The lecture attempts to gather ideas and examples from elsewhere in the world to local examples: Muhamad Yunus of Grameen Bank and Dr. V of Aravind Hospital from India. They were able to build large and effective organizations serving millions and the poor, while not maximizing profits. In the Philippines, Ateneos Dr. Lavina is a pioneer in social entrepreneurship, an Ashoka fellow and has inspired a lot of young people do such great projects as Rags to Riches, Hapinoy. Then there is the world renowned Illac Diaz.
Even the great thinker on competitiveness, Prof Michael Porter,,,writes under the CSV concept that values must be shared by the business and the community where the business is situated.
Social entrepreneurship aims to solve social problems through entrepreneurial means. It involves identifying social issues, conducting research to define them, and creating social ventures to drive desired change. Social entrepreneurs focus on social goals rather than profits, using business strategies to be self-sustaining and maximize social impact. Their approaches include innovating new solutions, operating social enterprises that generate income, prioritizing community benefit, and reinvesting profits into their missions.
This document defines and discusses key concepts related to social enterprises. It explains that social enterprises are businesses that trade for social, environmental, or cultural purposes and reinvest most of their profits toward their social mission. The document outlines different types of social enterprises based on their legal structure, purpose, and markets. It also discusses recent developments and support for social enterprises in Australia at both the federal and state/local levels.
SOCIAL ENTREPRENEURSHIP& ITS IMPACT ON SOCIETYAkash M
This document discusses social entrepreneurship and its impacts on society. It defines social entrepreneurship as using business principles to address social, cultural, or environmental issues. Social entrepreneurs aim to promote social and environmental goals rather than being profit-centered. The document outlines the characteristics and types of social entrepreneurship, as well as its importance and impacts. It discusses how social entrepreneurship creates employment, improves health and well-being, empowers women, and supports other social causes. The document also examines the growing support system and some challenges for social entrepreneurship in India.
This document discusses building a social enterprise. It begins by outlining dimensions to consider when defining an organization's mission, including using the mission as an entrepreneur's most useful tool. It also discusses how to plan and lead through the mission. The document then covers recognizing and assessing opportunities, including opportunity recognition and factors to consider when assessing opportunities like social value potential, market potential, and sustainability potential. Sources cited include books on social entrepreneurship and enterprise.
The document provides an overview of the nonprofit sector, including its historical roots in Greco-Roman and Judeo-Christian traditions of community and social responsibility. It discusses the growth of philanthropy following the Industrial Revolution. Key terms like charity, philanthropy, and the various IRS classifications of nonprofits are explained. Statistics are given on the size and economic impact of the nonprofit sector in the US. Different frameworks for categorizing nonprofits are outlined, including their purposes, beneficiaries, and degree of commercialization. Issues around social enterprises and the controversy over nonprofits engaging in commercial activities are also summarized.
The lecture attempts to gather ideas and examples from elsewhere in the world to local examples: Muhamad Yunus of Grameen Bank and Dr. V of Aravind Hospital from India. They were able to build large and effective organizations serving millions and the poor, while not maximizing profits. In the Philippines, Ateneos Dr. Lavina is a pioneer in social entrepreneurship, an Ashoka fellow and has inspired a lot of young people do such great projects as Rags to Riches, Hapinoy. Then there is the world renowned Illac Diaz.
Even the great thinker on competitiveness, Prof Michael Porter,,,writes under the CSV concept that values must be shared by the business and the community where the business is situated.
Social entrepreneurship aims to solve social problems through entrepreneurial means. It involves identifying social issues, conducting research to define them, and creating social ventures to drive desired change. Social entrepreneurs focus on social goals rather than profits, using business strategies to be self-sustaining and maximize social impact. Their approaches include innovating new solutions, operating social enterprises that generate income, prioritizing community benefit, and reinvesting profits into their missions.
This document defines and discusses key concepts related to social enterprises. It explains that social enterprises are businesses that trade for social, environmental, or cultural purposes and reinvest most of their profits toward their social mission. The document outlines different types of social enterprises based on their legal structure, purpose, and markets. It also discusses recent developments and support for social enterprises in Australia at both the federal and state/local levels.
SOCIAL ENTREPRENEURSHIP& ITS IMPACT ON SOCIETYAkash M
This document discusses social entrepreneurship and its impacts on society. It defines social entrepreneurship as using business principles to address social, cultural, or environmental issues. Social entrepreneurs aim to promote social and environmental goals rather than being profit-centered. The document outlines the characteristics and types of social entrepreneurship, as well as its importance and impacts. It discusses how social entrepreneurship creates employment, improves health and well-being, empowers women, and supports other social causes. The document also examines the growing support system and some challenges for social entrepreneurship in India.
This document discusses building a social enterprise. It begins by outlining dimensions to consider when defining an organization's mission, including using the mission as an entrepreneur's most useful tool. It also discusses how to plan and lead through the mission. The document then covers recognizing and assessing opportunities, including opportunity recognition and factors to consider when assessing opportunities like social value potential, market potential, and sustainability potential. Sources cited include books on social entrepreneurship and enterprise.
The document provides an overview of the nonprofit sector, including its historical roots in Greco-Roman and Judeo-Christian traditions of community and social responsibility. It discusses the growth of philanthropy following the Industrial Revolution. Key terms like charity, philanthropy, and the various IRS classifications of nonprofits are explained. Statistics are given on the size and economic impact of the nonprofit sector in the US. Different frameworks for categorizing nonprofits are outlined, including their purposes, beneficiaries, and degree of commercialization. Issues around social enterprises and the controversy over nonprofits engaging in commercial activities are also summarized.
introduction to the basics of Fundraising
What are the types of funds? What are the sources of fund? Who needs fund?
How to write a proposal?
And everything you need to know about funds & fundraising.
The document outlines several key skills of the social work professional, including empathy, self-awareness, boundary setting, active listening, social perceptiveness, critical thinking, and strong written and verbal communication abilities. A social worker must be able to understand others' perspectives, evaluate their own performance, maintain appropriate boundaries, listen carefully, pick up on social and verbal cues, think critically about each case, and document cases clearly in writing. These diverse skills allow social workers to wear many hats and help meet the varied needs of all clients who seek their assistance.
Social entrepreneurship aims to tackle social issues using business principles to create sustainable social change. Social entrepreneurs develop simple ideas to empower people to solve social problems themselves. They come up with new solutions and role models to motivate others. Social entrepreneurs can operate non-profits, for-profits, or hybrid models. Their focus is on social value over private value. They pursue opportunities relentlessly without resources and are accountable for outcomes. Social entrepreneurship combines social missions with business approaches to create change.
You may have heard the term "Intrapreneur," but what does it mean? What separates an intrapreneur from an entrepreneur and what can they do for your company? Find out here!
Five Stages of Social EntrepreneurshipYutakaTanabe
The document summarizes a presentation on defining five stages of social entrepreneurship: (1) opportunity, (2) individualized activity, (3) organized activity, (4) socialized activity, and (5) sustainability. It uses the example of Teach for America to illustrate how a social enterprise can progress through these stages, expanding its social mission from the work of an individual founder to having societal impact through policy change. The presentation draws on literature from entrepreneurship and non-profit management to develop this framework for understanding the development of social entrepreneurship.
Corporate Social Responsibility Business Strategy PowerPoint Presentation Sli...SlideTeam
This document provides an overview of corporate social responsibility (CSR) strategies and frameworks. It defines CSR as business practices that contribute to sustainable development by delivering economic, social, and environmental benefits for all stakeholders. The presentation outlines key aspects of developing a CSR strategy such as assessing stakeholder expectations and societal priorities, defining CSR objectives based on business goals and organizational strengths, benchmarking against competitors, and creating a timeline and milestones for implementation and review. It emphasizes integrating CSR throughout a company's operations and engaging employees in CSR programs and initiatives.
The document discusses building a social entrepreneurship ecosystem. It explains that social entrepreneurs solve real social problems through innovation while also being financially sustainable. It outlines several elements needed to support social entrepreneurs, including education, incubators and accelerators, investors, mentorship, media coverage, supportive policies and legal frameworks, research, and organizing networks. The goal is to change how business is done so that it works for more people and the planet. The presentation encourages thinking about how one's own skills could address a social or environmental problem.
This document provides an overview of social business models. It discusses Muhammad Yunus' concept of doing everything in reverse to help people. Social businesses are self-sustaining companies that serve society and improve lives while repaying investor's money. They have a quadruple bottom line of people, profit, planet and purpose. Building social business models requires challenging assumptions, finding partners, experimentation, prioritizing social profit, and specifying the social mission to avoid mission drift. The document provides examples and resources for learning more about social enterprises.
An introduction to social entrepreneurshipRaf Vlummens
The document provides an introduction to social entrepreneurship. It defines social entrepreneurship as organizations that trade for social purposes and use any profits to further social objectives. Social enterprises have up to four bottom lines including social, environmental, economic, and financial impacts. The document discusses how social entrepreneurship addresses unmet social needs and is motivated by social benefit. It also presents examples of social enterprises like Grameen Danone Foods, a joint venture creating jobs and improving nutrition in Bangladesh. In conclusion, the document notes both challenges like acquiring money and demonstrating effectiveness, and opportunities like demographic shifts and increased social spending that social entrepreneurship may face in the future.
05. corporate social responsibility conceptsHamdoonHussain
This document provides an overview of corporate social responsibility (CSR). It defines CSR and discusses why companies should invest in CSR initiatives. The document outlines the scope of CSR and how it addresses issues in communities, health and welfare, education, human rights, and the environment. It also discusses drivers of CSR, how companies can implement CSR programs and initiatives, and the benefits CSR can provide to companies. Finally, it provides examples of CSR programs and initiatives undertaken by companies like PIA, PepsiCo, and HBL in Pakistan.
Are you toying with an idea for a business?
A lot of people think about starting a business, but for whatever reason the idea never becomes a reality. If you’re an entrepreneur who is on the fence about starting a business, we have the encouragement you need to take the first step.
We asked 30 business owners to offer persuasive reasons for entrepreneurs to launch a business.
The Code of Ethics of the National Association of Social Workers outlines six core values and corresponding ethical principles that guide social workers - service, social justice, dignity and worth of the person, importance of human relationships, integrity, and competence. The code provides standards for social workers' responsibilities to clients, colleagues, practice settings, as a professionals, to the social work profession, and to society. It is intended to help social workers resolve ethical issues and ensure ethical conduct.
The document discusses corporate social responsibility from several perspectives:
1. It defines CSR as a business's commitment to operate in an economically, socially, and environmentally sustainable manner while balancing stakeholder interests.
2. Businesses traditionally focused on profit maximization and shareholder value, but now have broader responsibilities to stakeholders and society through ethical practices, legal compliance, and contributing to economic development.
3. CSR has evolved from profit-centric and stakeholder models to one where businesses proactively address social issues like poverty, education, health, and the environment to improve quality of life.
This document provides an overview of social entrepreneurship and social enterprises. It begins with a quote highlighting the growing appeal of social entrepreneurship as a means to address social problems. The agenda then outlines topics on common conceptions of social entrepreneurship, defining its domain, and implications for scaling. Useful resources on the topic are also listed, followed by examples of well-known UK social enterprises. The document goes on to discuss conceptual foundations and definitions of social entrepreneurship, as well as the relationship between social entrepreneurship and the economic system.
The document discusses social entrepreneurship and social entrepreneurs. It defines social entrepreneurship as applying entrepreneurial principles to creating social value rather than private gain. Social entrepreneurs pursue innovative solutions to social problems and seek to make sustainable change. The document provides examples of social entrepreneurs and their social enterprises, and discusses some of the key drivers and challenges of social entrepreneurship.
Chapter 1 concept and nature of entrepreneurshipAlebachew Hailu
This document provides an overview of entrepreneurship including: the concept of entrepreneurship and importance of entrepreneurship; functions and characteristics of entrepreneurs; differences between entrepreneurs and managers; the entrepreneurial process involving identifying opportunities, developing a business plan, determining required resources, and managing the enterprise; and the ethics and social responsibility of entrepreneurship.
Corporate Social Responsibility - An OverviewVineet Murli
This document discusses the concept of corporate social responsibility (CSR). It defines CSR as companies taking responsibility for their environmental and social impacts and engaging in activities that benefit society beyond legal requirements. The document outlines the basic principles of CSR, including that businesses are interconnected with society and have responsibilities beyond profit and shareholders. It also provides examples of CSR initiatives in India and discusses approaches companies take to CSR.
https://bloomerang.co/resources/webinars
Martin Leifeld will focus upon a philosophy and twelve foundational principles upon which fundraising activities should occur.
These slides do given a first introduction to the topic what is social business, which approaches are there and then describe the 5 Types of Social Business .
They are taken from my lecture at the FH Kufstein on Social Business Plan making. For more information on Social Business please visit my website: http://www.monon.eu/en/social-business/
Online Tools, Cultural Practices & Alternative HistoryTangos Chan
This document discusses how online tools, cultural practices, and alternative histories have developed in China. It mentions several examples of independent publications, websites, and cultural projects from 1979 to 2009 that explore new forms of music, art, and independent thought outside of mainstream state-sanctioned outlets. The document concludes by thanking the audience.
El documento presenta la biografía de Brandon Ramírez, un joven de 16 años que actualmente asiste al colegio CAIGUA. Detalla su educación primaria en la escuela El Tamarindo y básica en el INEB, así como sus pasatiempos favoritos como el fútbol y ver televisión. Menciona que tiene muchos amigos y que sus padres lo apoyan para seguir adelante.
introduction to the basics of Fundraising
What are the types of funds? What are the sources of fund? Who needs fund?
How to write a proposal?
And everything you need to know about funds & fundraising.
The document outlines several key skills of the social work professional, including empathy, self-awareness, boundary setting, active listening, social perceptiveness, critical thinking, and strong written and verbal communication abilities. A social worker must be able to understand others' perspectives, evaluate their own performance, maintain appropriate boundaries, listen carefully, pick up on social and verbal cues, think critically about each case, and document cases clearly in writing. These diverse skills allow social workers to wear many hats and help meet the varied needs of all clients who seek their assistance.
Social entrepreneurship aims to tackle social issues using business principles to create sustainable social change. Social entrepreneurs develop simple ideas to empower people to solve social problems themselves. They come up with new solutions and role models to motivate others. Social entrepreneurs can operate non-profits, for-profits, or hybrid models. Their focus is on social value over private value. They pursue opportunities relentlessly without resources and are accountable for outcomes. Social entrepreneurship combines social missions with business approaches to create change.
You may have heard the term "Intrapreneur," but what does it mean? What separates an intrapreneur from an entrepreneur and what can they do for your company? Find out here!
Five Stages of Social EntrepreneurshipYutakaTanabe
The document summarizes a presentation on defining five stages of social entrepreneurship: (1) opportunity, (2) individualized activity, (3) organized activity, (4) socialized activity, and (5) sustainability. It uses the example of Teach for America to illustrate how a social enterprise can progress through these stages, expanding its social mission from the work of an individual founder to having societal impact through policy change. The presentation draws on literature from entrepreneurship and non-profit management to develop this framework for understanding the development of social entrepreneurship.
Corporate Social Responsibility Business Strategy PowerPoint Presentation Sli...SlideTeam
This document provides an overview of corporate social responsibility (CSR) strategies and frameworks. It defines CSR as business practices that contribute to sustainable development by delivering economic, social, and environmental benefits for all stakeholders. The presentation outlines key aspects of developing a CSR strategy such as assessing stakeholder expectations and societal priorities, defining CSR objectives based on business goals and organizational strengths, benchmarking against competitors, and creating a timeline and milestones for implementation and review. It emphasizes integrating CSR throughout a company's operations and engaging employees in CSR programs and initiatives.
The document discusses building a social entrepreneurship ecosystem. It explains that social entrepreneurs solve real social problems through innovation while also being financially sustainable. It outlines several elements needed to support social entrepreneurs, including education, incubators and accelerators, investors, mentorship, media coverage, supportive policies and legal frameworks, research, and organizing networks. The goal is to change how business is done so that it works for more people and the planet. The presentation encourages thinking about how one's own skills could address a social or environmental problem.
This document provides an overview of social business models. It discusses Muhammad Yunus' concept of doing everything in reverse to help people. Social businesses are self-sustaining companies that serve society and improve lives while repaying investor's money. They have a quadruple bottom line of people, profit, planet and purpose. Building social business models requires challenging assumptions, finding partners, experimentation, prioritizing social profit, and specifying the social mission to avoid mission drift. The document provides examples and resources for learning more about social enterprises.
An introduction to social entrepreneurshipRaf Vlummens
The document provides an introduction to social entrepreneurship. It defines social entrepreneurship as organizations that trade for social purposes and use any profits to further social objectives. Social enterprises have up to four bottom lines including social, environmental, economic, and financial impacts. The document discusses how social entrepreneurship addresses unmet social needs and is motivated by social benefit. It also presents examples of social enterprises like Grameen Danone Foods, a joint venture creating jobs and improving nutrition in Bangladesh. In conclusion, the document notes both challenges like acquiring money and demonstrating effectiveness, and opportunities like demographic shifts and increased social spending that social entrepreneurship may face in the future.
05. corporate social responsibility conceptsHamdoonHussain
This document provides an overview of corporate social responsibility (CSR). It defines CSR and discusses why companies should invest in CSR initiatives. The document outlines the scope of CSR and how it addresses issues in communities, health and welfare, education, human rights, and the environment. It also discusses drivers of CSR, how companies can implement CSR programs and initiatives, and the benefits CSR can provide to companies. Finally, it provides examples of CSR programs and initiatives undertaken by companies like PIA, PepsiCo, and HBL in Pakistan.
Are you toying with an idea for a business?
A lot of people think about starting a business, but for whatever reason the idea never becomes a reality. If you’re an entrepreneur who is on the fence about starting a business, we have the encouragement you need to take the first step.
We asked 30 business owners to offer persuasive reasons for entrepreneurs to launch a business.
The Code of Ethics of the National Association of Social Workers outlines six core values and corresponding ethical principles that guide social workers - service, social justice, dignity and worth of the person, importance of human relationships, integrity, and competence. The code provides standards for social workers' responsibilities to clients, colleagues, practice settings, as a professionals, to the social work profession, and to society. It is intended to help social workers resolve ethical issues and ensure ethical conduct.
The document discusses corporate social responsibility from several perspectives:
1. It defines CSR as a business's commitment to operate in an economically, socially, and environmentally sustainable manner while balancing stakeholder interests.
2. Businesses traditionally focused on profit maximization and shareholder value, but now have broader responsibilities to stakeholders and society through ethical practices, legal compliance, and contributing to economic development.
3. CSR has evolved from profit-centric and stakeholder models to one where businesses proactively address social issues like poverty, education, health, and the environment to improve quality of life.
This document provides an overview of social entrepreneurship and social enterprises. It begins with a quote highlighting the growing appeal of social entrepreneurship as a means to address social problems. The agenda then outlines topics on common conceptions of social entrepreneurship, defining its domain, and implications for scaling. Useful resources on the topic are also listed, followed by examples of well-known UK social enterprises. The document goes on to discuss conceptual foundations and definitions of social entrepreneurship, as well as the relationship between social entrepreneurship and the economic system.
The document discusses social entrepreneurship and social entrepreneurs. It defines social entrepreneurship as applying entrepreneurial principles to creating social value rather than private gain. Social entrepreneurs pursue innovative solutions to social problems and seek to make sustainable change. The document provides examples of social entrepreneurs and their social enterprises, and discusses some of the key drivers and challenges of social entrepreneurship.
Chapter 1 concept and nature of entrepreneurshipAlebachew Hailu
This document provides an overview of entrepreneurship including: the concept of entrepreneurship and importance of entrepreneurship; functions and characteristics of entrepreneurs; differences between entrepreneurs and managers; the entrepreneurial process involving identifying opportunities, developing a business plan, determining required resources, and managing the enterprise; and the ethics and social responsibility of entrepreneurship.
Corporate Social Responsibility - An OverviewVineet Murli
This document discusses the concept of corporate social responsibility (CSR). It defines CSR as companies taking responsibility for their environmental and social impacts and engaging in activities that benefit society beyond legal requirements. The document outlines the basic principles of CSR, including that businesses are interconnected with society and have responsibilities beyond profit and shareholders. It also provides examples of CSR initiatives in India and discusses approaches companies take to CSR.
https://bloomerang.co/resources/webinars
Martin Leifeld will focus upon a philosophy and twelve foundational principles upon which fundraising activities should occur.
These slides do given a first introduction to the topic what is social business, which approaches are there and then describe the 5 Types of Social Business .
They are taken from my lecture at the FH Kufstein on Social Business Plan making. For more information on Social Business please visit my website: http://www.monon.eu/en/social-business/
Online Tools, Cultural Practices & Alternative HistoryTangos Chan
This document discusses how online tools, cultural practices, and alternative histories have developed in China. It mentions several examples of independent publications, websites, and cultural projects from 1979 to 2009 that explore new forms of music, art, and independent thought outside of mainstream state-sanctioned outlets. The document concludes by thanking the audience.
El documento presenta la biografía de Brandon Ramírez, un joven de 16 años que actualmente asiste al colegio CAIGUA. Detalla su educación primaria en la escuela El Tamarindo y básica en el INEB, así como sus pasatiempos favoritos como el fútbol y ver televisión. Menciona que tiene muchos amigos y que sus padres lo apoyan para seguir adelante.
This document provides a profile for Ismail Mohd Tahir including his personal details, education history working experience, areas of expertise, and responsibilities in various roles. Some key details include:
- Ismail is married, Malaysian, and received an Associate in Applied Science degree in Marine Technology from a college in Seattle in 1982.
- He has over 30 years of experience working for companies like Petronas, Ay Engineering, and Ramunia Fabricators in roles like Construction Manager, General Manager, and Senior Fabrication Engineer.
- His areas of expertise include fabrication, construction, quality control, and inspection for oil and gas industries.
This document provides instructions for using Popplet, noting that you can create new popplets by double clicking, write and change text box colors. Additional options include drawing, uploading items, connecting popplets to a central node, and creating more popplets linked together. The document emphasizes that popplets can be linked with lines and that your work can be saved.
Este documento contiene preguntas y respuestas sobre varios capítulos de la Biblia. Cubre temas como la creación, el arca de Noé, los mandamientos de Dios y las enseñanzas de Jesús. Las respuestas explican brevemente los eventos y enseñanzas bíblicos mencionados en cada pregunta de una manera simple y directa para que los niños puedan comprenderlos.
Una solución consolidada y a su medida. Mejora la atención telefónica, incrementa la calidad de servicio y facilita datos estadísticos de la actividad realizada.
Impartido por: José Ferrero, Jusan
FINNISH SPORT SPONSORSHIP AND SPONSORED SOCIAL MEDIA CONTENTLaura Peltonen
In Finnish sports marketing sports organizations' social media networks are used to connect sponsoring brands with the fans. The main objective of this thesis is to help rights-holders and sponsors to recognize and create engaging sponsored social media content that generates desired reaction and engagement among the target audience. This thesis is a case study that investigates how different content factors affect the willingness of Finnish sports consumers to engage with sponsored content posts published by the rights-holders. The research focuses on investigating sponsored posts published by Liiga ice hockey teams on their social media platforms and the reaction they create among the target audience. The case organizations, Liiga ice hockey teams, are 15 Finnish ice hockey teams that compete in Liiga, Finnish top professional ice hockey league. To offer an international benchmark to the research also three NHL ice hockey teams and the sponsored posts published on their social media platforms are included.
The research was conducted by analysing the collected social media content posts with explanatory sequential mixed research method which combines both quantitative and qualitative methods. Based on the research results suggestions and recommendations are given on how sponsored social media content could be developed and targeted more effectively.
In this session, United Way NCA Director of Philanthropic Engagement Stephen Saunders covers goal setting and donor strategy. You can watch the guided webinar recording at UnitedWayNCA.org/domore24training
¿Qué es un SBC Session Border Controller?
1. Esta creciendo el mercado de SIP Trunking?
2. La seguridad en VoIP es un gran problema?
3. Experimentas Audio en un solo sentido?
4. Es difícil la interoperabilidad SIP a SIP entre fabricantes
5. Conoces de alguien que sufrió ataques su PBX ?
La experiencia de gestión de: Hatillo SaludPAGGMunicipal
El documento resume la situación de salud que se encontró en el municipio de El Hatillo al asumir la nueva gestión de salud, incluyendo falta de registros, personal y equipamiento. Luego detalla los logros alcanzados en dos años y medio como la creación de una red ambulatoria rural-urbana, implementación de programas de atención primaria y servicios como emergencia móvil. Finalmente, identifica los desafíos pendientes como la deuda con proveedores y escasez de medicamentos.
Plan Progresa-Educativo: Superarte y Equípate y edúcate. PAGGMunicipal
Ponente: Nahury Escalona, Directora de Educación y Andrés Moreno, Director de Juventud de la alcaldía del municipio Sucre del estado Miranda.
Ier Encuentro Nacional de Política Social y Programas Sociales en el Municipio. Universidad Metropolitana, Caracas 15 y 16 de julio de 2016.
The document discusses root cause analysis techniques for problem solving. It addresses key questions about when action should be taken to address problems and the importance of treating each problem seriously to find the underlying cause. Various tools for root cause analysis are defined, including brainstorming, cause-and-effect diagrams, the 5 whys technique, checklists and flowcharts. Guidance is provided on effective use of cause-and-effect diagrams and 5 whys to delve beyond symptoms and uncover root causes.
This document provides an overview of root cause analysis (RCA) and corrective and preventive action (CAPA) processes. It defines failure, outlines objectives of investigations such as corrective actions and preventive actions. It discusses quality of investigations and common but incorrect initial responses. The document then covers starting an RCA with a positive mindset, avoiding bias, not blaming individuals, and effective teamwork. Steps in an investigation and CAPA process are defined including identification, risk assessment, immediate action, root cause analysis, action planning, implementation and follow-up. Tools for root cause analysis like brainstorming, field trips, 5 whys, and Ishikawa diagrams are described.
There are 6 types of discrimination in the workplace: 1) discriminatory policies or practices which deny equal opportunities or rewards, 2) sexual harassment through unwanted sexual advances, 3) intimidation through overt threats or bullying, 4) mockery and insults through negative jokes and stereotypes, 5) exclusion from opportunities, events or discussions, and 6) incivility through disrespectful or aggressive treatment.
This chapter discusses accounting and finance systems within ERP. It examines traditional accounting systems, ERP accounting modules, and the benefits of ERP like integrated and real-time data sharing across departments. The case study of Atlantic Manufacturing highlights issues with separate accounting systems like inaccurate paperwork and lack of coordination. ERP provides management with tools for budgeting, cash flow analysis, and profitability reporting to help maximize profits.
El documento habla sobre una agencia de motos y los diferentes tipos de motos que ofrecen para hombres y mujeres. Explica que existen motos altas y bajas para satisfacer los diferentes gustos y necesidades de los clientes, así como ofertas especiales para mujeres bajitas. También menciona que las agencias intentan encontrar formas de financiar las compras para hacerlas accesibles a todas las personas.
Why Data Virtualization? An Introduction by DenodoJusto Hidalgo
Data Virtualization means Real-time Data Access and Integration. But why do I need it? This presentation tries to answer it in a simple yet clear way.
By Alberto Pan, CTO of Denodo, and Justo Hidalgo, VP Product Management.
This document provides an overview of a presentation on raising serious money through grants. It discusses:
- The background and experience of the presenter, Robin L. Cabral, as a development consultant and Certified Fund Raising Executive.
- Key things organizations should know about themselves before beginning the grant seeking process, including their mission, programs, uniqueness, and current funding sources.
- An overview of different types of potential funding sources for grants, including corporations, foundations, government entities, and how to research them.
- Important steps in the grant seeking process, such as understanding the funder's goals and needs, building relationships, writing compelling proposals, following up on submissions, and maintaining relationships with fund
The document provides guidance for developing a fund development plan for nonprofit organizations and DEC grantees. It discusses establishing fund development responsibilities and oversight structures. A key part is developing a multi-year fund development plan that identifies goals, strategies, budgets and timelines. The plan should be based on assessing organizational strengths/weaknesses and the external funding environment. A variety of fundraising strategies are explored, from events and direct mail to online giving. Tracking results and revising the plan annually is also recommended. The document emphasizes establishing relationships with current and prospective donors as the most effective way to raise funds.
A workshop on working with foundations originally presented to student at Elon University's Kernodle Center for Service Learning and Community Engagement.
NPO Business Plans (Elizabeth Bolton, Ph.D.)Kari Brill
This document outlines the key elements that should be included in a nonprofit business plan. It discusses that nonprofits make important economic contributions through leadership development, volunteer training, providing services, financial capital, employment, and social capital. The business plan elements that should be addressed include governance, strategic plan, financial management, marketing, fundraising, risk management, and ethics. Developing a strong business plan is important for nonprofits to clearly define their mission and goals and plan effectively.
This document outlines a presentation on fundraising and risk management for social enterprises. It begins by defining key fundraising concepts and terms. It then discusses various types of fundraising like individual donations, corporate sponsorship, and crowdfunding. It also covers managing risks through methods like risk assessment checklists and sensitivity analysis. The document concludes by highlighting challenges social enterprises face in accessing financial resources and lessons from an EU study on supporting social enterprise ecosystems.
Organizational Capacity-Building Series - Session 11: FundraisingINGENAES
This session describes key aspects of organizational fundraising. These presentations are are part of a workshop series that was implemented in Nepal and 2016 as part of the INGENAES initiative.
This document provides an overview of non-profit organizations and potential business models for funding non-profits. It discusses what constitutes a non-profit, reasons for starting a non-profit organization, and the multi-step process for obtaining 501(c)(3) tax-exempt status from the IRS. Ten potential non-profit business models are described in detail, focusing on essential questions, examples, typical funding streams, pros, cons, and capacity needed for each model. Additional funding tactics like sponsored funder roundtables, affinity groups, networking events, and gala events are also briefly outlined.
The document discusses benchmarks for evaluating highly effective charities. It outlines key areas to evaluate such as governance and leadership, administrative operations, financial management, community engagement, and program implementation. Specific questions are provided under each area to help assess the charity's effectiveness, including composition of the board, financial policies, community relationships, and ability to measure social impact. The document also provides resources for learning more about strategic philanthropy and how to integrate it with wealth management.
The elements of building a successful fundraising strategy
*Fundraising in context
*New Zealand's individual giving market
* Strategy options
* Critical success factors
This document provides an overview of development and fundraising for arts organizations. It discusses the importance of development positions and outlines various sources of funding including individuals, corporations, foundations, and government grants. It also covers ongoing support strategies like annual funds and endowments. Trends in donations and the impact of the recession on non-profits are addressed. The document concludes with sections on case statements, writing for fundraising, and creating a fundraising plan.
AdNet - Nonprofit Research, Philanthropic Consulting, and Family Planning Rep...lpomara
January 22, 2014 AdNet Webinar: What tools, reports and summary frameworks are you using to report back to your donors? ur works consists of strategic planning sessions, family philanthropy retreats, end-of-year snapshots and nonprofit briefs … how do we most effectively report back to donors so that they fully experience the added value of our community knowledge and philanthropic expertise? Reports and strategy session summaries can take a lot of time and they can waver between the objective and the subjective. Some donors like it brief, like to dig into data, and clearly see a roadmap for progress. Other donors like to understand their values and motivations, understand their relationship to giving, see dynamic visuals, and involve family. If you are interested in learning how some other community foundations are structuring reports and creating consulting summaries, this is a webinar for you. [This webinar is an encore presentation from the 2013 AdNet Conference.] Adnet is the (www.adnetcf.org) premier professional organization for advancement professionals in the community foundation world.
The document provides strategies for nonprofit organizations to succeed with fundraising in challenging times. It discusses trends in giving like compassion fatigue and reduced government funding. It emphasizes establishing positive donor communications, listening to donors, and having cultivation and stewardship plans. It encourages organizations to unlock potential for charitable giving by sharing their passion and helping donors meet philanthropic objectives.
NYMACC 2011 Fund Development for Your Arts Organization BoardAndrew Marietta
The document provides an overview of strategies and best practices for arts organization boards to effectively develop funds and resources. It discusses developing a comprehensive development plan with goals, timelines, budgets and evaluations. The plan should analyze strengths/weaknesses and opportunities/threats while outlining specific fundraising strategies. Boards are responsible for oversight, participation and accountability, and members should be trained to personally fundraise and cultivate donors and community support through relationship-building.
This document provides information on accessing funds for international projects. It notes that the majority (over 75%) of charitable donations come from individuals. In 2005, Americans contributed over $260 billion to charities, with 83% (over $213 billion) going to domestic causes and 17% (over $2.8 billion) going to international causes. It then lists the top 10 strategies for approaching funders, including assessing what other groups are doing, allowing sufficient time for the funding process, developing a strong team, doing research on potential funders and your program, and tailoring your marketing approach without changing your program.
Presented at World Learning/ SIT Graduate Institute, Washington DC, August 2013.
Orientation for MA Sustainability/ International Policy & Management Programs
How does your organisation stay competitivenfpSynergy
The document discusses strategies for non-profits to gain and maintain a competitive advantage. It presents four main strategies: having a niche focus in services provided or geographic area served; being driven primarily by external funding sources; differentiating based on target audience or products/services; and having an overarching goal of raising awareness of the organization. It also notes how the external environment is changing and non-profits must adapt strategies to remain competitive. Measurement of competitive positioning can include factors like media mentions, search engine results, and growth trends. An effective strategy framework is recommended to guide an organization's marketing and communications.
A Foundation Grants program is the base of every philanthropy program. An organization constructs its case for support which acts as the main commercial for the organization. Prospect research, planning and communications are also discussing in this presentation.
The document discusses integrating resource development and marketing for increased revenue. It outlines 5 key steps to successful development: having a compelling case for support, availability of volunteer leadership, assessing an organization's philanthropic potential, being internally prepared, and fostering a culture of philanthropy. The document also stresses the importance of strategic marketing to help communicate an organization's services, develop connections, and widen its target demographic. Various marketing tools and strategies are proposed for different audiences.
Fundraising basics for NETFUND GIA winners. NETFUND GIA is an annual awards programs that seeks to inspire environmental conservation while improving livelihoods of Kenyans in order to promote economic growth.
Similar to Developing a Strategic Fund Development Plan (March 17, 2015) (20)
Use a marketing resources to help you make Do More 24 your most successful fundraising event of the year. This is the presentation that was given at Nonprofit Training on March 15, 2018 at Catholic University.
Creating a fundraising strategy to help you make Do More 24 your most successful fundraising event of the year. This is the presentation that was given at Nonprofit Training on March 15, 2018 at Catholic University.
The conclusion of our capacity building series. This session gives a review of donor engagement strategies, marketing and tips to create a successful Do More 24 campaign!
This document provides an overview of Session #5 of the Do More 24 Capacity Building and Strategy Training Series, which focuses on social media strategy, email campaigns, graphic design using the Do More 24 branding, and paid advertising options. The session outlines how to create an effective social media and email outreach strategy using editorial calendars and influencers. It also discusses using the Do More 24 branding toolkit to easily create and download graphics for outreach. The session concludes with updates and time for questions.
This document discusses using social media to drive fundraising. It recommends focusing on the 3 Cs of social media: customers, content, and capabilities. It provides tips for using different social media platforms like Facebook, Twitter, LinkedIn, Pinterest and Instagram. The document stresses the importance of engaging content over promotional content and shares statistics on how social media can boost customer engagement, new customers and referrals for businesses.
This document provides guidance on using social media to drive fundraising. It discusses the importance of understanding your audience and having a plan for credible, consistent content and engagement across different social media platforms like Facebook, Twitter, LinkedIn and Instagram. Key recommendations include tailoring your message for each platform, posting multiple times per week with a mix of photos, videos and other shared content, and leveraging your authentic connections and relationships to inspire engagement from supporters. The document emphasizes developing a social media strategy and audit to effectively utilize these channels for nonprofit fundraising.
This document provides an overview and instructions for a nonprofit fundraising event called DoMore24. It discusses:
- The DoMore24 website and how nonprofits can create their own fundraising page.
- The registration process for nonprofits, including returning organizations logging back into their profiles.
- Tips for maximizing donations including setting fundraising goals, developing a donor strategy targeting different donor segments, recruiting fundraising ambassadors, and creating an outreach calendar.
- New features for the upcoming DoMore24 including advanced giving, hourly prizes, and updated leaderboards to increase friendly competition between organizations.
The document aims to help nonprofit representatives effectively utilize the DoMore24 platform and tools to drive donations on
This document provides guidance on developing a donor strategy and outreach plan for a 24-hour giving campaign called "Do More 24". It discusses segmenting donors into groups like board members, top donors, mid-level donors, and prospects. For each segment, it recommends strategies like leveraging board leadership gifts, scheduling face-to-face donor meetings, and implementing an ambassador program. The document also provides a sample outreach calendar counting down to and following the giving day, with multiple reminder emails and social media updates. The goal is to engage each donor segment through personalized outreach and motivate them to participate in and help spread awareness of the campaign.
This document summarizes a training session on creating a donor strategy. It discusses segmenting donors into groups, defining each segment, and mapping out engagement strategies for each. The key segments discussed are board members, top donors, mid-level donors, annual fund donors, non-donors, and institutional partners. For each segment, the document outlines who to leverage, potential asks, and suggested engagement and outreach approaches. The goal is to better manage donors and data through segmentation and to motivate donors to support organizational goals.
This document summarizes a presentation about maximizing corporate sponsorship. The presentation covers current sponsorship strategies, better engagement approaches, and next steps. It discusses evaluating events for sponsorship goals and barriers. It also suggests establishing organizational partnerships through involvement, mentality shifts beyond financial support, and obtaining sponsor input on benefits and engagement. The goal is to improve sponsorship results through relationship-building rather than repeated funding requests.
Delivered by Peter York, Founder and CEO of Algorhythm, at the 2016 Annual Community Meeting & Nonprofit Expo.
Attend our next event:
http://www.unitedwaynca.org/events/members
Learn how to engage your board of directors in fundraising from this January 28, 2015 presentation to United Way NCA partners by Lewis Flax of Flax Associates.
Paul Jolly of Jump Start Growth, Inc. delivered a presentation to United Way NCA members on cultivating major gifts on June 9, 2015.
Learn more about UWNCA events for members:
http://www.unitedwaynca.org/events/members
Michael J. Worth presents to United Way NCA partners on fundraising and understanding donors.
Learn more about United Way NCA events for our partners:
http://www.unitedwaynca.org/events/members
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Bharat Mata Channel is an initiative towards keeping the culture of this country alive. Our effort is to spread the knowledge of Indian history, culture, religion and Vedas to the masses.
Combined Illegal, Unregulated and Unreported (IUU) Vessel List.Christina Parmionova
The best available, up-to-date information on all fishing and related vessels that appear on the illegal, unregulated, and unreported (IUU) fishing vessel lists published by Regional Fisheries Management Organisations (RFMOs) and related organisations. The aim of the site is to improve the effectiveness of the original IUU lists as a tool for a wide variety of stakeholders to better understand and combat illegal fishing and broader fisheries crime.
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General Fisheries Commission for the Mediterranean (GFCM)
Inter-American Tropical Tuna Commission (IATTC)
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The Combined IUU Fishing Vessel List merges all these sources into one list that provides a single reference point to identify whether a vessel is currently IUU listed. Vessels that have been IUU listed in the past and subsequently delisted (for example because of a change in ownership, or because the vessel is no longer in service) are also retained on the site, so that the site contains a full historic record of IUU listed fishing vessels.
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Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
The Antyodaya Saral Haryana Portal is a pioneering initiative by the Government of Haryana aimed at providing citizens with seamless access to a wide range of government services
karnataka housing board schemes . all schemesnarinav14
The Karnataka government, along with the central government’s Pradhan Mantri Awas Yojana (PMAY), offers various housing schemes to cater to the diverse needs of citizens across the state. This article provides a comprehensive overview of the major housing schemes available in the Karnataka housing board for both urban and rural areas in 2024.
2. Agenda
Fundamentals of a Strategic
Fund Development Plan
Ten Funding Models
Creating a Plan That Works for
Your Nonprofit
3. Schedule
9:00 – 9:20 REGISTRATION & NETWORKING
9:20 – 10:00 PRESENTATION & DISCUSSION
10:00 – 10:15 BREAK
10:15 – 10:55 SMALL GROUP WORK
10:55 – 11:30 REPORT BACK
11:30 Q&A & WRAP UP
4. Who is here today?
• Human Service
• Arts and culture
• Education
• Health
• International
• Environmental
Nonprofit
Type:
• Up to $1MM
• $1 - $5MM
• $5 - $10MM
• $10MM +
Size:
• Government
• Foundations
• Corporate
• Individual: mem/annual
• Individual: major donor
• Workplace giving
• Fees for services
Major
Funding
Source
• DOD
• ED
• Other
Roles
5. What challenges do we face…
•
•
•
•
•
•
•
•
…in creating a fund
development plan?
6. What makes a plan “strategic”?
STRATEGY is about making CHOICES:
1. broad approach
2. leverage your distinctive assets
3. achieve your goal.
7. What do donors fund?
Organization
IMPACT
MISSION
BRAND
VISION
PEOPLE
8. It’s all about the people
YOUR DONORS
• Passion
• Motivation
• Connection to your people
• Decision-makers
• Affluence
• Benefits they receive
YOUR LEADERS AND TEAM
• Passion
• Ability to inspire
• Relationship-building
• Time spent on fundraising
• Making the case
• Stories of impact
9. Where are your people giving?
Individuals
Top
Bridge
Base
Foundations
Corporations
Government
Workplace
LEADERSHIP GIFTS
$5000 +
MAJOR GIFTS
$1000+
BASE
$100 +
13. 1-Heartfelt Connector
2-Beneficiary Builder
3-Member Motivator
4-Big Bettor
Peter Kim, Gail Perreault & William Foster,
Stanford Social Innovation Review, 2009
“Ten Nonprofit Funding Models”
8-Resource Recycler
9-Market Maker
10-Local Nationalizer
5-Public Provider
6-Policy Innovator
7-Beneficiary Broker
14. Core elements of funding models
14
• Individuals, foundations, government,
corporations, mixed
Source
• Multitude of individuals, few individuals,
policy-makers, administrators
Decision-maker
• Self-interest, altruism, collective interest
Motivation
15. Primary Source - Individuals
MODEL Heartfelt Connector Beneficiary Builder Member Motivator Big Bettor
Character-
istics
Broad mission appeal Provides individual
benefits & connection
Serve a group, creates
collective community
Mission may be
fulfilled within
timeframe
Examples Medical research,
environment,
international
Universities, hospitals Religious
congregations, arts,
environment
Medical research,
environment
Save the Children Harvard University NPR March of Dimes
(polio)
Source Individual Individual Individual Individual or
Foundation
Decision-
Maker
Multitude of
individuals
Multitude of
individuals
Multitude of
individuals
Few individuals
Motivation Altruism Self-interest then
altruism
Collective Interest Altruism
Programs/
Tactics
Special events… Direct
mail… Corporate
sponsorships
Fees… Major gifts Membership… Fees…
Special events… Major
gifts… Direct mail
Major gifts
16. Primary Source - Government
MODEL Public Provider Policy Innovator Benficiary Broker
Character-
istics
Provides services seen as
govt responsibilities
Offers significant new
approach, often result of
crisis
Beneficiaries decide how to
spend the money
Examples Human services,
education, international
Human services, education,
international
Health, housing, employment
Interfaith Works
(homeless shelters)
Latin American Youth
Center (LAYC Academy)
Ardmore Enterprises
(disabilities)
Source Government (via RFP) Government (via
champion}
Government (via
reimbusement)
Decision-
Maker
Administrators Policymakers Multitude of individuals
Motivation Collective interest Collective interest Self-interest
Programs/
Tactics
Government Contracts Earmark or govt. pilot
project
Gov't. reimbursement
17. Primary Source – Corp. + Mixed
MODEL Resource Recycler Market Maker Local Nationalizer
Character-
istics
Nonprofit uses surplus or
low-cost goods
Funder with self-interest
and abililty to pay
Top priority local issue,
common to many localities
Examples Food, international Health, conservation Education, youth development
Capital Area Food Bank The Trust for Public Land Big Brothers Big Sisters of
America
Source Corporate Mixed Mixed
Decision-
Maker
Few individuals Mass of individuals / few
individuals
Few individuals
Motivation Self-interest Altruism/self-interest Altruism
Programs/
Tactics
In-kind giving Fees… Major gifts Major gifts… Special events
19. Strategic Development Plan
Mission,
Vision,
Impact,
Strategic Plan
Core
Funding
Strategy
Realistic &
Ambitious
FINANCIAL
GOAL
Core
Messages
Donor
Segmen-
tation and
Stewardship
Key Tactics
Financial
Targets per
Donor
Type &
Tactics
Roles of
ED, DOD,
Board,
Volunteers
Activity
Calendar,
Budget,
Systems
STRATEGIC DEVELOPMENT PLAN
20. Strategic Development Plan Outline
DEVELOPMENT PLAN FOR DEV COM & BOARD
Goal - $ For contributed revenue
Breakdown By source and/or program
Core strategies Major approaches to achieving goal
Annual Objectives Measurable objectives per source,
program, strategy etc.
Activity calendar By month at a minimum
Expense Budget Major categories, at a minimum
ACTION PLAN INTERNAL
Tactics, project timelines, staffing,
systems, itemized budgets etc.
Detailed implementation plans that
guide development operations
21. Let’s get going!
1 Consider how CP® Fund Development - Strategy
Planning Tool relates to your nonprofit
2 Get input from others at table
3 Divide into new teams based on funding model
4 As a team, select one organization as a “case study” for
planning as time permits.
5 Report back (5 minutes each group)
Table Team Work
22. Thank you to our Sponsor and Partners!
And special thanks to
all of you!
Mary Robinson
Julie Crudele
Sponsored By