This document summarizes research on developing a balanced project portfolio for a social enterprise called SIFE in Salford, UK. The research aims to determine if using a more structured approach to project selection, such as the Analytic Hierarchy Process, can help social enterprise managers optimize project selection and portfolio development. An expert survey was conducted to identify important factors for social enterprise managers to consider when selecting projects. These factors were then used to guide managers from SIFE in scoring and ranking three sample projects. While the managers were able to effectively analyze the individual projects, they had more difficulty selecting a balanced portfolio of two projects. The research suggests structured decision criteria can improve project selection for social enterprises, but developing a balanced portfolio is more
Presentation on "Government-Funded Research Institutes in Korea: The Role of ...OECD Governance
Presentation on "Government-Funded Research Institutes in Korea: The Role of National Think Tanks" made at the Meeting on Promoting Public Sector Innovation: The Role of Schools of Government, OECD, 13-14 November 2014
ACV Report on Impact Investing Policy in Hong Kong-July 2014Philo Alto (李 家 仁)
This document summarizes a report on adopting the London Principles to grow impact investing in Hong Kong. It was authored by Philo Alto and P. Ming Wong and supported by grants from the Rockefeller Foundation and Impact Investing Policy Collaborative. The report provides an analysis of Hong Kong's social welfare system and funds, including a spotlight on the new Social Innovation and Entrepreneurship Development Fund. It applies the London Principles framework to make policy recommendations for Hong Kong to bolster its approach to impact investing and help social enterprises. The summary highlights the key organizations involved in supporting the report and its analysis of Hong Kong's existing funds and policies related to impact investing.
This document discusses engaging youth to help choose corporate responsibility initiatives. It describes the Youth Encounter on Sustainability (YES) forum, which develops recommendations for CR initiatives related to climate change. The YES forum members are young academics and professionals interested in sustainability. The document presents a table outlining 9 CR initiative ideas in education/awareness, stakeholder engagement, and best practices categories. It describes the initiatives and provides reasoning and potential evaluation metrics. The initiatives are aimed at engaging future stakeholders, addressing climate change, and improving business factors like costs, reputation and recruiting.
Karin Nygard Skalman, Presentation TCI2018 European Conference SofiaTCI Network
This presentation discusses a policy study on how clusters can be supported to drive regional development, with a focus on key enabling technologies (KETs) such as production technology and photonics. It summarizes the study's approach, identifies the main actors and value chains in the region, and examines the use of the technologies and importance of EU support for KETs. The presentation concludes with recommendations for policy initiatives, emphasizing the need for long-term engagement across structural, institutional, organizational and individual levels to strengthen links between actors, develop knowledge, and attract competence in order to better support clusters and the use of KETs.
Factors Influencing Implementation of CDF Projects in Secondary Schools in Mo...paperpublications3
Abstract: Constituency Development Fund (CDF) came into existence in Kenya after the National Rainbow Coalition (NARC) came into power with the enactment of CDF Act in 2003, subsequently amended in 2007. The CDF forms one of the devolved funds channeled by central government to the constituencies. It aims at supporting development projects in the constituencies. Over ten years after its inception, various achievements have been made although there is continuous outcry from stakeholders on the ineffective management of the projects funded by CDF. This is blamed on the ineffective management framework of Constituency Development Fund Committees (CDFC). This study looked at the factors influencing project implementation process of CDF projects in the education sector in Mosop Constituency, Nandi County, Kenya, with a view to establishing more effective ways of implementing the projects. The study reviewed literature on some past studies and evaluated their contribution to the objectives of this study. Descriptive survey design was used in carrying out the study and entailed the collection of both qualitative and quantitative data. This design was deemed appropriate for this study because it shows clearly the relationships that may exist between the variables. 20 schools were sampled for the study. The intended respondents were 20 Principals, 20 PTA Chairpersons and 20 BOM Chairpersons. The stratified random sampling technique was used in order to cover the different categories of players that were involved in the implementation process. Purposive sampling was used to select 10 CDF officers and 10 community members who had had previous experience in CDF management to provide information on CDF. The study gives recommendations on a number of issues that need to be attended to in order to bring about a more efficient and effective utilization of CDF assistance especially in the education sector. These recommendations especially address the roles played by Principals as well as Chairpersons of PTA and BOM respectively. The study also tried to show whether school Principals have competency in planning, supervising and monitoring of school projects. Similarly it tried to show whether PTA and BOM Chairpersons have the capacity to assist principals in project implementation.
BIS LEPs and RGF inquiry pugalis bentley gibbons shuttLee Pugalis
This document provides a summary of evidence submitted to the BIS Select Committee regarding Local Enterprise Partnerships (LEPs) and the Regional Growth Fund (RGF). It finds that some LEPs have struggled due to a lack of previous collaboration. It also notes that LEP geographies do not always match functional economic areas and that cross-border collaboration should be incentivized. Additionally, it reports that establishing new institutions like LEPs takes significant time and resources, and some board members have become disillusioned by the slow process. It concludes by calling for more long-term funding and support for LEPs to help embed them and allow them to better focus on local economic priorities.
Entrepreneurship and regional developmentBabasab Patil
1. Community entrepreneurship focuses on developing new ventures, services, or institutions for the common good of local communities. It differs from business entrepreneurship in having broader social and community objectives.
2. Community ventures have complex stakeholders at different levels and depend on volunteers and social networks for support. The entrepreneurial process aims for social change through challenging conventions.
3. Research on community entrepreneurship faces challenges in studying multi-level impacts, social contexts, and complex stakeholder relationships. More cross-disciplinary research is needed using methods like participant observation.
Innovation & Information Technology - The Role of Government'Tomi Davies
This presentation gives an overview of the Lagos State Ministry of Science & Information Technology (MoST) with brief review of MoST Kenya & MoST China. It then defines IT, ICT & Innovation with some basic examples before giving a view of the StartUp scene that’s happening in Lagos! Finally it offers some Suggestions on what MoST should do about innovation. Enjoy
Presentation on "Government-Funded Research Institutes in Korea: The Role of ...OECD Governance
Presentation on "Government-Funded Research Institutes in Korea: The Role of National Think Tanks" made at the Meeting on Promoting Public Sector Innovation: The Role of Schools of Government, OECD, 13-14 November 2014
ACV Report on Impact Investing Policy in Hong Kong-July 2014Philo Alto (李 家 仁)
This document summarizes a report on adopting the London Principles to grow impact investing in Hong Kong. It was authored by Philo Alto and P. Ming Wong and supported by grants from the Rockefeller Foundation and Impact Investing Policy Collaborative. The report provides an analysis of Hong Kong's social welfare system and funds, including a spotlight on the new Social Innovation and Entrepreneurship Development Fund. It applies the London Principles framework to make policy recommendations for Hong Kong to bolster its approach to impact investing and help social enterprises. The summary highlights the key organizations involved in supporting the report and its analysis of Hong Kong's existing funds and policies related to impact investing.
This document discusses engaging youth to help choose corporate responsibility initiatives. It describes the Youth Encounter on Sustainability (YES) forum, which develops recommendations for CR initiatives related to climate change. The YES forum members are young academics and professionals interested in sustainability. The document presents a table outlining 9 CR initiative ideas in education/awareness, stakeholder engagement, and best practices categories. It describes the initiatives and provides reasoning and potential evaluation metrics. The initiatives are aimed at engaging future stakeholders, addressing climate change, and improving business factors like costs, reputation and recruiting.
Karin Nygard Skalman, Presentation TCI2018 European Conference SofiaTCI Network
This presentation discusses a policy study on how clusters can be supported to drive regional development, with a focus on key enabling technologies (KETs) such as production technology and photonics. It summarizes the study's approach, identifies the main actors and value chains in the region, and examines the use of the technologies and importance of EU support for KETs. The presentation concludes with recommendations for policy initiatives, emphasizing the need for long-term engagement across structural, institutional, organizational and individual levels to strengthen links between actors, develop knowledge, and attract competence in order to better support clusters and the use of KETs.
Factors Influencing Implementation of CDF Projects in Secondary Schools in Mo...paperpublications3
Abstract: Constituency Development Fund (CDF) came into existence in Kenya after the National Rainbow Coalition (NARC) came into power with the enactment of CDF Act in 2003, subsequently amended in 2007. The CDF forms one of the devolved funds channeled by central government to the constituencies. It aims at supporting development projects in the constituencies. Over ten years after its inception, various achievements have been made although there is continuous outcry from stakeholders on the ineffective management of the projects funded by CDF. This is blamed on the ineffective management framework of Constituency Development Fund Committees (CDFC). This study looked at the factors influencing project implementation process of CDF projects in the education sector in Mosop Constituency, Nandi County, Kenya, with a view to establishing more effective ways of implementing the projects. The study reviewed literature on some past studies and evaluated their contribution to the objectives of this study. Descriptive survey design was used in carrying out the study and entailed the collection of both qualitative and quantitative data. This design was deemed appropriate for this study because it shows clearly the relationships that may exist between the variables. 20 schools were sampled for the study. The intended respondents were 20 Principals, 20 PTA Chairpersons and 20 BOM Chairpersons. The stratified random sampling technique was used in order to cover the different categories of players that were involved in the implementation process. Purposive sampling was used to select 10 CDF officers and 10 community members who had had previous experience in CDF management to provide information on CDF. The study gives recommendations on a number of issues that need to be attended to in order to bring about a more efficient and effective utilization of CDF assistance especially in the education sector. These recommendations especially address the roles played by Principals as well as Chairpersons of PTA and BOM respectively. The study also tried to show whether school Principals have competency in planning, supervising and monitoring of school projects. Similarly it tried to show whether PTA and BOM Chairpersons have the capacity to assist principals in project implementation.
BIS LEPs and RGF inquiry pugalis bentley gibbons shuttLee Pugalis
This document provides a summary of evidence submitted to the BIS Select Committee regarding Local Enterprise Partnerships (LEPs) and the Regional Growth Fund (RGF). It finds that some LEPs have struggled due to a lack of previous collaboration. It also notes that LEP geographies do not always match functional economic areas and that cross-border collaboration should be incentivized. Additionally, it reports that establishing new institutions like LEPs takes significant time and resources, and some board members have become disillusioned by the slow process. It concludes by calling for more long-term funding and support for LEPs to help embed them and allow them to better focus on local economic priorities.
Entrepreneurship and regional developmentBabasab Patil
1. Community entrepreneurship focuses on developing new ventures, services, or institutions for the common good of local communities. It differs from business entrepreneurship in having broader social and community objectives.
2. Community ventures have complex stakeholders at different levels and depend on volunteers and social networks for support. The entrepreneurial process aims for social change through challenging conventions.
3. Research on community entrepreneurship faces challenges in studying multi-level impacts, social contexts, and complex stakeholder relationships. More cross-disciplinary research is needed using methods like participant observation.
Innovation & Information Technology - The Role of Government'Tomi Davies
This presentation gives an overview of the Lagos State Ministry of Science & Information Technology (MoST) with brief review of MoST Kenya & MoST China. It then defines IT, ICT & Innovation with some basic examples before giving a view of the StartUp scene that’s happening in Lagos! Finally it offers some Suggestions on what MoST should do about innovation. Enjoy
Policy Options for Public Enterprises Reform in Nepal: A look at two public e...STPF
This policy analysis paper takes a look at two of the thirty six existing public enterprises - Nepal Airlines Corporation (NAC) and Hetauda Cement Industry Limited (HICL) - in Nepal to propose concrete policy options for reform. Both NAC and HICL have been facing high cumulative losses and presence of unfunded liabilities due to operational inefficiencies and other problems. This paper analyses the poor performance of public enterprises from a policy perspective with an aim of identifying practical reform options and these reform options are mainly focused on improving the organizational efficiency either by bringing changes in the current working modality or by introducing a new modality based on a cost benefit analysis. The larger objective of conducting such analysis on two loss making PEs is to pave way for similar analysis of other public enterprises which are increasingly becoming a burden on taxpayers and consumers.
New directions in economic development localism act bentley and pugalisLee Pugalis
Since entering office in 2010, a distinct grammar of localism has pervaded the UK Government’s philosophical outlook, which has inflected localist policy discourses and practice. Now that the Coalition administration’s ‘local’ economic development policy is becoming a little clearer, it is timely to consider the implications of this new grammar for the scope, organisation and mobilisation of economic development interventions. The purpose of this paper, therefore, is to trace new and emergent directions in economic development through a focus on the 2011 Localism Act, which applies to England and Wales. The paper interprets these changes through a localist conceptual prism, which helps to refract different varieties of localism. The findings raise some serious concerns regarding localism in action and expose the controlling tendencies of central government. Analysis is also directed towards the uneasy relationship between centralised powers, conditional decentralisation and fragmented localism. Nevertheless, some cases of emergent practice are utilised to demonstrate how ‘constrained freedoms’ can be negotiated to undertake innovative actions. The paper concludes by suggesting some foundational elements that would support the notion of ‘empowered localities’ and may also secure the government’s imperative to enable private sector-led growth.
Key words
2011 Localism Act, local economic development, Local Enterprise Partnerships, Economic Prosperity Boards, Combined Authorities
Bentley, G. & Pugalis, L. (2013) 'New directions in economic development: localist policy discourses and the Localism Act', Local Economy
Upgrading and replacing energy-consuming equipment in buildings offers an important capital investment opportunity, with the potential for significant economic, climate, and employment impacts. In the United States alone, more than $279 billion
could be invested across the residential, commercial, and institutional market segments. This investment could yield more
than $1 trillion of energy savings over 10 years, equivalent to savings of approximately 30 percent of the annual electricity spend in the United States. If all of these retrofits were undertaken, more than 3.3 million cumulative job years of employment could be created. These jobs would include a range of skill qualifications, and would be geographically diverse across the United States. Additionally, if all of these retrofits were successfully undertaken, it would reduce U.S. emissions by nearly 10 percent. The potential employment and climate benefits presented by energy efficiency retrofits have led The Rockefeller Foundation to explore a program initiative in this area, and to partner with Deutsche Bank Climate Change Advisors to produce this research report as a publicly-available resource for all interested stakeholders.
ASIS - Training #7 - Innovation and societal challenges - Part 2armelleguillermet
This document discusses building alliances between stakeholders in social innovation. It notes that societal challenges are complex, local, and global, requiring multidisciplinary skills and solutions developed with those impacted. Effective alliances share knowledge, pool resources, take a systemic approach, test and learn rapidly, and act to maximize social impact. The document then outlines the roles that various actors, like social enterprises, non-profits, public organizations, companies, experts, financiers, incubators, platforms, and people, can play in social innovation ecosystems and alliances. It stresses cooperation between actors to address challenges.
The document discusses how innovation policies need to adapt to address societal challenges through more collaborative and ecosystem-based approaches. It notes that innovation processes have become more open, people-oriented, and driven by networks connecting various stakeholders. However, social and environmental challenges are still often addressed separately by specific actors. The training aims to help policymakers and organizations understand these trends and identify actions they can take to better link innovation and societal issues through cooperation across different stakeholders in an innovation ecosystem.
Political Science Bachelor Thesis Stina AhnlidStina Ahnlid
This document provides an introduction and background to a bachelor's thesis that analyzes how and why the US Agency for International Development (USAID) and the Swedish International Development Cooperation Agency (Sida) engage in public-private partnerships (PPPs) to achieve development objectives. The thesis uses a comparative case study approach to analyze the context, actors, and governance structures of PPP programs at USAID and Sida. It argues that development agencies use PPPs to bridge governance gaps and that PPPs occur when agency and private sector preferences overlap. It also argues compliance is less formal at USAID than Sida. The thesis aims to contribute to understanding why governments partner with private companies for development.
Assessing Market-Based Solutions: Lessons from Evaluating a Youth Employment ...The Rockefeller Foundation
1) Impact sourcing operates at the intersection of market-based approaches, ICT, and workforce development by providing digital jobs to disadvantaged youth.
2) Evaluating a Rockefeller Foundation youth digital employment initiative provided lessons on assessing programs that embed market-based principles. Mixed quantitative and qualitative methods are needed to measure individual, job, enterprise, household, and community-level outcomes.
3) Effective measurement requires clarity on objectives, distinguishing individual and firm-level data, and linking individual results to household outcomes over time. Leveraging technology can strengthen dynamic monitoring and evaluation.
Funding options for social initiatives - A joint presentation by Social Capital Partners, Enterprising Nonprofits, Potluck Cafe, and Developmental Disabilities Association
EUFORIA was a Foresight study of implications of "Knowledge Society" trends for the concerns of Eurfound on living and working conditions, etc. This was a brief report of results for ESDIS.
This document discusses how innovation policies need to adapt to address societal challenges. It argues that innovation is becoming more open, collaborative, and ecosystem-based. It also notes that social and environmental challenges are often addressed separately from innovation networks. The document recommends that innovation policies embrace openness, interaction, and an ecosystem approach to better connect innovation with societal issues. It provides examples of how different stakeholders like social enterprises, companies, public organizations, and experts can work together in innovation ecosystems and form alliances to solve complex societal problems.
Cultural and Creative Sector : something to stand for! SviluppoBasilicata
This document discusses the importance of supporting the cultural and creative sector. It notes that fundamental changes in the economy and institutions require new approaches to supporting local cultural development. Specifically, the rise of large digital companies threatens local cultural industries, but these companies neglect niche markets that local initiatives could fill. Additionally, cultural power is shifting from national to local authorities, who are now major funders of creativity. The document argues that an inter-regional approach integrating local communities is needed for European cultural policy going forward.
If constituency support is necessary before particular accounting approaches become embodied in accounting standards, does this have implications for the ‘neutrality’ and ‘representational faithfulness’ (qualitative characteristics that exist in various conceptual framework projects around the world) of reports generated in accordance with accounting standards?
Desislava Chalamova, Presentation TCI2018 European Conference SofiaTCI Network
The document describes a cluster-driven B.A.S.E. program to transfer business knowledge and skills to regional entrepreneurial ecosystem development. The program focuses on an industrial cluster in Srednogorie, Bulgaria, which contains resources mining and smelting industries that are major economic contributors. The program aims to create shared value through various initiatives like integrating industry value chains, supporting local business alliances and entrepreneurship, implementing corporate social responsibility best practices, and enabling cluster and community development. It provides examples of creating industrial symbiosis and improving health and safety in workspaces to achieve both business and social benefits.
paper critically evaluates how effective social impact measurement can lead to the legitimacy and prospering of social enterprises (SEs). Effective balancing of economic and social purposes contributes towards high SEs performance and should be mirrored in specific monetarized indicators. There is no doubt that effective measurement of the operations and the outputs of SEs is a step toward achieving the desirable social change and at the same time remaining a healthy and sustainable as an entity. Trade-offs and tensions are inevitable in dual purpose organizations and success is more likely when leaders of SEs address them on hand. I focus my examination on the Social Return of Investment (SROI) framework which was significant developed both from the academic and business community. SROI tool is not just a descriptive report. It is a methodology that turns the benefits of social action into a monetary equivalent. This makes social impact more readily assessable and controllable, especially for financial markets participants like banks and debt providers, who appreciate monetizing. Social Businesses can use this tool in order to keep a sustainable long-lasting operation and to evaluate the outcomes of their social projects. The importance of a more holistic performance measurement system is highlighted across all this thesis. I demonstrate the process of measuring a social impact equal to 4.43 using SROI for a Greek social venture and I identify common misunderstandings and difficulties accompanied with the measurement process.
Over 50% of US students expect to study abroad but less than 10% actually do. In 2012, 289,000 US students studied abroad, only 1.5% of the 20 million US students. Minority student participation in study abroad has increased but still only represents 16% of US study abroad students. While the UK remained the top destination in 2013, there was a significant increase in students studying in places like China, Brazil and other areas of Asia over the past 15 years. The document calls for efforts to focus on expanding study abroad opportunities to the 90% of US students who have not yet participated.
2010 Central Directory for Infants and Toddlers and Students with DisabilitiesEarly On Michigan
This Central Directory is major component of the IDEA regulations, CFR 303.301, require a directory so that families of eligible children may have access to information and resouces that will allow them to suppport the development of their children and students with disabilities.
This Central Directory was produced in collaboration with the Center for Educational Networking.
Engormix.com comenzó en 1998 y marcó el inicio de su historia. La plataforma creció durante varios años hasta que finalmente llegó a su fin, concluyendo así la historia de engormix.com.
The document summarizes key elements of the FDA regulation of tobacco, including requiring tobacco companies to disclose ingredients and research, restricting marketing appeals to youth and misleading health claims, strengthening restrictions on youth sales, informing consumers through improved warning labels and product testing standards, and regulating product contents to protect public health. It provides an overview of implementation timelines and opportunities for public input on the new regulations.
Policy Options for Public Enterprises Reform in Nepal: A look at two public e...STPF
This policy analysis paper takes a look at two of the thirty six existing public enterprises - Nepal Airlines Corporation (NAC) and Hetauda Cement Industry Limited (HICL) - in Nepal to propose concrete policy options for reform. Both NAC and HICL have been facing high cumulative losses and presence of unfunded liabilities due to operational inefficiencies and other problems. This paper analyses the poor performance of public enterprises from a policy perspective with an aim of identifying practical reform options and these reform options are mainly focused on improving the organizational efficiency either by bringing changes in the current working modality or by introducing a new modality based on a cost benefit analysis. The larger objective of conducting such analysis on two loss making PEs is to pave way for similar analysis of other public enterprises which are increasingly becoming a burden on taxpayers and consumers.
New directions in economic development localism act bentley and pugalisLee Pugalis
Since entering office in 2010, a distinct grammar of localism has pervaded the UK Government’s philosophical outlook, which has inflected localist policy discourses and practice. Now that the Coalition administration’s ‘local’ economic development policy is becoming a little clearer, it is timely to consider the implications of this new grammar for the scope, organisation and mobilisation of economic development interventions. The purpose of this paper, therefore, is to trace new and emergent directions in economic development through a focus on the 2011 Localism Act, which applies to England and Wales. The paper interprets these changes through a localist conceptual prism, which helps to refract different varieties of localism. The findings raise some serious concerns regarding localism in action and expose the controlling tendencies of central government. Analysis is also directed towards the uneasy relationship between centralised powers, conditional decentralisation and fragmented localism. Nevertheless, some cases of emergent practice are utilised to demonstrate how ‘constrained freedoms’ can be negotiated to undertake innovative actions. The paper concludes by suggesting some foundational elements that would support the notion of ‘empowered localities’ and may also secure the government’s imperative to enable private sector-led growth.
Key words
2011 Localism Act, local economic development, Local Enterprise Partnerships, Economic Prosperity Boards, Combined Authorities
Bentley, G. & Pugalis, L. (2013) 'New directions in economic development: localist policy discourses and the Localism Act', Local Economy
Upgrading and replacing energy-consuming equipment in buildings offers an important capital investment opportunity, with the potential for significant economic, climate, and employment impacts. In the United States alone, more than $279 billion
could be invested across the residential, commercial, and institutional market segments. This investment could yield more
than $1 trillion of energy savings over 10 years, equivalent to savings of approximately 30 percent of the annual electricity spend in the United States. If all of these retrofits were undertaken, more than 3.3 million cumulative job years of employment could be created. These jobs would include a range of skill qualifications, and would be geographically diverse across the United States. Additionally, if all of these retrofits were successfully undertaken, it would reduce U.S. emissions by nearly 10 percent. The potential employment and climate benefits presented by energy efficiency retrofits have led The Rockefeller Foundation to explore a program initiative in this area, and to partner with Deutsche Bank Climate Change Advisors to produce this research report as a publicly-available resource for all interested stakeholders.
ASIS - Training #7 - Innovation and societal challenges - Part 2armelleguillermet
This document discusses building alliances between stakeholders in social innovation. It notes that societal challenges are complex, local, and global, requiring multidisciplinary skills and solutions developed with those impacted. Effective alliances share knowledge, pool resources, take a systemic approach, test and learn rapidly, and act to maximize social impact. The document then outlines the roles that various actors, like social enterprises, non-profits, public organizations, companies, experts, financiers, incubators, platforms, and people, can play in social innovation ecosystems and alliances. It stresses cooperation between actors to address challenges.
The document discusses how innovation policies need to adapt to address societal challenges through more collaborative and ecosystem-based approaches. It notes that innovation processes have become more open, people-oriented, and driven by networks connecting various stakeholders. However, social and environmental challenges are still often addressed separately by specific actors. The training aims to help policymakers and organizations understand these trends and identify actions they can take to better link innovation and societal issues through cooperation across different stakeholders in an innovation ecosystem.
Political Science Bachelor Thesis Stina AhnlidStina Ahnlid
This document provides an introduction and background to a bachelor's thesis that analyzes how and why the US Agency for International Development (USAID) and the Swedish International Development Cooperation Agency (Sida) engage in public-private partnerships (PPPs) to achieve development objectives. The thesis uses a comparative case study approach to analyze the context, actors, and governance structures of PPP programs at USAID and Sida. It argues that development agencies use PPPs to bridge governance gaps and that PPPs occur when agency and private sector preferences overlap. It also argues compliance is less formal at USAID than Sida. The thesis aims to contribute to understanding why governments partner with private companies for development.
Assessing Market-Based Solutions: Lessons from Evaluating a Youth Employment ...The Rockefeller Foundation
1) Impact sourcing operates at the intersection of market-based approaches, ICT, and workforce development by providing digital jobs to disadvantaged youth.
2) Evaluating a Rockefeller Foundation youth digital employment initiative provided lessons on assessing programs that embed market-based principles. Mixed quantitative and qualitative methods are needed to measure individual, job, enterprise, household, and community-level outcomes.
3) Effective measurement requires clarity on objectives, distinguishing individual and firm-level data, and linking individual results to household outcomes over time. Leveraging technology can strengthen dynamic monitoring and evaluation.
Funding options for social initiatives - A joint presentation by Social Capital Partners, Enterprising Nonprofits, Potluck Cafe, and Developmental Disabilities Association
EUFORIA was a Foresight study of implications of "Knowledge Society" trends for the concerns of Eurfound on living and working conditions, etc. This was a brief report of results for ESDIS.
This document discusses how innovation policies need to adapt to address societal challenges. It argues that innovation is becoming more open, collaborative, and ecosystem-based. It also notes that social and environmental challenges are often addressed separately from innovation networks. The document recommends that innovation policies embrace openness, interaction, and an ecosystem approach to better connect innovation with societal issues. It provides examples of how different stakeholders like social enterprises, companies, public organizations, and experts can work together in innovation ecosystems and form alliances to solve complex societal problems.
Cultural and Creative Sector : something to stand for! SviluppoBasilicata
This document discusses the importance of supporting the cultural and creative sector. It notes that fundamental changes in the economy and institutions require new approaches to supporting local cultural development. Specifically, the rise of large digital companies threatens local cultural industries, but these companies neglect niche markets that local initiatives could fill. Additionally, cultural power is shifting from national to local authorities, who are now major funders of creativity. The document argues that an inter-regional approach integrating local communities is needed for European cultural policy going forward.
If constituency support is necessary before particular accounting approaches become embodied in accounting standards, does this have implications for the ‘neutrality’ and ‘representational faithfulness’ (qualitative characteristics that exist in various conceptual framework projects around the world) of reports generated in accordance with accounting standards?
Desislava Chalamova, Presentation TCI2018 European Conference SofiaTCI Network
The document describes a cluster-driven B.A.S.E. program to transfer business knowledge and skills to regional entrepreneurial ecosystem development. The program focuses on an industrial cluster in Srednogorie, Bulgaria, which contains resources mining and smelting industries that are major economic contributors. The program aims to create shared value through various initiatives like integrating industry value chains, supporting local business alliances and entrepreneurship, implementing corporate social responsibility best practices, and enabling cluster and community development. It provides examples of creating industrial symbiosis and improving health and safety in workspaces to achieve both business and social benefits.
paper critically evaluates how effective social impact measurement can lead to the legitimacy and prospering of social enterprises (SEs). Effective balancing of economic and social purposes contributes towards high SEs performance and should be mirrored in specific monetarized indicators. There is no doubt that effective measurement of the operations and the outputs of SEs is a step toward achieving the desirable social change and at the same time remaining a healthy and sustainable as an entity. Trade-offs and tensions are inevitable in dual purpose organizations and success is more likely when leaders of SEs address them on hand. I focus my examination on the Social Return of Investment (SROI) framework which was significant developed both from the academic and business community. SROI tool is not just a descriptive report. It is a methodology that turns the benefits of social action into a monetary equivalent. This makes social impact more readily assessable and controllable, especially for financial markets participants like banks and debt providers, who appreciate monetizing. Social Businesses can use this tool in order to keep a sustainable long-lasting operation and to evaluate the outcomes of their social projects. The importance of a more holistic performance measurement system is highlighted across all this thesis. I demonstrate the process of measuring a social impact equal to 4.43 using SROI for a Greek social venture and I identify common misunderstandings and difficulties accompanied with the measurement process.
Over 50% of US students expect to study abroad but less than 10% actually do. In 2012, 289,000 US students studied abroad, only 1.5% of the 20 million US students. Minority student participation in study abroad has increased but still only represents 16% of US study abroad students. While the UK remained the top destination in 2013, there was a significant increase in students studying in places like China, Brazil and other areas of Asia over the past 15 years. The document calls for efforts to focus on expanding study abroad opportunities to the 90% of US students who have not yet participated.
2010 Central Directory for Infants and Toddlers and Students with DisabilitiesEarly On Michigan
This Central Directory is major component of the IDEA regulations, CFR 303.301, require a directory so that families of eligible children may have access to information and resouces that will allow them to suppport the development of their children and students with disabilities.
This Central Directory was produced in collaboration with the Center for Educational Networking.
Engormix.com comenzó en 1998 y marcó el inicio de su historia. La plataforma creció durante varios años hasta que finalmente llegó a su fin, concluyendo así la historia de engormix.com.
The document summarizes key elements of the FDA regulation of tobacco, including requiring tobacco companies to disclose ingredients and research, restricting marketing appeals to youth and misleading health claims, strengthening restrictions on youth sales, informing consumers through improved warning labels and product testing standards, and regulating product contents to protect public health. It provides an overview of implementation timelines and opportunities for public input on the new regulations.
1) The department chair highlights successes in clinical care, research, and education from the past year and plans to continue building on this foundation in 2008.
2) Two faculty members, Dr. Friedhelm Hildebrandt and Dr. Laurence Boxer, have received prestigious awards for their research and career contributions.
3) The newsletter provides updates on fundraising efforts for the new Children's and Women's Hospitals project through commemorative tiles, and announces upcoming Grand Rounds seminar topics.
The document discusses how buildings are a major contributor to energy usage and emissions in the United States. It notes that the residential and commercial sectors account for over $125 billion in annual energy costs, while buildings produce over 30% of nationwide CO2 emissions. However, public awareness of buildings' environmental impact remains low. The document concludes by arguing new policies from the Obama administration aim to improve building efficiency and help transition the country to more sustainable energy practices.
Engormix.com comenzó en 1998 y marcó el inicio de su historia. La plataforma creció durante varios años hasta que finalmente llegó a su fin, concluyendo así la historia de engormix.com.
The document is an invitation to partner with Heartland Alliance and Light Up Your Holidays to raise money for families in need by decorating homes for the holidays. It discusses how the organizations help refugees, immigrants, victims of human trafficking, homeless people, and others through services like mental healthcare, housing, education, job training, legal aid, and family reunification. By hiring Light Up Your Holidays to decorate one's home, one can support these causes while enjoying holiday decorations and savings on labor and products.
This document summarizes Michigan's Early On system, which provides early intervention services for infants and toddlers under age 3 who have disabilities or developmental delays. It describes eligibility criteria, the services provided, timelines for evaluations and IFSPs, referral processes, and public awareness strategies used to identify children who may need Early On supports.
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Here is a brief overview of some of my work at Mayo Clinic Jacksonville, where I worked in the Organic Synthesis Core Facility for the little over two years between my undergraduate education and graduate school.
This document discusses the role and process of developing projects from idea to funding. It begins by outlining the role of the Standing Committee Projects to monitor, coordinate, and support projects proposed by BPW regions and provide knowledge and skills. Important areas to promote through projects are identified as new opportunities for women, entrepreneurs, empowerment, inclusion in politics/work, and small/medium enterprises. Critical elements for developing successful projects are identified as networking, partnerships, resources, and promoting women's empowerment principles. The document provides guidance on each stage of developing a project from the initial idea through planning, design, and seeking funding. It emphasizes aligning projects with real needs and justifying financing. Examples of current successful BPW projects from different
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We submitted this document to the Leicester and Leicestershire Enterprise Partnership. The document argues for a co-production model in the EU-SIF. Learn more: http://www.valonline.org.uk/economic-inclusion-forum
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How can design thinking enable cultural change in organizationRenzo D'andrea
This personal research project is an attempt to explore cultural change in organisations through an adapted Design Thinking approach. The scope of the research is the public organisation of the Croydon Council. During the three months work experience, the researcher could observe the change management process within which the organisation was going through. The motivation for developing this project was focused on how to create a sustainable and positive impact when the organisational change happened. The uncertainty and complexity that organisations must handle is inherently increasing. The demand to reframe the outlook with fresh tools is essential to enable a variety of approaches.
Qualitative and observational approaches were employed during the experimental action research. Eleven qualitative interviews across the Croydon Council organisation unfolded the interpretation of the resources employed throughout this journey. As a result of it a workshop - ‘Behavioural Change & Design Thinking with the Leaders’ - was designed for the interviewees to participate in a different approach to engagement. The workshop’s objective was to test the qualitative research findings. It was also planned to challenge the participants through exercises that could generate a behavioural change.
The programme was developed with the Croydon Council Organisational Development team. Two organisational change practitioners evaluated the workshop. The workshop showed how to take more in consideration a human-centred approach to the organisational cultural change journey.
The document discusses social impact bonds, an innovative financing model where private investors fund social programs and are reimbursed by the government if the programs achieve targeted social outcomes. It notes that the Obama administration has proposed $100 million to pilot social impact bonds across several agencies. While the bonds have potential to incentivize social innovation, challenges include determining which outcomes to measure and ensuring government funding is sustained over the long term required for impact.
Community Stakeholder Engagement Programme(CEP)Ikwo Oka
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7-2015 - Fostering Innovation in Hamilton Ohio (3)Aaron Hufford
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Commonwealth foundation civil society engagement strategy 0Dr Lendy Spires
This document provides the Civil Society Engagement Strategy for the Commonwealth Foundation from 2013-2016. It outlines the rationale for developing the strategy, which is to provide a framework for empowering and engaging civil society to achieve more effective, responsive and accountable governance in the Commonwealth with civil society participation.
The strategy identifies three core areas of constructive engagement: 1) capacity development to strengthen civil society, 2) enhancing platforms and spaces for engagement, and 3) sharing good practices and knowledge management. It also discusses aligning with international principles of development cooperation and outlines objectives to guide implementation of initiatives enhancing collaboration between civil society and governance institutions.
1406 20 Impact Financing for Impact EntrepreneurshipTommaso Saltini
Policy makers play a key role in fostering impact investing and entrepreneurship. The document proposes a three-phase plan for policy makers: 1) Emergence phase - establish stability and support impact entrepreneurs and R&D; 2) Beginning phase - design policies to direct capital to impact opportunities and launch pilot funds; 3) Development phase - launch different fund types and policies to foster stability and measure social/financial return. Public funds can catalyze private investment and expertise at each phase to support the growth of the impact investing industry over the long term.
ASIS - Training #7 - Innovation and societal challenges - Part 1armelleguillermet
This document provides an overview of a training on innovation and societal challenges. It discusses how innovation processes have become more open and collaborative in recent decades. It also notes that social and environmental challenges are often addressed separately from innovation networks. The training aims to help policymakers and business support organizations understand these issues and identify stakeholders and first steps to connect innovation and societal challenges. It outlines that societal enterprises face challenges in accessing support, markets, financing and developing business models. Larger organizations can better integrate social innovation approaches. The training emphasizes the need for collaboration across different actors like public agencies, private companies, non-profits and citizens to address problems through a shared vision for a sustainable future.
GCSEN Foundation - Presentation on Social Entrepreneurship - Start Up to Tran...GCSEN Foundation
This document provides an overview of social entrepreneurship and strategies for achieving transformative scale. It begins with definitions of social entrepreneurship and explains how social entrepreneurs develop innovative solutions to social problems. It then discusses the importance of taking solutions to transformative scale by implementing wide-scale systemic change. Key challenges and tasks for achieving transformative scale are outlined, along with tools and frameworks like theories of change. Organizational pathways and field-building strategies for scaling impact are presented. Metrics for measuring social, environmental and financial impacts are also introduced.
This document summarizes a research article that explores the organizational factors that allowed BRAC, a large NGO in Bangladesh, to become a sustainable social enterprise. The researchers conducted a case study of BRAC to evaluate its organizational strategy and ability to maintain its values as an NGO while operating social enterprises. Key findings were that BRAC addressed social and client needs through its unique model and strategy. Visionary leadership and competent management also helped BRAC become financially sustainable while continuing its social mission. The study provides insights into how other NGOs can establish social enterprises, especially in contexts with informal economies and unstable political systems.
Lessons from Research of Social Entrepreneurship Financing from SEFORIS projectDavis Plotnieks
On September 4, 2014, Bogdan Prokopovych and Davis Plotnieks from Stockholm Institute of Transition Economics (SITE), Stockholm School of Economics delivered a presentation of the SEFORIS project in International Summer School on Social Entrepreneurship and Sustainability in Emerging Markets, Tbilisi State University, Georgia.
Presentation explained aims and benefits of SEFORIS project, research trends in social entrepreneurship and an integrated framework of research for social entrepreneurship and its financing modes. Bogdan and Davis presented examples how academic research can help practitioners and researchers understand the complex field of social entrepreneurship and social finance.
International Summer School was dedicated to social entrepreneurship topics where students from 18 different countries from Europe, Asia and North America acquired knowledge on social entrepreneurship, social finance and social innovation. Participants also discussed different business models and case studies of social entrepreneurship from their countries. During International Summer School students worked as business consultants for Georgian social entrepreneurs providing them recommendations for their business model improvement.
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SITE is a leading research and policy center on transition in the former Soviet Union and Central and Eastern Europe. In SEFORIS project SITE is responsible of different funding and financing mode research of social entrepreneurship.
Applying TQM in Social Projects -Children rights and youth participation as t...InterMedia Consulting
This document discusses applying principles of total quality management (TQM) and increasing youth participation in social projects. It provides definitions and examples of TQM, action research, and community capacity building. A key organization discussed is Eurochild, a European network that promotes children's rights and participation in policy decisions. The document examines Eurochild's efforts to gather youth input through surveys and consult children on policy strategies. It advocates applying TQM concepts like beneficiary participation, continuous quality evaluation, and action research to improve social projects and children's rights.
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This document summarizes a workshop on exploring how concepts of corporate social responsibility (CSR) could provide inspiration for public administration. It introduces the topic and defines key CSR terminology. The main research questions are presented, focusing on identifying CSR best practices that could be applied to public administration and potential effects and barriers to implementation. The methodological approach of using case study research is described, involving defining questions, selecting cases, collecting and analyzing data, and reporting findings.
The document summarizes an online conference on public policy and corporate social
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
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NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
2. K. Kane, M. Andreasik
4
sources in order to carry out projects that create
change in the local community and improve
individual lives in order to increase the social
capital of the nation (Cheng & Ludlow, 2008;
National Audit Office, 2009). In addition to
gathering grants and gifts to help with their
work, social enterprises can apply to undertake
projects with social aims that are funded by
central government: for example, helping
people in a community such as Salford in
Greater Manchester to reduce or cease smoking
tobacco is funded by Central Government as a
means of improving general public health
(Dearden- Phillips & Griffiths, 2011). Such
projects are advertised by the Government and
other funding organisations and are subject to
competitive tendering by social enterprises and
private businesses.
Having social rather than financial objectives
means that the selection of projects in such
organisations is not based solely, or generally,
on financial criteria. Traditional for-profit
businesses are concerned mostly with selecting
projects from a range of possible opportunities
using a ranking of calculated possible financial
returns with the criteria for choice being the
maximisation of profit (Ridley-Duff, 2008). In
contrast, social enterprises tend to select on a
more eclectic range of criteria (Cheng &
Ludlow, 2008). These criteria may include
opportunism (where a project happens to be
offered to the management), political influence
(where local politicians or powerful individuals
ask for their favoured project to be undertaken),
attractiveness of the project to the social
enterprise management, and for other non-
financial reasons. The lack of clear, central
criteria for project selection (in essence, the
lack of the profit motive), means that social
enterprises can accumulate a range of projects
which, whilst being worthy in themselves, are
sub-optimal in terms of the overall
organisation‟s successful achievement of its
social mission (Kendall & Rollins, 2003;
Levine & Widelman, 2005).
Given Governmental and general public support
for Social Enterprises and the great deal of
social problems in a society such as the UK,
these organisations face the problem of having
many project opportunities which cannot be
completed due to their limited resources
(Cabinet Office, 2011). Many project tenders
are unclear, with uncertain or complex sets of
success criteria and with benefits that are not
visible from the beginning, making it hard for
social enterprise managers to assess whether
they should accept or reject such project
proposals. Many projects are offered to social
enterprises by funding bodies with little regard
to how these projects will be managed by the
social enterprise. Accordingly, social
enterprises struggle to choose the appropriate
projects to carry out, and to determine which
will benefit them and the community they
serve. At the same time these social enterprises
find it difficult to select projects; they find they
are subject to continuous demands to take on
projects from funding bodies, particularly given
the present financial problems of central
government which wishes to transfer more
social activities from the state to social
enterprises (Cabinet Office, 2011).
Associated with the problem of project
selection is the issue of portfolio selection, that
is, the selection of projects that are not only
likely to be successful in themselves but which
are also likely to be successful together and
which complement rather than conflict with
each other( Martino, 2003; Rad & Levin, 2006;
Hunt & Killen, 2008). Social enterprises tend to
have managers who have great enthusiasm for
their social goals but who have limited
managerial skills – particularly in the realm of
project and portfolio management (Cabinet
Office, 2011).
SIFE is the case example used in this research
and it is a social enterprise based in Salford,
UK. SIFE (Students in Free Enterprise) is a
student organization which has the mission
statement: To create sustainable value by
successfully empowering and educating the
local community and students with the
necessary financial end entrepreneurial skills
needed to improve their standard of living and
inspire them to take on real life opportunities
(sifesalford.org, 2009). This organization is
working currently on five projects and receives
many applications from local associations,
community centres and groups to help on their
projects. Due to the lack of project management
3. Serbian Project Management Journal, Volume 1, Issue 2, December 2011
5
tools and techniques to help with the choice of
which projects should be accepted and which
will benefit the organization and community,
SIFE, according to its Chief Executive, adopts
projects randomly and does not assess them
adequately enough to determine whether those
that are accepted are the optimum ones or
whether those that are rejected could be more
beneficial (personal communication). There is a
lack of understanding of project management in
small social enterprises in general and SIFE is
a representative case of this type of
organisation (Cabinet Office, 2011).
Project and Portfolios
The definition of a project is fairly clear: a
project is a sequence of unique, complex, and
connected activities having one goal or purpose
that must be completed by a specific time,
within budget, and according to specification
(Wysocki, 2012); the Project Management
Institute states (PMI, 2004) that a project is a
temporary endeavour undertaken to create a
unique product, service, or result; and for
PRINCE2 (OCG, 2005) a project is a
management environment that is created for the
purpose of delivering one or more business
products according to a specified Business
Case. In essence, a project should have a
purpose and is limited by time, budget,
resources and specifications. The management
of projects may be a complex business in
practice, but organisations such as the UK
Association of Project Management (APM) are
fairly clear on how they should be managed in
theory (APM, 2006). However, most of these
definitions rest on the notion of selecting
projects based on clear financial criteria, i.e. the
business case; and, in addition, do not provide
clear practical evidence of the efficacy of such
approaches.
However, once we group projects into groups
of projects they become programmes and
portfolios and definitions and agreement over
how these should be designed and organised
becomes more problematic (Armstrong,
2004;Bridges, 2003). This is, in essence,
because agreement on how to define and to
manage a project may be fairly settled but
defining and managing programmes or
portfolios of projects is more contentious. A
simple definition is that a project portfolio is a
collection of projects that share some common
link to one another (Wysocki, 2012). The
statement of common link may mean, for
example, that all the projects in a portfolio may
exist to help local community development or
aim to develop new products for a business. On
the other hand, Miguel (2008) suggests that the
notion of project portfolio derives from the
need to select projects; and it is the case that
many see portfolio management as a type of
multiple project management (Levine &
Widelman, 2005). Additionally, Cooper (2001)
argues that in all project portfolios new projects
need to be introduced, while existing projects
can be completed, cancelled or suspended. In
other words, given that project portfolios are
not set for all time, but change constantly,
adjusting to the current situation and objectives
of the company, a portfolio represents the
strategic choices of the business in project
form.
Once we move beyond seeing portfolios as
simple collections of projects, we have to tackle
the issue of whether managing such collections
need particular skills or approaches. According
to Bridges (2003) there is an art to project
portfolio management (PPM), which involves
scrutinizing each potential project, selecting the
right mix of projects, and adjusting them as
time passes and circumstances unfold.
Additionally, Cooper et al., (2001) argues that
portfolio management is a process in which
projects for the development of products or
services are continually evaluated, selected and
prioritized; new projects are introduced and
existing projects might be suspended, cancelled,
or de-prioritized. Hunt and Killen, (2008) add
that project portfolio management is a decision
process that oversees the resource allocation
and ongoing decisions related to a strategically
oriented portfolio of projects. Wysocki (2012)
suggests that Project portfolio management
includes establishing the investment strategy of
the portfolio, determining what types of projects
can be incorporated in the portfolio, evaluating
and prioritizing proposed projects, constructing
a balanced portfolio that will achieve the
investment objectives, monitoring the
4. K. Kane, M. Andreasik
6
performance of the portfolio, and adjusting the
contents of the portfolio in order to achieve the
desired results.
Thus the selection of projects represents a key
managerial activity that rises above the
individual assessment of a project into a more
complex judgement of how a collection of
projects contribute to organisational success
and how such individual projects may interact
and react with each other within the
organisation and its strategy (Cooper, Edgett &
Kleinschmidt, 2001; Gray & Larson, 2002).
The decisions made regarding project portfolios
must take into consideration the strategic
imperatives of the organisation as well as
operational demands. This implies that projects
which do not correspond to the mission and
objectives of the organization should not be
included in its portfolio. According to Miguel
(2008), if the projects do not correspond with
the business strategy and capabilities, there is a
risk that projects will be delivered ineffectively
so the requirement must be that project
portfolio management should lead to
acquisition of only those projects, which will
maximize the value, balance and strategic
position of the company (Morris & Pinto,
2007).
Selecting appropriate projects for a portfolio is
consequentially more difficult than selecting
individual projects on the basis of their
probability of success (Morris & Pinto, 2007).
There are few projects that guarantee high
rewards with high probability of success
(Cooper et al., 2001); in general, risk and
reward are inversely related where high rewards
are generally associated with lower chances of
success and a high chance of success normally
brings less reward. In a balanced project
portfolio, projects that guarantee success with
low rewards can be matched against those
projects which are more risky but more
profitable. It is not an easy task to build a
balanced project portfolio nor are there any
clear and agreed guidelines on achieving such a
balance (Levine & Widelman, 2005). Kendall
and Rollins, (2003) argue that there must be a
correct mix of projects balancing the supply
side of organization with its market side - such
balance would ensure that a business would be
able to deal with environmental changes with
greater robustness than the organisation without
such balance. In addition to the notion of a
balanced portfolio of projects making an
organisation more stable in turbulent times,
there is also the notion that a balanced portfolio
would ensure an optimum utility of resources
and people (Bridges, 2003).
2. RESEARCH DESIGN
Given the problems social enterprises have with
both selection of projects and with the
development of their portfolio of projects, this
research aims to determine whether the use of a
more structured approach to project selection
may help social enterprise managers in
optimising project selection and in developing
an effective portfolio of such projects.
The approach selected for this work is a form of
Analytic Hierarchy Process (AHP) which is a
method of structuring and organising complex
decisions by way of identifying a framework
for understanding the elements in a problem
using the knowledge of a group of experts
involved in the decision making process (Al
Khalil, 2002; Saaty, 2001; Mota et al., 2009). In
this study, once the decision framework is
created it was used to guide the scoring and
ranking of a group of three specimen projects
by social enterprise managers selected from
SIFE, a social organisation based in Salford
UK. The scores and ranks of the managers were
derived using the decision framework and were
then reviewed. Consequently, the managers
were brought together as a group in order to
compare results. They were then asked to select
two of the three specimen projects on the basis
that they were to constitute a suitable pair in a
portfolio of projects. In this way it was hoped
that the social enterprise managers would be
able to improve on their managing of both
project selection and in portfolio development.
3. RESULTS
The project management problem faced by
social enterprise managers and addressed by
this research is, in essence, how to improve the
selection of social projects and to achieve the
portfolio benefits which would come from a
5. Serbian Project Management Journal, Volume 1, Issue 2, December 2011
7
better matching of projects within their
organisations. For a manager operating outside
of commercial business, the lack of the profit
motive as a guide to selecting projects means
that many projects are adopted due to fairly
arbitrary reasons and there is a lack of clarity
and rationality, leading to project failure and
sub-optimal operation.
The Analytic Hierarchical Process (AHP)
approach to decision making suggests that
optimal decision making requires clear criteria
for selecting one decision option over another
(Al-Harbi, 2001). This research study applies
this notion to the decisions required in selecting
one project amongst many possible projects for
adoption by a social enterprise – given that
financial returns are not the sole or key factor-
means generating or uncovering the set of
factors that should be considered.
In order to develop an agreed set of criteria for
project selection, a survey was conducted with
social enterprise project managers recruited
from local social enterprises, who were asked to
score on a scale of 0 to 5 a list of possible
criteria that they might find helpful in assessing
projects: 0 represented the criteria as having no
relevance at all, and 5 as the criteria having
great relevance with 1 to 4 representing the
intermediate levels of relevance. The list of 18
criteria was developed by the research team by
reviewing literature on project selection.
Twelve social enterprise managers responded
and scored the list. The responses were summed
and averaged to arrive at an average score per
criteria. The criteria were then ranked in order
with the highest score ranked first down to the
criteria which received no score from the social
enterprise project managers.
List of social enterprise project selection criteria – scored and ranked.
The top five criteria were identified and then
used to guide decision making by four
managers from the SIFE social enterprise who
had not been part of the process of generating
the list of criteria or scoring the criteria.
4. PROJECT CASE SCORING AND
PORTFOLIO SELECTION
In order to test whether the structured
categories of project selection criteria that were
developed in the first stage of this research
were useful, coherent and useable by social
enterprise managers, three synthetic specimen
project cases were developed. These were titled
Case A, Case B and Case C. Each of the cases
was carefully designed in order to present to the
social enterprise managers a differing profile
keyed around the five categories of payback,
risk, social return, total budget and financial
standing. Thus, for example, Case C was a
synthetic specimen project that suggests SIFE
Position Criteria Rating Average
1 Financial stability (of an external organization) 4.5
2 Payback (time needed to recover the investment) 4.25
3 Social Return on Investment (Value in £) 4.2
4 Risks Analysis (Number of risks and their probability/impact) 4
5 Budget (The size of the total project budget) 3.75
6 Volunteers (number required) 3.67
7 Profit (generated for the organization) 3.2
8 Sustainability of the impact 3
9 Impact (the number of people impacted and scope) 2.88
10 Feasibility of implementation 2.75
11 Learning benefits (for the organization and volunteers) 2.5
12 Time (Duration of the project and hours required) 2.2
13 Cost (obtained by the organization) 2
14 Security of the project 2
15 Training and Support (Available to volunteers from external organization) 1.5
16 Prospect to hand down the project 1
17 Partners (Number of partners involved) 0
18 Net Present Value (NPV) 0
6. K. Kane, M. Andreasik
8
would offer training to people in the
community, this would have a duration of 3
years; from an organisation with low debt; it
would have a £15,000 social return; a budget of
£20000 and risk analysis were scored as
medium. Case A, in contrast, was the delivery
of training to a difficult to access and handle
youth group, with a two year duration; for a
financially weak organisation; with a greater
than 3 year payback, a low budget and high
risk; however, social returns were consequently
much higher than for project C.
It can be seen that the three projects were
carefully structured so that the profiles of each
was different with Case A scoring lower than
Case B and Case C in terms of an overall
assessment using the five criteria for project
selection determined earlier. If each project was
correctly scored, project A would come out as
the lowest, with C the highest and B in the
second place. Given the opportunity to select
only two projects, the natural selection would
be Project B and C. However, the social
enterprise managers were informed that the
selection of projects was limited to two of the
three and that they should select on the basis of
developing a balanced portfolio.
In terms of designing these synthetic specimen
projects, care had been taken to ensure that the
two projects B and C were high scoring but not
complementary given that they were additive
within the five selection criteria – e.g. they have
similar levels of risk but rewards were also
similarly low. With project A and C, the cases
were designed so that they would be balanced
with complementary project selection criteria so
that the high risk of project A would balance
the lower risks of project C; and the high social
returns of project A would balance the lower
returns of C.
SIFE social enterprise manager project scores
All four of the social enterprise managers
scored the three projects fairly similarly. When
they were asked to select two projects from A,
B and C, they opted for the two projects with
the highest scores, that is, project B and project
C and then ignored the portfolio advantages
which would have accrued from the selection of
the more complementary project A and C.
A discussion of the results and scores
determined by the social enterprise managers‟
assessment of the three specimen projects,
indicated that they were happy with the
structuring and scoring process. Given that the
SIFE managers had not used any explicit
criteria for project selection in the past, this
requirement to use a structured set of criteria
was novel to them. They felt that it would be
useful in all social enterprises contingent on it
being a low cost and easily operated process.
However, one of the managers considered the
five criteria overly restrictive and felt that they
should be extended and adjusted to take into
consideration the nature of the particular social
enterprise. Another concern was over the
availability of time and information to make
appropriate decisions and whether this would
be available in practice given the short time
frames and small projects with which social
enterprises were generally concerned. The
notion of a balanced portfolio of projects was
not one that found resonance with the social
enterprise managers and they did not feel it was
a particularly helpful or necessary step for them
in their organisation.
5. CONCLUSION
This research was designed as a small case
study of project selection and portfolio
development in a specialised organisational
Project A Project B Project C
Manager 1: President of SIFE Salford (PoSS)43 71 72
Manager 2: Project Manager (IPM1)55 60 64
Manager 3: Volunteering Manager (CVM)34 60 57
Manager 4: Project Member/Associate (IPA)52 73 82
Total score 184 264 275
7. Serbian Project Management Journal, Volume 1, Issue 2, December 2011
9
form – the social enterprise. Social enterprise
represents, at least in the UK, a new and
growing business structure that has both a need
for traditional management tools and techniques
such as project and portfolio management, but
which also requires these techniques to be
adjusted and developed for the particular needs
of the not-for-profit sector.
Generalisation of the results of such a small
study to all social enterprises or to all
organisations is fraught with the danger of
building too much theory on too small an
evidence base. That said, the results of this
study do have resonance with the practical
experience of project management of the
participants. Project selection can very likely be
improved by having clearly articulated criteria
that relate closely to organisational objectives
and strategies; and the tools of the analytic
hierarchical process are helpful with this task.
In this way, projects may be selected which
have a clear match against the capabilities and
objectives of the organisation and its managers.
At the very least, developing clear criteria
allows managers in these organsations to have
more clarity about their decision making and to
allow more discussion of those projects where
managers give differing weights to the accepted
criteria. Hopefully this will allow for better, or
at least more transparent, decisions to be made.
This research also shows that managers with
little understanding or experience of more
sophisticated project selection methods can
become competent in their use in a very short
time-frame and with only a small investment in
training.
This study also shows that project portfolio
selection is much more problematic as a
concept and as a practical method of improving
the organisation‟s balancing of projects and
their profiles of risk and reward. The social
enterprise managers found it difficult to grasp
the notion that a set of what seem to be
optimum projects may, once they are brought
together, be sub-optimal in strategic terms. The
managers, even when given sythetically
developed project profiles, could not see how
projects need to be matched so that low risk
projects were balanced against high risk and
where low return projects were matched against
high. It is likely that this unwillingness to
manage projects strategically through the
design of an appropriate porfolio structure is
not uncommon in many commercial as well as
social enterprises.
More research certainly needs to be undertaken
in this area, firstly in the study of project
portfolio selection and balancing and its
relation with successful project completion and
with organisational strategic goal achievement;
and secondly in the training of project and other
managers in the theory and practice of portfolio
selection and management. A larger scale
research study could uncover much useful
material in the relatively new discipline of
projects and portfolios; and more work on the
social enterprise sector could improve the
success and competence of the management in
this sector of growing importance and
influence.
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