercial models. • TLI Telligensia enables Clients to access and leverage our proven learning and wellbeing environments (powered by the ProFinda digital [enterprise, community, time-bank] platform) and toolkit at the appropriate stage of their social learning and wellbeing lifecycle to accelerate generating new ideas (ideation), selecting successful models (incubation), growing a proven approach (proof-of- concept), and then testing and improving in multiple geographies (scaling), before a full roll-out (industrialise). • TLI GIS provides leadership resources which reduce risk for investors, community place-shapers, and enterprises during planning and design, resourcing, or scaling of delivery programmes by providing access to our Standards and Governance Advisory Board specialists, resources, and processes. In the TIN Smart Social Telligensia Academy, we have developed a range of learning engagements and curriculums for aspiring social leaders and mentors (Responsible Leadership), social intrepreneurs (Global Intrapreneur Society – GIS), careers seekers and the unemployed (Positive Destinations) and entrepreneurs (Digistart) – all delivered within our digital/social hubs – Digisheds – community spaces where people learn to be employable, enterprising and socially innovative.
  17. 17. TIN ON... Employability TIN ON... Employability DIGISHEDS Launched in September 2014 as a Community Interest Company, Digisheds is a tailored employer-led core skills development programme to provide thoughtful, empathetic care and uncover and match the skills of the long-term unemployed, across categories – including the Black, Asian and Minority Ethnic Groups (BAME); women;Work Programme Completers; the over 50s, those not engaged in education or training (NEETS); care leavers and the homeless – to employers’ specific job needs. Digisheds was initially developed in collaboration with Capgemini, Business in the Community, the Department for Work and Pensions, Brixton Job Centre and a number of other partners.We have valued, and continue to value their support, their experience, their interaction, their shared knowledge and also their passion for wanting to make a real difference. In Brixton, young people and NEETS, particularly BAME, lacked a voice, aspiration, role models, targeted engagement, knowledge of what makes them employable and knowing about opportunities, so there was, and still is, a clear need to help, to explore, to support, to challenge, to change, to be there for people and connect them with the organisations and employers who can help them reach a positive destination. With the support of Brixton Job Centre Plus, where we are based, each programme ran for 13 weeks; 4 in the Jobcentre with an intensive personalised curriculum designed to: • Build confidence and support and promote emotional wellbeing • Demystify the steps required to enter the world of work • Introduce delegates to employers • Uncover skills, strengths and ambitions • Prepare the long-term unemployed for interviews and presentations • Get them back into the world of work or facilitating progress into enterprise 15
  18. 18. 16 TIN ON... Employability When compared to other UK and international equivalents, the Digisheds programme appears to be unique in terms of its ambition, scope, innovation and reach…delivering an innovative curriculum which is overwhelmingly well received by stakeholders. Professor Simon Bell and Dr. Elaine Wedlock (The Open University) “ ”
  19. 19. 17TIN ON... Employability (see Social Wellbeing Brixton case study). From constant evaluation and refinement, input from delegates and ensuring up-to-the-minute relevance of content, this has now evolved into the two tier programme, Ready to Change and Ready to Work.They are essentially similar programmes but are tailored to different entry levels and delegates who learn at different speeds. The Ready to Change curriculum is aimed at individuals who have some personal preparation work to do before they engage at the Ready to Work level.They may have been out of the employment world for some time, have specific barriers to learning, or need some extra support to build their confidence. Ready to Work takes the learning to a new level but covers the same core components. For illustrative purposes the Level 1 programme is outlined below. From the Digisheds Employability Programme baseline, we have also created the new Positive Destinations programme (see Social Wellbeing Telford Case study).
  20. 20. 18 TIN ON... Responsible Leaders RESPONSIBLE LEADERSHIP CURRICULUM The Telligensia Academy Certificate in Responsible Leadership, delivered by Aston Business School in collaboration with Aston Business Assessments, is focused on developing responsive, reflective and enterprising social innovators, mentors and trainers who can champion the CSR/citizenship culture and deliver proven CSR value back in their own businesses and create sustainable social impact out in the wider community. It’s for individuals who know leadership, know change management; know how to conceptualise, experiment and reflect; know how to motivate and manage....but don’t necessarily know how to bring all those great things together to create social impact. This pioneering programme, delivered over 5 months, draws together best practice – and invents new practice – to help delegates channel their knowledge and experience to encourage a culture of authentic and sustainable social innovation in their organisations. Delegates also define and develop their personal leadership brand within their organisation and create and drive sustainable change through an innovative social impact curriculum.Their project work may be linked to our employability programmes with the long- term unemployed (Digisheds); with hard to reach students in under-represented groups (Telford and Wrekin Council) who need to be inspired about careers; with returning servicemen (The Warrior Programme) and ex-offenders and on local projects that they, personally, feel passionate about and where they can make a real difference. They can continue to use their empowered leadership in a broader social enterprise ecosystem too (TIN Smart Social Villages): • To coach, train and mentor individuals on their own personal and professional development journeys • To be recognised and rewarded for their ‘Responsible Leadership’ through ProFinda – a next generation collaboration and connection platform, impacting culture, efficiencies and revenues • To become a social intrapreneur and take their expertise to the next level through our Global Intrapreneur Society – and turn their thinking into doing. We held the first pilot for Responsible Leadership in July 2015 and continue to be surprised by the delegates’ passion for engagement, collective responsibility and action and their commitment to developing their leadership power and potential for wider social good. It highlighted that in the programme title, the emphasis is firmly on the word ‘Responsible’! The curriculum has continued to evolve with our own Director of Studies working in collaboration with Aston University and Aston Business Assessments and now has a number of entry level points for individuals and organisations. Aston Business School is one of less than 1% of business schools in the world to hold “triple accreditation” from AMBA (UK), EQUIS (Europe) and AACSB (USA). Aston Business Assessments (ABA) is a specialist occupational, work and organisational psychology company, providing research-led, simple and accessible assessment solutions for business.ABA is led by Professor Stephen A.Woods PhD CPsychol; Professor of Work and Organizational Psychology at Surrey Business School, and a Chartered Occupational Psychologist. Steve is known for his work and research on psychometric and personality trait assessment, and recruitment and selection, which he publishes in scientific and professional journals, scholarly books, and at national and international conferences. TIN ON... Responsible Leaders
  21. 21. 19TIN ON... Responsible Leaders The concept of social transformation – a perspective, a passion and a set of behaviours that puts the wellbeing of society at the centre of things in order to drive growth, is the way forward.The leader who learns to embrace social transformation and deliver social innovation is one who stands up and stands out – one who cares and commits, one who challenges and changes.These leaders are pivotal to community cohesion as they create and preserve the conditions that allow innovation to thrive in their businesses and who are able to take that innovation (and the power of their organisation) out into the community for others to embrace, engage with and benefit from. It’s not about authority, it’s about attitude. Terry Hodgetts – Director, Centre for Executive Development,Aston University “ ”
  22. 22. 20 TIN ON... Social Innovators GLOBAL INTRAPRENEUR SOCIETY CURRICULUM We have been buzzing about the potential of social intrapreneurs – like-minded professionals working together to develop socially impactful projects and skills-based intellectual property beyond their corporate roles – for quite a while. We could see the value for professionals to be able to leverage the resources and capability of their host organisations to underpin their brilliant social development concepts, to achieve positive local and global outcomes. In GIS, which is steadily and stealthily building we are building a learning community of intrapreneurial pioneers who’ve been leading this quiet revolution from behind their desks for a while and who are now focused on the social impact projects and challenges that are close to TIN’s heart. Social intrapreneurs have access to methodology, resources, tools and platforms in a safe, collaborative space and they can chat about the latest news from the social innovation landscape to see what needs to be done.And then, do it. Our GIS community can be recognised for their work (through Profinda) or stay under the radar, but their impact resonates everywhere. Throughout 2015 we had a planned series of social events.We invited audiences of professionals to bring their experience, expertise, two new social impact ideas and two ‘in-flight’ concepts to the table and the group decided which concepts to develop using our Triple Win (WIN3) approach, based on the Imagine methodology. As well as networking and collaborating (and enjoying a great social evening), the process pinned down specific issues and tasks which were produced as a prioritised plan for the 'idea originator' to take away. GIS will generate a membership based network which will operate as an innovation incubator and accelerator aligned to corporate sponsors and funders who can provide people, resources and their own social challenges to the group to solve. The Global Intrapreneur Society is for people who want to smash through convention and make a difference from their mainstream corporate role, collaborating, creating and communicating to find solutions to problems facing communities and societies. • Incubating or accelerating high potential and ‘in-flight’ social enterprise initiatives • Creating corporate changemakers and social innovators • Developing a powerful collaborative network of business partners and sponsors • Galvanising commitment to societal change • Supporting innovative social enterprises • Enhancing CSR from within, creating more socially responsible companies • Generating metrics for future success TIN ON... Social Innovators THE QUIET REVOLUTION
  23. 23. TIN ON... Our CAN IMPACT Ecosystem 21TIN ON... Our CAN IMPACT Ecosystem PROFINDA Our work is all about community, connection, collaboration and conversation (aligned to actually getting the right things done at the right time and with the right motivation of course), so Profinda is an obvious environment for us to be part of. It’s the next generation workplace. Knowledge is power, but shared knowledge is more powerful, so it’s a space in which our TIN Smart Social community can share what we know and the people we work with can ask for our help with specific challenges. It pulls together the individual and collective expertise and experience everyone in the TIN ecosystem, it helps us to work as an integrated team, so we can easily identify social impact opportunities and match talent to tasks – knowing that the skill and the will are there to meet them. It socialises and improves our business practices.And we like things with the words ‘social’ and ‘improve’ in them... Responsive, reflective, enterprising social intrapreneurship is at the heart of business and community success.“ ”
  24. 24. 22 TIN ON... Entrepreneurs DIGISTART CURRICULUM Digistart is a curriculum for future entrepreneurs to develop their concepts in business accelerator spaces within Digisheds.We provide access to advice, courses, tools, techniques, training and expertise from world-renowned academic and professional services organisations with all the knowledge and insight entrepreneurs of all ages need to help them launch their enterprise. They can incubate their idea, working with our team, partners, and other new entrepreneurs to develop value propositions, launch them in their chosen market, and start to generate a sustainable revenue stream.They can accelerate their idea with access to the TIN ecosystem of collaborators to quickly and effectively create a proven model to showcase their new capability and package it for scaling across a wider geography or multiple markets.And to do that fast.They can scale their business.When they are ready to transition from a small to medium-sized capacity, Digistart can connect them with our Enterprise Partners so they can safely deliver their value propositions into new markets without the usual risks. TIN ON... Entrepreneurs DREAM. DEVELOP. DO.
  25. 25. 23TIN ON... Social Wellbeing EDUCATION, HEALTH AND WELLBEING SERVICE • TEHW Impact provides clients with our proven localized social outcomes capability which allows them to access existing or bespoke community powered health, education, or wellbeing tools and resources that can inform development and delivery of social impact strategies, value propositions, and sustainable socio- commercial models. • TEHW Community enables Clients to access and leverage our proven Wellbeing environments (powered by the ProFinda digital [enterprise, community, time- bank] platform) and toolkit at the appropriate stage of their social wellbeing lifecycle to accelerate generating new ideas (ideation), selecting successful models (incubation), growing a proven approach (proof-of- concept), and then testing and improving in multiple geographies (scaling), before a full roll-out (industrialise). • TEHW SSV (Smart Social Village) provides access to our physical and digital SSV ecosystem and leadership resources which reduce risk for investors, community place-shapers, and enterprises during planning and design, resourcing, or scaling of delivery programmes by providing access to our Standards and Governance Advisory Board specialists, resources, and processes. TIN ON... Social Wellbeing
  26. 26. 24 TIN ON... Employability and Enterprise The cost to the Treasury of unemployment averages around £8,000 per unemployed person per year, a figure that includes lost tax revenues to government (around £3,000 per person-year) as well as the direct costs of unemployment and other benefits. BRISTOL UNIVERSITY “ ” TIN ON... Employability and Enterprise
  27. 27. 25TIN ON... Employability and Enterprise Digisheds has been a huge success for TIN Smart Social and has generated significant interest, particularly around some stunning outcomes. DIGISHEDS COST TO THE DWP COST PER PERSON £250.00 (ADDITIONAL COST OF £416.65 FOR A POSITIVE OUTCOME) DIGISHEDS DELIVERS DIGISHEDS DELIVERS MORE THAN £7K SAVING (85%) PER PERSON £666 vs £8K JOB OUTCOME RETENTION 100% • 25.8%OF DIGISHEDS COMPLETERS HAVE STARTED JOBS • 9.5%OF DIGISHEDS COMPLETERS HAVE GONE INTO EDUCATION/TRAINING • 4.22%OF DIGISHEDS COMPLETERS ARE WORKING PART-TIME • 7.37%OF DIGISHEDS COMPLETERS HAVE GONE ON TO VOLUNTEER • 4.22%OF DIGISHEDS COMPLETERS HAVE GONE ONTO OTHER BENEFITS Great outcomes. But room to improve. In lots more Digisheds, across London and the UK.
  28. 28. 26 TIN ON...The Ready to Change Curriculum • The programme lasts for 4 weeks for each cohort of 20 delegates.The delegates will be from mixed client groups, including;Work Programme Completers, NEETs, BMEs, Lone Parents, and 50+ • Although a set curriculum, there will be flexibility built in to the delivery of the programme to accommodate individual needs as they arise, and leveraging different employers or additional services when applicable. • The delegates will be encouraged to practice communication and teamwork throughout each workshop, asking questions and seeking answers as they learn. Delegates will be encouraged to make use of their creativity, with opportunities to present and share with the wider group throughout the week – enhancing self-confidence and boosting social skills. In the Discovery phase, delegates discover their identity, values, passions and beliefs and how these are influenced by and constructive to their individual communities. This session sets the tone for the whole Employability programme experience. It is important to create a safe, fun and effective environment that will allow the delegates to get the most out of the experience. It is important that they feel comfortable and play an active and primary role in discovering their career paths/job aspirations. In the Values phase delegates get to understand what they are looking for in an employer, a manager, colleagues and the working environment with the intention of helping them understand how their own expectations and values align with those of the organisations where they work or wish to work. It also allows the delegates to reflect on their personal values and assess whether they live those values in day to day life. In Unconscious Bias, delegates discover how implicit or unconscious bias can affect their relationships with people and environments by their brains making quick judgments and assessments of people and situations without them realizing. It gives them the opportunity to reflect on how unconscious biases are influenced by their background, personal experiences, societal stereotypes, and cultural environment, helping them be aware of their full impact and implications. Through the Emotional Intelligence session delegates get to understand the importance of developing their ability to identify and manage their own emotions and the emotions of others both in their personal and professional lives.They will test their current levels of Emotional Intelligence and practice both active listening and social skills. The Change Wheel session looks at 7 different areas (Finance, Health and Wellbeing,Administration, Qualifications, Personal Brand, Communication and Motivation) of the delegate’s lives and asks them to give a number between 1 – 10 on where they feel they are now.This is plotted on a chart that gives them a wheel. Delegates then give a number between 1-10 of where they would like to be in each area and we look at SMART tasks that can help move the delegates number towards their goal. The curriculum is rich, diverse and provocative providing those attending the programme with many opportunities to confront issues and construct personal strategies to enter the jobs market.This diversity and systemic approach appears to be attractive and highly productive. Professor Simon Bell and Dr. Elaine Wedlock (The Open University) “ ” TIN ON... The Ready to Change Curriculum DIGISHEDS EMPLOYABILITY CURRICULUM – BRIXTON
  29. 29. 27TIN ON...The Ready to Change Curriculum In our TRIPLE WIN (WIN3) session we use innovative tools and techniques to ‘un-pack’ an individual’s perceived and ‘real’ blockers. Perceived blockers include lack of self-belief and confidence,‘real’ blockers include learning difficulties, mental health conditions, poor communication skills or job application techniques.The session will aim to set the scene for each individual to own their current situation and know that their future does not have to be dictated by their past. Each individual will share what they feel comfortable with to the rest of the group and a community of trust and familiarity will start to shape within the cohort. Delegates will be encouraged to depict their future in a rich and detailed way before labelling the picture with the actions they would need to take to make it their reality and the blockers that may be stopping them. The ROADMAP TO WORK session starts the delegate’s personal development plans or Roadmap to Work. Delegates will be taken through an innovative exercise to build their professional development plans aligning their current talents, characteristics and skills with their identified career/live vacancies.At the end of this session delegates will have a good idea of what they will need to do, and when, to be ready for their dream job – including what jobs/training/education will create the stepping stones along the way. CV AND COVER LETTER sessions focus on the job application process. Ensuring all CVs and cover letters are up to date and of a high standard. Delegates will be encouraged to think about how they ‘package’ themselves on paper using the outputs captured during the previous sessions. They will also be taught to think about how their CV and Cover letter is a reflection of themselves. INTERVIEW PREPARATION is led by the facilitator and delegates can explore ways to prepare for an interview including dress, company research, interview etiquette, body language and other pitfalls of interviews. MOCK INTERVIEWS allow delegates to attend ‘mock interviews’ with a variety of different interviewers, including employers.They go through several different styles of interviews and are given constructive feedback after each. At the SHOWCASE stage, delegates are put into groups and given a choice of social issues to solve that may be relevant in their community at the moment. As a group they use the Triple Win (WIN3) technique to assess the issue as they see it now and what the solution maybe, form that that then offer a possible business that could offer a solution. Delegates are also given a business plan model to follow that is used to assess the feasibility of their business model. Delegate groups will present their solution to prospective Employer. The ASSESSMENT CENTRE level is designed to get delegates to understand the selection process through an assessment centre day, testing skills that aren't necessarily accessible in a traditional interview.Assessors score their actions against competency frameworks through various tasks and activities.At the end of the session, delegates are given constructive feedback on their performance. APPLICATION DAY will enable delegates to have a one- to-one conversation with a recruitment specialist exploring prospects of suitable work placements and reviewing their CV and Cover letter/s. Job descriptions and offers are available for them to apply and technological devices are provided to facilitate their job searching. The programme was transformational for me because I think that it was designed with the job seeker mind-set in mind. I have attended a few workshops, trainings on CV production but nothing compared to Digisheds. I like the fact that it was well structured and fitted my learning styles (visual + kinaesthetic).The public speaking was memorable – in my case it challenged me to deal with some ongoing issues that I know that I have to address now. It was sort of a breakthrough. Kalifa – Digisheds delegate “ ”
  30. 30. 28 TIN ON...The Ready to Change Curriculum PAULA’S STORY When I first came into the Digisheds space, I wasn't sure that was the right place for me to be.With an up to date CV and considering my interview skills were pretty good, I didn't know how those people could help me to get any HR job within London. Although this sector was not where my dream job would be placed, it was where my work experience and skill set fitted. Or that is what I thought. Fair enough. I just wanted to go out of that ‘signing on stuff’ and get a job ASAP. My high levels of self-confidence and esteem started to go down after a while looking for work. Maybe I wasn't good enough. Maybe I should come back to Spain and try something else over there, where I probably would have more possibilities to get back into employment as I had a great network. But let’s give a last chance to the UK, I thought. Let’s try this Digisheds employers-led programme. So this is me last February, a bit confused, walking through the door and meeting those jobseekers who would be my companions during three days a week for the next four weeks.What did I find within the Digisheds space then? A different way of thinking that creates a win-win result.The delivery trainer presented herself on the first day. Her professionalism and enthusiasm elevated my Digisheds experience from just being in a place where you can be helped with your CV and covering letter to an inspiring social hub where big hopes and dreams may come true.Where you really become smarter. The first day we had some discussion regarding our own values and its relevance to be aligned with those of the companies we wanted to apply for.As a social psychologist, I have to admit that this both impressed and attracted me. I felt like this programme wasn’t just about finding a job. Digisheds was definitely people- oriented.They did care.And they cared about a lot of things: my personal wellbeing, my ability to find my preferred career choice and the suitable environment where all this could emerge.And same with everyone else in the room. Something magical started to involve us. After one week enriching each other's lives with insightful activities and already having loads of food for thought, I impatiently waited for the next Digisheds session to take place. I needed a bit more of direction for next steps and already felt really comfortable with my fellows there. As I said at the beginning, HR was just the field where I thought my capabilities set would fit. But it wasn't my real dream or the big picture I've always wished for in my life. I wanted to be able to help people more than just processing some paperwork in a corporate environment. I wanted to motivate and empower individuals to be able to unlock their potential, to achieve that common goal, something that looks easy on the paper but is a big thing in the real world. I would like to deliver something that had a positive impact on their lives.That was my thing.The right thing to do. Doing the ‘right thing’ was something I had listened to quite a few times since being in the Digisheds space, as that is what they are actually into: doing the right thing.
  31. 31. 29TIN ON...The Ready to Change Curriculum There were lots of challenges to face, but also loads of beautiful emotions in an enjoyable experience with not just the trainers but everyone else in the group supporting me.When delivering the final presentations to our particular Dragon’s Den panel, we had already became a proper working team.You wouldn't believe how much all my fellows, who seemed a bit worried at the beginning (a few of them shy, another few scared of public speaking) shone that morning. But I can say that’s true. I was there.And many more were: cameras, employers from big companies, successful business men and women, staff from DWP….That wasn’t an easy audience to impress. But we did impress them. Digisheds is a very unique experience, different from anything else I’ve done before. It is about passion, enthusiasm, happiness and well-being. So when TIN asked me afterwards if I would actually be interested in joining the team and becoming a Digisheds trainee to deliver the programmes, I could barely believe it.Were they telling me that I would be part of this fantastic space where people help each other to achieve their goals? Yes, I know. It might seem to be a bit idealistic but, trust me, Digisheds works. I’ve felt it within my soul. You’d easily guessed my answer: a loud ‘Yes!’ I was now empowered and determined to create my dream job within Digisheds and TIN. Digisheds had provided me with the tools to do it and gave me a direction to think outside the box. I was empowered to do what I really wanted to do and to get where I truly wanted to go.And I was already there. Almost ten months after you can look at me: I cannot be more satisfied with my work. I love to be part of the team and contributing to that 100% retention for the Digisheds delegates who have gone into work shortly after finishing the programme. I am one of them and so proud to be! I absolutely believe in what we do: not just good, but trying better. Digisheds has definitely helped me to re-discover something I’d just forgotten through my employability journey (while my level of self-confidence decreased): If you believe you can do something, and you work for that, you can get it. It doesn’t matter what it is’.And since I’m with them I’m sure this isn’t the last time I’ll say this.Thank you so much! The feedback from the participants on the programme and the change in them from Day One is remarkable to see.They say how different the programme is to others they have been on and the way it goes about addressing their barriers with finding the right type of work which is really important.They way that it builds the participants confidence in its own unique way is crucial to making them feel better about themselves and takes them that extra step nearer to finding employment. Margaret Gianotti – Employer Services Team Leader – Brixton Job Centre Plus “ ”
  32. 32. 30 TIN ON...The Ready to Change Curriculum TELFORDANDWREKIN CAREERS CIRCLE POSITIVE DESTINATION CURRICULUM – TROUBLED FAMILIES AGENDA The Careers Circle in Telford provides curriculum-based engagements to deliver tailored careers support for students and young people at all ages and stages of their career journey. We inspire and encourage young people to get excited about careers opportunities and to underpin the local further education agenda to identify routes into work via further academic study, apprenticeships, targeted vocational training, volunteering, education and enterprise initiatives and work experience.Young people can develop, test-drive and assess their employability and ‘ready for work’ credentials and realistically match their talents to the specific demands of local businesses. An integral part of this is also supporting teachers with collateral and extended resources and insight into local employers’ recruitment needs. Our Approach We really want to use our skills to make a difference to young peoples’ lives and to their career prospects. Our focus is on creating positive pathways to a brighter future. Working with young people on modified timetables within the Careers Circle and having real conversations about their hopes and dreams, will help us to better understand their behaviour dynamics and to work with them to create a more positive experience around the issues of progression into work.We expect anything and everything. The first TIN cohort, in which we will be delivering a Positive Destinations employability programme to the Troubled Families agenda, is being developed in collaboration with Telford and Wrekin Council, to support students on modified timetables, who need extremely tailored personal support to meet a deeper and broader spectrum of personal, behavioural and social challenges. Key behaviours we are covering include: • ADHD • ASD • BESD – behavioural, emotional and social difficulty • ODD – Oppositional defiant disorder • NLD – Non-verbal learning difficulties • PD – Physical disability • Speech and language disorder • Low numeracy • Dyslexia • Substance and Alcohol abuse
  33. 33. 31TIN ON...The Ready to Change Curriculum The four key stages of our Positive Destination curriculum – Discovery, Foundation, Engagement and Assessment/Showcase (where young people will be working on live local business challenges, provided by local employers in the Careers Circles): • Focus on developing the skills, talents and attitudes of students to achieve a specific goal • Broaden their aspirations for the world of work and match these with career options • Build career knowledge and share the information they need about the ways into work • Equip them with tools and techniques to manage and promote their ‘personal brand’ • Deliver insight into what employers really want and need from them • Develop the confidence, capabilities and pathways to help them achieve their ambitions
  34. 34. 32 TIN ON...The Ready to Change Curriculum Social impact credentials are not just a ‘nice-to-have; they are a true cost of doing business in today’s and tomorrow’s economy. “ ”
  35. 35. TIN ON... Social Impact Branding 33TIN ON... Social Impact Branding INNOVATIONS AND COMMUNICATIONS SERVICE TSIB helps to build, grow and engage a vibrant community through social impact branding for organisations that communicates the value of purposeful social innovation attributes and underpins reputation. • We create a brand communications framework for the organisations we work with, to share and promote the value and benefits of the social impact and innovation strategies, propositions and work that they are engaged with and to determine when and where to engage most effectively. • TSIB Thought leadership helps organisations to develop their universal social innovation platforms to enable them to lead dynamic conversations and stay ahead of the curve.Thought leadership and shared knowledge creates equity resulting from those interactions. Social currency is measured by examining affiliations, advocacy, sense of community, exchanging information and other related indicators. • TSIB Marketing and media relations support and promote by successful engagements across all services and are driven by the need to celebrate success.The service is developing to offer a complete range of print and digital solutions, partnering with our clients to create impactful collateral and campaigns that stand out among the competition – web, digital and social, print and infographics, events and environments, video and merchandise. • TSIB Employee Engagement – Employees can be an organisation’s most trusted and impactful brand ambassadors.An engaged and positive workplace drives business performance by increasing innovation, strengthening collaboration and influencing reputation. We work with clients on internal social impact brand communications to transform the workforce into an army of advocates, to build strong ‘socially aware’ citizenship and a wellbeing focused culture internally.
  36. 36. 34 TIN ON... Social Impact Branding CHANGE THE WAY WORK WORKS CAREERS CIRCLE AVIATOR CAREERS DNA
  37. 37. 35TIN ON... Social Impact Branding Involve •Solve •Evolve DREAM. DEVELOP. DO. THE QUIET REVOLUTION
  38. 38. 36 TIN ON...The Future TIN ON... The Future TIN ON...The Future Not just seeing what good looks like, but being what good looks like. We would like to thank everyone who has collaborated, advised and supported us in the past year.We never envisaged that we could have come this far, this fast. It has been an incredible year. We are really looking forward to a number of innovative collaborations in the coming year.We will be growing our ecosystem and contributing to the success of other social enterprises working to create and combine sustainable business models with a clear social purpose and demonstrating that this can be done in an innovative, impactful, accountable, fair and inclusive way. We’ll be on exciting and challenging pathways with leading organisations. We will help to build CSR profiles, making them real and relevant; helping more of the long-term unemployed into worthwhile work; inspiring students about careers in technology; creating digital apprenticeships; delivering social impact branding; supporting community enterprises; guiding young entrepreneurs; collaborating on next generation talent sharing; and many others, who will collaborate to bring the TIN Smart Social Village vision to life – and to a community near you. The future looks bright. We’ll see you there. OneYear on.... “ ” “ ”
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  40. 40. +44 (0)7808 169034 | alex.cole@tinsmartsocial.com

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