The document reports on a survey of attitudes towards contributing to society and communities in the UK. It finds that most people are already involved in their communities in some way, such as through local schools or helping neighbors, and there is strong support for the importance of individual contribution. However, people are more motivated to get involved by issues that mean something to them personally and opportunities need to be better communicated by employers to encourage participation.
Emerging Technology: Presentation to Community Living Ontario Annual Conferen...LiveWorkPlay
Using Emerging Technology to Enable Person-Directed Support
Presenters: Julie Malette, Wayne Mills, Clem Pelot and Keenan Wellar
Helen Sanderson Associates Canada
Adagio Integrated
Mills Community Support Corporation
LiveWorkPlay
"Build Great Services" - Ergosign @ MCBW 2021Ergosign GmbH
Build great services – people-centric, economical and sustainable!
We wanted to share how we design services. Services, that are sustainable – for a company, its employees and the world around us.
Find out more about our services: https://bit.ly/30ynYbp
How can social design help create a more human-centered city? How can we engage the community to help redesign itself? We believe design thinking principles can be applied to advance a Participatory Community Revitalization process. This toolkit puts together successful examples of frameworks, methods, templates to inspire you to coordinate a collaborative design process.It is meant to help you get real. We will help hone in on your intent and guide you through the steps of Participatory Community Design process. You'll learn to collect insights from the community and translate their voices into actionable ideas to revitalize and increase resilience.
Work done during DMBA at CCA, in collaboration with Kelly Spain and Annu Yadav.
Emerging Technology: Presentation to Community Living Ontario Annual Conferen...LiveWorkPlay
Using Emerging Technology to Enable Person-Directed Support
Presenters: Julie Malette, Wayne Mills, Clem Pelot and Keenan Wellar
Helen Sanderson Associates Canada
Adagio Integrated
Mills Community Support Corporation
LiveWorkPlay
"Build Great Services" - Ergosign @ MCBW 2021Ergosign GmbH
Build great services – people-centric, economical and sustainable!
We wanted to share how we design services. Services, that are sustainable – for a company, its employees and the world around us.
Find out more about our services: https://bit.ly/30ynYbp
How can social design help create a more human-centered city? How can we engage the community to help redesign itself? We believe design thinking principles can be applied to advance a Participatory Community Revitalization process. This toolkit puts together successful examples of frameworks, methods, templates to inspire you to coordinate a collaborative design process.It is meant to help you get real. We will help hone in on your intent and guide you through the steps of Participatory Community Design process. You'll learn to collect insights from the community and translate their voices into actionable ideas to revitalize and increase resilience.
Work done during DMBA at CCA, in collaboration with Kelly Spain and Annu Yadav.
"Philanthropy and a better society" brings together leading CGAP academic experts to discuss the opportunities and challenges for philanthropy under the Big Society umbrella.
It also states that corporate giving is guided by the values of a company’s board and does not necessarily reflect the needs of the local area.
The authors argue that the sector needs to focus on entrepreneurial philanthropy. Charitable start-ups answer specific needs within a community and, as such, have the capacity to grow and develop into strong resources which will help to moderate the individualism that characterises much of today’s charitable giving.
Community relations creating value for industry and communityWayne Dunn
Keynote presentation to the International Congress on Community Relations’ Global Forum in Lima, Peru, Aug. 2014. Discusses how community relations and CSR can create value for industry and community
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter
The executive summary report of the global corporate volunteering research pr...ActionGood
The purpose of the study is to look at the current status and future potential of corporate volunteering on a region by region basis in order to build a global picture – what is happening, the innovations and best practices, the challenges and the trends.
Embracing Opportunity & Risk: Delivering Supports In & With Our Local Communi...LiveWorkPlay
Keynote speech to the Wisconsin Integrated Employment conference, September 19, 2012 in Wisconsin Dells. The focus of the presentation was employment of people with intellectual and developmental disabilities in the context of risk-taking for non-profit organizations.
Social Media for Social Change: Challenging the Discourse of Disability and D...LiveWorkPlay
Social Media for Social Change: Challenging the Discourse of Disability and Difference presentation to the annual conference of the College Association for Language and Literacy (CALL) May 25, 2011, Algonquin College, Ottawa, Canada.
Hank Feinberg Community Service Presentation at APCUGhewie
Presentation of Community Service & National Cristina Foundation br Hank Feinberg and intro by Hewie Poplock for the APCUG Annual Meeting and Regional Technology Conference Julu 2011
"Philanthropy and a better society" brings together leading CGAP academic experts to discuss the opportunities and challenges for philanthropy under the Big Society umbrella.
It also states that corporate giving is guided by the values of a company’s board and does not necessarily reflect the needs of the local area.
The authors argue that the sector needs to focus on entrepreneurial philanthropy. Charitable start-ups answer specific needs within a community and, as such, have the capacity to grow and develop into strong resources which will help to moderate the individualism that characterises much of today’s charitable giving.
Community relations creating value for industry and communityWayne Dunn
Keynote presentation to the International Congress on Community Relations’ Global Forum in Lima, Peru, Aug. 2014. Discusses how community relations and CSR can create value for industry and community
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter
The executive summary report of the global corporate volunteering research pr...ActionGood
The purpose of the study is to look at the current status and future potential of corporate volunteering on a region by region basis in order to build a global picture – what is happening, the innovations and best practices, the challenges and the trends.
Embracing Opportunity & Risk: Delivering Supports In & With Our Local Communi...LiveWorkPlay
Keynote speech to the Wisconsin Integrated Employment conference, September 19, 2012 in Wisconsin Dells. The focus of the presentation was employment of people with intellectual and developmental disabilities in the context of risk-taking for non-profit organizations.
Social Media for Social Change: Challenging the Discourse of Disability and D...LiveWorkPlay
Social Media for Social Change: Challenging the Discourse of Disability and Difference presentation to the annual conference of the College Association for Language and Literacy (CALL) May 25, 2011, Algonquin College, Ottawa, Canada.
Hank Feinberg Community Service Presentation at APCUGhewie
Presentation of Community Service & National Cristina Foundation br Hank Feinberg and intro by Hewie Poplock for the APCUG Annual Meeting and Regional Technology Conference Julu 2011
Partnering with Local Governments: Why so Tough?craigslist_fndn
Ed Everett, community engagement coach, Ed Everett Consulting
In today’s environment the public and government most often are at odds with each other. However, the current economic realities combined with the complex problems we face means separation between citizens, business and local government is a major liability for all players. Partnering between the public, business and local government is not an “interesting concept” or “nice vision,” but rather an essential reality we must achieve. In this session you will learn:
* Why this separation between citizens and local government exits
* How the public and government contribute to this separation
* A different model for partnering
* What true civic engagement really means
* Why community building is more important now than ever
How can agencies engage volunteers in supporting a more included life in the...LiveWorkPlay
Presentation to the Gathering on Person-Centred Practices, October 22-23, Thorold, Ontario.
How can agencies engage volunteers in supporting a more included life in the community for people with intellectual disabilities?
Keenan Wellar, MA and Julie Kingstone, MEd
Co-Founders & Co-Leaders, LiveWorkPlay
Starting in 2008, LiveWorkPlay embarked on a journey of “de-programming” by making a shift from congregated programs
to authentic community-based supports and outcomes based
on flexible and individualized person-centered planning.
At the core of this transformation, the agency dramatically expanded the size and scope of its volunteer team. This has changed the organization, it has changed lives, and it is changing the community.
Are charities learning from how businesses are tackling issues around trust, reputation and sustainability, does it matter, and if it does, what can they do about it? Our latest report shows nice ways charities can ensure their methods match their mission.
Focusing on three areas essential to nonprofit success in the era of online giving: participatory programs, new younger donors, and communicating one's story. Produced as a training by Reggie Woolery of 'Arts4Good' for participants in "Give Big San Bernardino County 2015" campaign.
This presentation is based on a talk by Brian Reich in the Beacon Lounge at the 2014 SXSW Interactive Festival (March 8, 2014). The focus was 'Five Good Questions' designed to challenge people to think differently about how we address serious issues and try to find solutions to our most complex problems.
Handouts from the Volunteerism Conference 2012, covering topics such as
- Corporate Volunteerism
- Volunteer Management & Engagement
- Individual Volunteerism
- School and Student Volunteerism
25 Powerful Ways Funders Can Support Social Movements https://www.insidephilanthropy.com/home/2018/5/10/25-powerful-ways-funders-can-support-social-movements
Everybody is rushing in their busy life denying these children for a meal which will cost less than 0.5 % of their monthly salary. Searching for a project in the Community Outreach me and my team encountered with these little kids begging for a meal and we decided that we will provide them a meal and knowledge how they can improve their life in future.
Social Media Today produced this online survey of 347 industry members, as well as interviewing four key individuals who self-identify as social change agents. It was inspired by Susan Scrupski’s pioneering work starting in 2009 with The 2.0 Adoption Council, which led to the founding of Change Agents Worldwide, a network of forward-thinking social champions around the world.
The survey focused on the impact a social skill set has on individual career performance and options. These skills include collaborative and network technologies, storytelling, crowd-sourcing across geographies and companies, as well as personal values placed on transparency and authenticity.
1968 A Manual for Contacts With Minority Community Leaders and OrganizationsIngoodCompany
Pittsburgh, PA, A Public/Community Relations Manual for dealing with "The Negro Community" in the post-Civil Rights Era. NOT INCLUDED: All following pages/exhibits listing the specific contact information of community leaders, agencies, and organizations targeted for community relations development and management.
Citizenship & Self-Direction - exploring good practice.Citizen Network
Dr Simon Duffy of the Centre for Welfare Reform gave this talk at the Manawanui In Charge International Conference on Self-Direction in Auckland November 2016. He explores some of the lessons learned internationally about how systems of self-directed support and set out the case for increasing international cooperation through membership of Citizen Network.
Similar to Big Society & Harnessing The Power Of The Uk (20)
Recomendações da OMS sobre cuidados maternos e neonatais para uma experiência pós-natal positiva.
Em consonância com os ODS – Objetivos do Desenvolvimento Sustentável e a Estratégia Global para a Saúde das Mulheres, Crianças e Adolescentes, e aplicando uma abordagem baseada nos direitos humanos, os esforços de cuidados pós-natais devem expandir-se para além da cobertura e da simples sobrevivência, de modo a incluir cuidados de qualidade.
Estas diretrizes visam melhorar a qualidade dos cuidados pós-natais essenciais e de rotina prestados às mulheres e aos recém-nascidos, com o objetivo final de melhorar a saúde e o bem-estar materno e neonatal.
Uma “experiência pós-natal positiva” é um resultado importante para todas as mulheres que dão à luz e para os seus recém-nascidos, estabelecendo as bases para a melhoria da saúde e do bem-estar a curto e longo prazo. Uma experiência pós-natal positiva é definida como aquela em que as mulheres, pessoas que gestam, os recém-nascidos, os casais, os pais, os cuidadores e as famílias recebem informação consistente, garantia e apoio de profissionais de saúde motivados; e onde um sistema de saúde flexível e com recursos reconheça as necessidades das mulheres e dos bebês e respeite o seu contexto cultural.
Estas diretrizes consolidadas apresentam algumas recomendações novas e já bem fundamentadas sobre cuidados pós-natais de rotina para mulheres e neonatos que recebem cuidados no pós-parto em unidades de saúde ou na comunidade, independentemente dos recursos disponíveis.
É fornecido um conjunto abrangente de recomendações para cuidados durante o período puerperal, com ênfase nos cuidados essenciais que todas as mulheres e recém-nascidos devem receber, e com a devida atenção à qualidade dos cuidados; isto é, a entrega e a experiência do cuidado recebido. Estas diretrizes atualizam e ampliam as recomendações da OMS de 2014 sobre cuidados pós-natais da mãe e do recém-nascido e complementam as atuais diretrizes da OMS sobre a gestão de complicações pós-natais.
O estabelecimento da amamentação e o manejo das principais intercorrências é contemplada.
Recomendamos muito.
Vamos discutir essas recomendações no nosso curso de pós-graduação em Aleitamento no Instituto Ciclos.
Esta publicação só está disponível em inglês até o momento.
Prof. Marcus Renato de Carvalho
www.agostodourado.com
Title: Sense of Smell
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the primary categories of smells and the concept of odor blindness.
Explain the structure and location of the olfactory membrane and mucosa, including the types and roles of cells involved in olfaction.
Describe the pathway and mechanisms of olfactory signal transmission from the olfactory receptors to the brain.
Illustrate the biochemical cascade triggered by odorant binding to olfactory receptors, including the role of G-proteins and second messengers in generating an action potential.
Identify different types of olfactory disorders such as anosmia, hyposmia, hyperosmia, and dysosmia, including their potential causes.
Key Topics:
Olfactory Genes:
3% of the human genome accounts for olfactory genes.
400 genes for odorant receptors.
Olfactory Membrane:
Located in the superior part of the nasal cavity.
Medially: Folds downward along the superior septum.
Laterally: Folds over the superior turbinate and upper surface of the middle turbinate.
Total surface area: 5-10 square centimeters.
Olfactory Mucosa:
Olfactory Cells: Bipolar nerve cells derived from the CNS (100 million), with 4-25 olfactory cilia per cell.
Sustentacular Cells: Produce mucus and maintain ionic and molecular environment.
Basal Cells: Replace worn-out olfactory cells with an average lifespan of 1-2 months.
Bowman’s Gland: Secretes mucus.
Stimulation of Olfactory Cells:
Odorant dissolves in mucus and attaches to receptors on olfactory cilia.
Involves a cascade effect through G-proteins and second messengers, leading to depolarization and action potential generation in the olfactory nerve.
Quality of a Good Odorant:
Small (3-20 Carbon atoms), volatile, water-soluble, and lipid-soluble.
Facilitated by odorant-binding proteins in mucus.
Membrane Potential and Action Potential:
Resting membrane potential: -55mV.
Action potential frequency in the olfactory nerve increases with odorant strength.
Adaptation Towards the Sense of Smell:
Rapid adaptation within the first second, with further slow adaptation.
Psychological adaptation greater than receptor adaptation, involving feedback inhibition from the central nervous system.
Primary Sensations of Smell:
Camphoraceous, Musky, Floral, Pepperminty, Ethereal, Pungent, Putrid.
Odor Detection Threshold:
Examples: Hydrogen sulfide (0.0005 ppm), Methyl-mercaptan (0.002 ppm).
Some toxic substances are odorless at lethal concentrations.
Characteristics of Smell:
Odor blindness for single substances due to lack of appropriate receptor protein.
Behavioral and emotional influences of smell.
Transmission of Olfactory Signals:
From olfactory cells to glomeruli in the olfactory bulb, involving lateral inhibition.
Primitive, less old, and new olfactory systems with different path
Knee anatomy and clinical tests 2024.pdfvimalpl1234
This includes all relevant anatomy and clinical tests compiled from standard textbooks, Campbell,netter etc..It is comprehensive and best suited for orthopaedicians and orthopaedic residents.
Title: Sense of Taste
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
micro teaching on communication m.sc nursing.pdfAnurag Sharma
Microteaching is a unique model of practice teaching. It is a viable instrument for the. desired change in the teaching behavior or the behavior potential which, in specified types of real. classroom situations, tends to facilitate the achievement of specified types of objectives.
- Video recording of this lecture in English language: https://youtu.be/kqbnxVAZs-0
- Video recording of this lecture in Arabic language: https://youtu.be/SINlygW1Mpc
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
These lecture slides, by Dr Sidra Arshad, offer a quick overview of the physiological basis of a normal electrocardiogram.
Learning objectives:
1. Define an electrocardiogram (ECG) and electrocardiography
2. Describe how dipoles generated by the heart produce the waveforms of the ECG
3. Describe the components of a normal electrocardiogram of a typical bipolar lead (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
6. Describe the flow of current around the heart during the cardiac cycle
7. Discuss the placement and polarity of the leads of electrocardiograph
8. Describe the normal electrocardiograms recorded from the limb leads and explain the physiological basis of the different records that are obtained
9. Define mean electrical vector (axis) of the heart and give the normal range
10. Define the mean QRS vector
11. Describe the axes of leads (hexagonal reference system)
12. Comprehend the vectorial analysis of the normal ECG
13. Determine the mean electrical axis of the ventricular QRS and appreciate the mean axis deviation
14. Explain the concepts of current of injury, J point, and their significance
Study Resources:
1. Chapter 11, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 9, Human Physiology - From Cells to Systems, Lauralee Sherwood, 9th edition
3. Chapter 29, Ganong’s Review of Medical Physiology, 26th edition
4. Electrocardiogram, StatPearls - https://www.ncbi.nlm.nih.gov/books/NBK549803/
5. ECG in Medical Practice by ABM Abdullah, 4th edition
6. Chapter 3, Cardiology Explained, https://www.ncbi.nlm.nih.gov/books/NBK2214/
7. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
Adv. biopharm. APPLICATION OF PHARMACOKINETICS : TARGETED DRUG DELIVERY SYSTEMSAkankshaAshtankar
MIP 201T & MPH 202T
ADVANCED BIOPHARMACEUTICS & PHARMACOKINETICS : UNIT 5
APPLICATION OF PHARMACOKINETICS : TARGETED DRUG DELIVERY SYSTEMS By - AKANKSHA ASHTANKAR
NVBDCP.pptx Nation vector borne disease control programSapna Thakur
NVBDCP was launched in 2003-2004 . Vector-Borne Disease: Disease that results from an infection transmitted to humans and other animals by blood-feeding arthropods, such as mosquitoes, ticks, and fleas. Examples of vector-borne diseases include Dengue fever, West Nile Virus, Lyme disease, and malaria.
Integrating Ayurveda into Parkinson’s Management: A Holistic ApproachAyurveda ForAll
Explore the benefits of combining Ayurveda with conventional Parkinson's treatments. Learn how a holistic approach can manage symptoms, enhance well-being, and balance body energies. Discover the steps to safely integrate Ayurvedic practices into your Parkinson’s care plan, including expert guidance on diet, herbal remedies, and lifestyle modifications.
DISSERTATION on NEW DRUG DISCOVERY AND DEVELOPMENT STAGES OF DRUG DISCOVERYNEHA GUPTA
The process of drug discovery and development is a complex and multi-step endeavor aimed at bringing new pharmaceutical drugs to market. It begins with identifying and validating a biological target, such as a protein, gene, or RNA, that is associated with a disease. This step involves understanding the target's role in the disease and confirming that modulating it can have therapeutic effects. The next stage, hit identification, employs high-throughput screening (HTS) and other methods to find compounds that interact with the target. Computational techniques may also be used to identify potential hits from large compound libraries.
Following hit identification, the hits are optimized to improve their efficacy, selectivity, and pharmacokinetic properties, resulting in lead compounds. These leads undergo further refinement to enhance their potency, reduce toxicity, and improve drug-like characteristics, creating drug candidates suitable for preclinical testing. In the preclinical development phase, drug candidates are tested in vitro (in cell cultures) and in vivo (in animal models) to evaluate their safety, efficacy, pharmacokinetics, and pharmacodynamics. Toxicology studies are conducted to assess potential risks.
Before clinical trials can begin, an Investigational New Drug (IND) application must be submitted to regulatory authorities. This application includes data from preclinical studies and plans for clinical trials. Clinical development involves human trials in three phases: Phase I tests the drug's safety and dosage in a small group of healthy volunteers, Phase II assesses the drug's efficacy and side effects in a larger group of patients with the target disease, and Phase III confirms the drug's efficacy and monitors adverse reactions in a large population, often compared to existing treatments.
After successful clinical trials, a New Drug Application (NDA) is submitted to regulatory authorities for approval, including all data from preclinical and clinical studies, as well as proposed labeling and manufacturing information. Regulatory authorities then review the NDA to ensure the drug is safe, effective, and of high quality, potentially requiring additional studies. Finally, after a drug is approved and marketed, it undergoes post-marketing surveillance, which includes continuous monitoring for long-term safety and effectiveness, pharmacovigilance, and reporting of any adverse effects.
How STIs Influence the Development of Pelvic Inflammatory Disease.pptx
Big Society & Harnessing The Power Of The Uk
1. Big Society & Harnessing the Power of the UK
A State of the Nation Survey: Society and attitudes to contributing
– the views of the UK workforce and the role business can play
1
2. What we did
There were 2.3 million registered
businesses in the UK and just over 29
million people in full and part time
employment in the UK in 2010. We wanted
to explore the potential for engaging them
in 'Big Society'. We wanted to understand
the appetite, the potential and the barriers
to engagement.
In October and November 2010, we conducted a
study of individuals’ views on being active in their
local community, or being a part of the ’Big Society’ –
whether acting as part of their employer’s corporate
responsibility programme or on their own initiative as
individuals.
The first step was exploratory qualitative research
which took the form of four discussion groups with
individuals from routine and manual positions
through to senior management. We used these
discussions to tease out the issues and design a wider
online survey of 2,004 members of the British public
that was carried out in November 2010. Results were
weighted to reflect the population as a whole. This
paper outlines the main findings.
Contents:
Summary 3-6
Recommendations 8-9
Findings 11 - 21
February 2011
2
3. Summary
The following is a snapshot of the top line findings:
14 million employees are willing to become involved in activity which benefits society
or the community, provided that their employer is fully committed to helping them make a
difference.
Language
Society seems less relevant and too distant – community is ‘closer to home’ and has
greater resonance.
51% are most interested in making a contribution to community compared to 20%
interested in contributing to society.
‘Charity begins at home’ and wanting to ‘benefit and help local people’ were the drivers.
The feel good factor
Emotional reward is the biggest incentive
67% said ‘Just feeling personally that I am making a difference’ was the single biggest
motivator for making a contribution.
18 – 34 year olds were more motivated by tangible/material benefits.
Support and belief
People believe it's important and for many it's personal
54% think ‘it is important that as an individual, I make a contribution to my local
community’.
54% have a preference for getting involved in something that means a lot to them
personally.
? Q: When it comes to
communicating all things
'big society' - are we taking
the above into account?
3
4. It's a duty - not a nice to do
People believe companies have a duty to engage and help
them get involved too
64% were clear that companies have a duty to give something back to their local
communities.
54% felt that employers also have a duty to make it easy for the employees to give
something back.
49% want their employer to support them in getting involved – but with the caveat that this
activity is for its own ends rather than as marketing activity.
Communicate and engage
Employers are not communicating effectively
31% don’t really know how their company would feel about getting them involved during
work time.
23% said their company does not offer opportunities for them to get involved.
17% believe their organisation would not allow them to.
Only 28% said their company did offer opportunities in work time.
There's a lot more going on than you might think
72% provided a myriad of examples of how they got involved in supporting their local
community/society. The most common themes include:
• 26% with community projects (e.g. helping neighbours or the elderly with things they
may have difficulty with)
• 20% with local schools
• 12% with local hospitals
One size doesn't fit all
People play different roles for different reasons and we need
to take this in to account when we consider engaging people
in supporting society or their local communities.
We found six distinct types of idividual. (See next page)
4
5. Activist (19%)
Typically this is a person who is good at garnering initial support for a given cause
or activity and in making others aware of a particular issue and engaging them in
a cause or activity.
“I like to take a really active role and encourage others to participate even if I am not
leading an initiative myself”
• More likely to be motivated by the emotional reward of feeling personally that they are making a difference
(80%) but with 14% motivated by being publicly recongnised in their local community
Leader (10%)
Typically this is a person who is (and may like to be recognised as) an active facilitator
and organiser of activities, whom others tend to rely on for organisational initiative and
logistical support.
“I tend to take a leadership role, coming up with ideas and organising people myself”
• Most likely of all segments to be motivated by ‘just personally feeling like I am making a difference,’ but like
Activists, some want to be recognised in their local community (14%)
Follower (19%)
Typically this is a person that is aware of the importance of contributing to community,
but needs a catalyst to become motivated and wants to be organised by others to take
part.
“I tend to get involved in organising activities if somebody else is there to lead it”
• Typically employed by larger companies, and more likely to be working part time
Joiner (25%)
Typically, a Joiner lags in taking up a new activity or cause and is more likely to join once a
group has already been established and an activity is underway.
“I tend to get involved in helping out with activities once a group of people have set up
something that I can easily join in with”
• Joiners are less likely than Activists, Leaders or Followers to be involved, currently or recently in activities
that make a contribution to society or their local community. They are most likely to take part in very local
community projects such as helping neighbours
For hire (10%)
This is a person who is not typically an active contributor and may require incentivisation
(mainly social) or peer pressure to inspire them to join and participate.
“I tend to join in only if I am pushed or when friends or colleagues get involved”
• Are more likely to be motivated by some form of formal recognition or the offer of additional benefits
Disinterested (6%)
Typically this is a person who is plagued by apathy and disinterest in contributing to
society/community and would require significant convincing around the benefits and
rationale for doing so.
“I tend not to be interested in joining in with activity that makes a contribution to
my local community”
? Q: When it comes to engagement, are we considering
the roles people play, their motivations and incentives?
For more details see pages 13-14. 5
6. When it comes to Corporate Responsibility (CR)
an emotional and local connection seem key
When challenged as to whether cynicism means
that CR is a ‘bad’ thing, people were reluctant to
agree, but CR didn’t often provide a cause with “Down the line they’ve got their... sinister
which people felt they could ally themselves. They little plan of how they’re going to benefit...
often didn’t connect emotionally. but for now it’s actually benefiting whoever
it is that they’re working with.”
Time, knowledge and emotional Middle management
connection
Despite some cynicism about self-aggrandising
corporate activities; many understood that CR “My company promotes climate change
activities could be beneficial to the recipients. The to local stakeholders, for example, just to
appetite for making a contribution through their bring down the carbon footprint. It gives
employers’ activities was hampered by three main ideas to companies how to actually reduce
factors that did not include cynicism: their carbon footprint by, such as, saving
1 Time pressures of the job itself, as well as busy water from their roofs, you know, using
daily lives products that are recyclable or things like
this. So provide free consultancy advice to
2 A surprising lack of knowledge about the local companies.”
opportunities offered by employers (or a Middle management
straight lack of opportunities)
3 Causes supported by an employer do not
necessarily elicit the emotional connection that
provides the core motivation for employees to “I work for a firm in the City, we’ve had
get involved quite a lot of stick recently for not really
contributing to society and stealing
everyone’s money. We do have a volunteer
scheme. They give us two days to work as
a volunteer to be honest they’re put quite
a lot of in, it’s not just about PR they’ve
actually got people out doing stuff, so it’s
! Q: Are the right
been pretty good.
Skilled manual
opportunities not being
communicated or offered to
employees?
A: It could be as much
about how initiatives are
communicated and supported
as the issue itself.
6
8. Thoughts and recommendations
Based on the findings, the following outlines what we think are
important issues to consider. It's not exhaustive or detailed - it's a
starting point.
1. Community not Society - Use the right language
Use the language of ‘community’, make issues relevant to individuals and ‘close to home’.
Localising communications is key. Let local leaders and local people tell their stories. People
seem to relate most to the idea of ‘better communities’ not ‘big society’.
2. Get involved
The public believe there is a duty for everyone to contribute(including business). So make it
a priority. Like ‘Fair Trade’ – this will increasingly be important to consumers and employees
alike.
3. Emotional engagement and feel good factor
Engage people in the issues they care about, and ensure they can see the difference their
contribution makes. Facts and figures don’t move head and heart. Communications needs to
focus on the tangible real life benefits. Show not tell.
4. Apply the X and the F factors.
Simon Cowells X Factor ticks the boxes of relevance, emotion and celebration of local people
and their aspirations. The ‘target audience’ watches, laughs, cries, cares and thinks ‘that could
be me or someone I know. I can vote and see the difference’.
F is for ‘fun’ – don’t underestimate its power.
5. Communicate, communicate, communicate
Engage employees in designing your approach. Tell them: what you do, why you do it – the
relevance and the benefits for everyone, how they can get involved, who is doing what and
how you can support them.
6. Acitivists to followers – know your audience
To make a real difference, organisations should understand the motivators for different groups.
They should take a ‘behaviour change’ and engagement approach. For example:
Younger groups want more tangible benefits – so make it worth it.
8
9. For those who want recognition - invest in celebrating success and recognising them –
personally and publically.
For maximum impact develop your strategies according to the audience and their behavioural
profiles. Get the mix right too. Ask yourself: What are the profiles of your employees or the
audiences/population you want to engage? What motivates them, what is local to them and
what reward are they looking for? What skills might they need? See pages 13-14.
For example, based on the profiles we have identified, the following should be considered:
First - you need ‘Activists’ to get things going and build enthusiasm, your ‘Leaders’ to get things
done and bring the ‘Followers’ and ‘Joiners’ with them.
Followers and Joiners make up 44% of the population and could (according to their
typical profiles) play valuable roles in supporting people and initiatives in their immediate
communities.
7. Joiners are untapped potential
Joiners make up 25% of the population and are a largely untapped resource of over 3.5
million people. They are the group least likely to have been engaged in supporting their
community or society. The mixture of full time, part time and the unemployed means there is
flexibility too. They are most likely to get involved in their immediate communities – helping
neighbours and local initiatives. Understanding, engaging and supporting them is important.
Engage them once something is set up and make it easy for them to get involved. They could
play a key role in building supportive and empowered communities.
! One size doesn’t fit all. You need the right mix of
people and skills. As well as understanding how to
motivate people – we need to understand how we
then equip them for the roles they are best suited to.
Do all three and you could have the secret to success.
9
11. There’s a lot more going on
than you might think
One of the most encouraging things highlighted by findings from the survey was the extent to
which individuals are already involved in delivering value in their local neighbourhood or
through activities organised by their employer. In the qualitative research, we found that many
do so without thinking of it as community action or getting involved. A surprising number of
people told us initially that they didn’t really get involved ‘in that sort of thing’, but
subsequently talked about running a neighbourhood watch scheme or helping out by coaching
a young football team, for example!
“Well I did the marathon, in that way it’s
helping; I did it for Children with Leukaemia.”
Non-skilled manual
“Well actually, we do like charity dinners at work so say I’d
organised an event and it cost say £30 a ticket, half of that money
would go to the charity. So we’d do the dinner at like cost price
basically but half of the money was going towards that charity
and then they sell the tickets for that.”
Non-skilled manual
“Also, just thinking, I don’t even know if this is on the same lines,
it’s just come into my head, my friend’s baby had a really bad
kidney problem and it wasn’t like a benefit, but we raised a huge
amount of money for her family to get the equipment, so that
was another helping kind of thing.”
Skilled Manual Management
28% claim not to have been involved in
any activity that makes a contribution
to society or the community.
72% provided a myriad of examples of such
activity. The most common activities include:
26%
Being involved in
20%
Being involved in
12%
Getting involved
community projects local schools in local hospitals
Helping neighbours
or the elderly with
things they may have
difficulty with 11
12. Belief in the importance
of getting involved
There was a strong agreement from citizens that individuals should play a part in society and
their local community, and there was support for being involved in an employer’s CSR activity if
there were genuine benefits to be had by the local area.
There were also many who were undecided or ‘neutral’ about how important it was to get
involved, typically, they are those who were younger or working for large companies. Even
those who were undecided or neutral about the importance of getting involved would consider
making a contribution if their employer was to get involved in providing opportunities or offer
paid time off to do work in the community. This is explored later in this document.
‘I think it is important that as an individual, I make a contribution
to my local community’
3% 9% 34% 33% 21%
‘I don’t mind if my voluntary contribution is part of a wider company
marketing activity as long as the main beneficiary is the local community’
4% 10% 38% 32% 16%
Strongly disagree Strongly agree
Base: 2,004 British adults
54% More than half have a preference
for getting involved in something
that means a lot them personally.
69% are happy to be involved with one-off
activities that make a contribution to
society or the community.
12
13. What roles do people play?
Our qualitative research showed that a number of segments were evident when people explained
how and why they got involved in community activity. We then used the survey to test our
hypotheses about the attitudes, motivations and demographic characteristics that defined these
segments, to put some flesh on the bones.
Activist (19%)
Typically this is a person who is good at garnering initial support for a given cause
or activity and in making others aware of a particular issue and engaging them in
a cause or activity.
“I like to take a really active role and encourage others to participate even if I am not
leading an initiative myself”
• More likely to be senior managers or modern professionals whose work involves supervising other
employees
• More likely than average to want to stay involved in ongoing rather than one-off activities undertaken for
their local community
• Like Leaders, Activists are significantly more likely than average to be motivated by the emotional reward
of feeling that they are personally making a difference (80%) but the proportion who are motivated by the
thought of being publicly recognised in their local community (14%) is greater than it is among Followers,
Joiners and those classified as being For Hire
• Are usually involved in local school and community projects, generally supporting younger people in career
ambitions or hobbies
Leader (10%)
Typically this is a person who is (and may like to be recognised as) an active facilitator
and organiser of activities, whom others tend to rely on for organisational initiative and
logistical support.
“I tend to take a leadership role, coming up with ideas and organising people myself”
• More likely than average to be self-employed (29% for Leaders vs. 12% for Activists)
• More likely than other segments to have post-graduate degree or have attained NVQ Level 5 or equivalent
(24%)
• Are most likely to engage in fund raising for big charities or community projects
• Most likely of all segments to be motivated by ‘just personally feeling like I am making a difference,’ but like
Activists, some want to be recognised in their local community (14%) and almost as many strongly agree
that “it is important to me to receive some form of recognition for any voluntary contribution that I make to
society or the community” (13% for Leaders vs. 6% for Activists)
• Think that it is important for everyone to make a contribution to the local community
• More likely than other segments to be aged 65 or over
Follower (19%)
Typically this is a person that is aware of the importance of contributing to society/
community, but needs a catalyst to become motivated and wants to be organised by
others to take part in a given activity or cause.
“I tend to get involved in organising activities if somebody else is there to lead it”
• A predominantly female group (60%) that is somewhat younger than Leaders, Joiners or those classified as
For Hire
• Typically employed by larger companies, and more likely than Leaders or Joiners (but not Activists) to be
working part time; less likely than either Activists or Leaders to supervise other employees at work, but
more likely to do so than Joiners or those classified as For Hire
• Generally, they are only involved with their close community; e.g. helping out neighbours
• Almost equally likely to get involved in one-off activities and ongoing activities, in contrast to Activists and
Leaders who prefer ongoing activities
13
14. Joiner (25%)
Typically, a Joiner lags in taking up a new activity or cause and is more likely to join once a
group has already been established and an activity is underway.
“I tend to get involved in helping out with activities once a group of people have set up
something that I can easily join in with”
• Although most members of this group are in full-time or part-time employment (50% and 18% respectively),
more are unemployed (14%) than in any other group except for the Disinterested (31%)
• At work, Joiners are less likely to supervise other employees than are Activists, Leaders or Followers
• Like Followers, most Joiners are women (56% among Joiners and 60% among Followers)
• Joiners are less likely than Activists, Leaders or Followers to be currently or recently involved in projects and
activities that make a contribution of society or the community; when involved, Joiners are most likely to
take part in very local community projects such as helping neighbours
For hire (10%)
This is a person who is not typically an active contributor and may require incentivisation
(mainly social) or peer pressure to inspire them to join and participate.
“I tend to join in only if I am pushed or when friends or colleagues get involved”
• This group is less inclined than Activists, Leaders, Joiners or Followers to think it is personally important to
make a contribution to the local community or to think that everyone has a duty to make a contribution to
society or the local community
• They are less inclined than other groups, except for the Disinterested, to consider giving up some of their
time to make a voluntary contribution to society or the community
• Are more likely to be motivated by some form of formal recognition or the offer of additional benefits in the
workplace such as time off in lieu of community activity
• Are more ‘as and when’ in terms of contribution and don’t value remaining involved with projects over time
Disinterested (6%)
Typically this is a person who is plagued by apathy and disinterest in contributing to
society/community and would require significant convincing around the benefits and
rationale for doing so.
“I tend not to be interested in joining in with activity that makes a contribution to
my local community”
• Although most of this group is employed, more are unemployed (31%) than in any other group
• Most of the Disinterested who are in work are employed by organisations with 250 employees or more
(61%) and more than any other group, they are highly likely to work for a public sector organisation (72%)
• They don’t believe that making a contribution to society is personally important
• Nor do they believe that UK companies have a duty to give something back to communities or to encourage
employees to contribute
• 75% of the Disinterested say they have not been involved recently in any projects or activities that make a
contribution to society or the community; the most frequently reported exception is giving to a large charity
• For those who are employed, additional benefits in the workplace, such as time off in lieu, would be most
likely to motivate involvement in social or community activities
These figures correspond relatively well with figures reported by TNS-BMRB in October 2010 on
‘What the citizen wants’. They report that a fifth of the population are the ‘community organisers’
that tend to make things happen – this is reflective of our 29% of ‘Activists’ and ‘Leaders’.
The fifth that they report as not typically being involved is also reflective of our ‘disinterested’
and ‘for hire’ categories (16% in total).
! This segmentation starts to help us to identify how
we might engage and motivate different groups more
effectively.
14
15. The question of reward or recognition
is a personal one
But do individuals expect anything in return for their contribution? Can anything be done to
encourage, recognise and reward them for their time?
Emotional connection
Survey data reflected the qualitative discussions. The majority of people (67%) indicated that
the single biggest motivation for making a contribution to society or the community was ‘just
feeling personally like I have made a difference’. Activists and Leaders were particularly likely
to feel this way. In addition, those motivated in this way were more likely than average to include
people who were self-employed or worked part time, as well as those who were over the age of
54 and female.
67% are motivated by feeling they
have made a personal difference.
18-34
year olds
are more motivated by tangible/
material benefits.
There are however, a number of other more tangible options for motivating individuals. Looking
at the segments and demographics, we found that:
• Those who were most likely to be motivated by more tangible and material things were those
in the younger age groups, generally the 18-34 bracket.
• The ‘for hire’ and ‘disinterested’ segments were also more likely to be motivated by something
tangible in return, most typically formal recognition in the form of a certificate or similar, or
additional benefits in the workplace such as time of in lieu of activity.
15
16. ? Which one of the following things would be most likely to motivate
you when contributing to society or the community?
Just feeling personally that I am 67%
making a difference
Getting additional benefits at
my workplace e.g. time of in lieu
12%
Some form of formal recognition,
such as a recognised certificate that is 11%
valued by employers and society alike
A scheme whereby you can build 11%
up ‘credit’ for the work that you do
None of the above 9%
Being publicly recognised 8%
in my local community
0% 10% 20% 30% 40% 50% 60% 70%
Base: 2,004 British adults
! This highlights that there is no one-size-fits-all model.
Motivation is determined by both demographic and
attitudinal factors. So there is perhaps a need to offer
a variety of routes to involvement, as well as different
schemes for reward and recognition through community
channels and through the workplace.
16
17. And how we talk about getting
involved is important in getting buy-
in from citizens: community is key
When we explored how people talk about society and community, ‘community’ had greater
resonance that ‘community’ when they talked about getting involved and giving something
back.
When we asked people to give us an example of what came to mind when they thought of
making a contribution to society and the community, community activities were much more
personal and established an emotional connection.
Society-focused Community-focused
“In terms of contributing to society, I suppose “ The one you go for is not all sponsored, it’s
I’m like a lot of people, I’m kind of selfish about stuff that’s really relevant like new
really, I don’t really do as much as I should, in planning applications, just people locally
fact I can’t really think of anything I do other sponsoring it because it’s a resource for the
than pay my taxes and bills and things like that.” community.”
Non-skilled Manual Skilled Manual Management
“We have a community hall near my
“Saving lives.” house and I would say have meetings
there and try and have little community
Middle Management
functions like barbecues.”
Middle Management
“I’ve come up with, if you live down
“Contributing towards the law… I don’t by the sea, because I do a lot of fishing
know how to say it, protecting the as well, do the old coastguard, that’s all
innocent?” voluntary, I give quite a bit of money to
Middle Management them… you could always help do the old
Neighbourhood Watch.”
Non-skilled Manual
“We’ve got a patch of land at the back
of where we live, the property developers
want it, we don’t want them to go on it,
so we organise barbecues, bonfires and
coffee mornings for the ladies.”
Junior Management
Our survey findings reflected this
strongly. When asked for examples
of what best represented their ideas
of contributing to both society and to
community, there was a much stronger
appetite for getting involved in work
to benefit the local community than
society as a whole.
17
18. ? Where do you feel you are most interested in making a contribution?
60%
50%
40%
30%
51%
20%
10% 20%
0%
Society Community
Base: 2,004 British adults
Asked why they gave the answers they did, almost half of those who talked about getting
involved in the community gave reasons such as ‘charity begins at home’ and wanting to
‘benefit and help local people’.
! There is a very real sense that the language and sentiment
of community is powerful when used to encourage people
to get involved in formal or informal volunteering.
18
19. What roles should UK businesses
be playing?
Turning to the role of UK businesses, almost two in three (64%) survey respondents were clear
that companies have a duty to give something back to the communities local to where they do
business. This sentiment is strengthened by the fact that over half (54%) felt that employers
also have a duty to make it easy for employees to give something back to the community.
actively agree that they want their employer
49% to support them in getting involved – but
with the caveat that this activity is for its
own ends rather than as marketing activity.
‘UK companies have a duty to give something back to the communities
local to where they do business’
4% 6% 26% 37% 27%
‘Employers have a duty to make it easy for the employees to give something
back’
5% 10% 31% 36% 18%
‘Employers should recognise employees who make a voluntary contribution
to society or the community’
6% 11% 34% 34% 15%
‘I would like my employer to support me in getting involved in society
or community activities but they should not use these activities for
marketing purposes’
6% 11% 34% 34% 15%
Strongly disagree Strongly agree
Base: 1,372 British adults in full or part-time employment
! Our qualitative research highlighted the importance of an organisation
being honest about the fact that CSR activity benefits both the organisation
and the recipients. Employers will need to take this into account when they
organise and communicate opportunities to employees.
19
20. Employers are not communicating
effectively enough about the
opportunities they offer for
contributing to society or the
community, or they simply aren’t
offering them
Another striking finding that reinforces the need to communicate opportunities more effectively.
Almost one employee in every three reported not knowing how his or her company would feel about
the use of work time to make a contribution to society or the community. Of all the options tested,
this was the one that collected most responses. The options that ranked second and third, when
taken together, collected 40 per cent of all responses:
• The company I work for does not offer opportunities to contribute to society or the
community in work time (23%)
• The company I work for would not allow me to contribute to society or the community
in work time (17%)
In contrast, 28 per cent reported that the company they worked for offered opportunities in
work time to make a contribution and actively encouraged employees to do so (13%) or left it to
individuals to decide whether to get involved (15%). Senior managers and administrators were more
likely to state that their employers offers opportunities to get involved.
are not aware of whether their employer
31%
?
would approve of them using work
time to make a contribution to society
or the community.
As an employee, which of the following statements best describes the
opportunities that you have at work to make a contribution to society
or the community outside of your normal, day-to-day duties?
The company I work for offers opportunities
in work time for me to make a contribution 13%
to society or the community and actively
encourages employees to do so
The company I work for offers opportunities in
work time for me to make a contribution to society or 15%
the community although it is up to the individual as to
wether they take these opportunities
The company I work for does not really offer
opportunities in work time for employees to 23%
make a contribution to society or the community
The company I work for would not allow me in
work time to undertake activities that make a 17%
contribution to society or the community
I don’t really know how my company would feel
about me using work time to make a contribution 31%
to society or the community
0% 5% 10% 15% 20% 25% 30%
20
21. With enhanced
opportunities and
communication, the
workforce could be a
major player in delivering
value to communities
Perhaps one of the most encouraging findings
was that for those in employment, 48%
agreed that “I would like my employer to
support me in getting involved in society or
community activities, but they should not use
these activities for marketing purposes”
Based on labour market statistics
published in November 2010, this equates
to approximately 14 million employees
who would be willing to become involved
in activity to the benefit of society or the
community, provided that their employer
was fully committed to helping them make a
difference.
21
22. Building social capital, representing social purpose and changing behaviour.
Specialising in: internal and external communications, branding, corporate
responsibility, public affairs, 3rd generation research and engagement, stakeholder
relations, consumer relations to marketing, behaviour change and service design.
Bringing together the best of The Bell Pottinger Group
For more information contact:
Claire Cater
Director brand democracy
brand democracy 6th floor Holborn Gate
+44 (0)20 7861 3869 330 High Holborn
London
ccater@bell-pottinger.co.uk WC1V 7QG
22