There are over 400,000 people facing long term unemployment in Ireland with no apparent way out . The negative impact of this crisis on the social fabric of Irish communities is devastating at individual, community and national level.
The D.I.D.I. Initiative provides seed funding and support for Teen Second Life residents to launch ventures that create lasting benefits for their communities. A venture can be an ongoing club, organization, business or program. Through workshops, teams of youth learn how to start their own ventures focused on issues they care about. The D.I.D.I. Initiative is a partnership between Youth Venture and Global Kids to inspire and invest in young social entrepreneurs.
This document discusses the need to move from an outdated techno-market era to a new socio-ecological era through social innovation. It argues that current ways of perceiving, interacting, and doing business no longer work and that an evolutionary leap is needed. New models of development are needed that value social and environmental welfare over just economic growth. The document advocates distributing innovation, design, strategy, and complexity rather than centralizing them. It presents examples of companies like Google, Goretex, and HCL that are experimenting with new organizational structures. Social innovation is positioned as a big opportunity that can democratize the future if companies embrace complexity, distribute creativity and power, and decentralize their functions.
Impact Investing for Social Change - Shall we invest in the future?Aurore Bui
The document discusses impact investing and why investors should finance social change. It provides definitions of impact investing as investments that generate social/environmental impact alongside financial return. The document shares perspectives from social entrepreneurs on their work, how they are currently financed, and their openness to impact investing. They represent organizations working in areas like unemployment, community events, and ocean plastic pollution. The document promotes further contact to discuss impact investing opportunities.
The document introduces people around the world who have found personal fulfillment through positive impact rather than financial wealth or career success. It profiles individuals from various countries who started non-profits, social enterprises, and initiatives focused on issues like education, healthcare, sustainability, and human rights. Their quotes illustrate a desire to use their skills and resources to make a difference in people's lives and create lasting change.
What makes some entrepreneurs succeed while others fail? Charles Tsai of Social Creatives argues that it all boils down to six best practices - or habits. These six are fundamental to creating positive change in today's world. (They also correspond to the letters in the word, SOCIAL.)
Presented during Tshikululu's first Serious Social Investing workshop, which took place on 25 and 26 February 2010. Michael Norton OBE discusses social entrepreneurs and the ability of individuals to change the world.
Profit + Soul = The New Sustainable Business Modelmatthewtye08
Changing business models to incorporate social good can have positive impacts for companies and non-profits. Salesforce's 1/1/1 model donates 1% of employees, products, and profits and scales with company growth. Lyft launched "Lyft for Good" to empower community service by drivers. Tom's Shoes donates a pair of shoes for every pair sold. These models integrate social causes into core operations. For non-profits like Clean Water Fund, such partnerships provide more exposure, donations, and message amplification to further their missions over time. Attendees learned how finding a "glass slipper" model that works and focusing on a triple bottom line of profit, people and planet can benefit businesses and causes
This document introduces the concept of Economic Design Thinking, which is a mindset that views projects with high social value as having long-term returns on investment for society. It argues that this mindset can unlock funding to accelerate projects that improve education, health, and communities. Examples from Pittsburgh like its free subway system and urban bike program are provided. The document advocates spreading this mindset to inspire collaborative solutions and measure societal impacts, in order to make funding social projects on a large scale seem possible.
The D.I.D.I. Initiative provides seed funding and support for Teen Second Life residents to launch ventures that create lasting benefits for their communities. A venture can be an ongoing club, organization, business or program. Through workshops, teams of youth learn how to start their own ventures focused on issues they care about. The D.I.D.I. Initiative is a partnership between Youth Venture and Global Kids to inspire and invest in young social entrepreneurs.
This document discusses the need to move from an outdated techno-market era to a new socio-ecological era through social innovation. It argues that current ways of perceiving, interacting, and doing business no longer work and that an evolutionary leap is needed. New models of development are needed that value social and environmental welfare over just economic growth. The document advocates distributing innovation, design, strategy, and complexity rather than centralizing them. It presents examples of companies like Google, Goretex, and HCL that are experimenting with new organizational structures. Social innovation is positioned as a big opportunity that can democratize the future if companies embrace complexity, distribute creativity and power, and decentralize their functions.
Impact Investing for Social Change - Shall we invest in the future?Aurore Bui
The document discusses impact investing and why investors should finance social change. It provides definitions of impact investing as investments that generate social/environmental impact alongside financial return. The document shares perspectives from social entrepreneurs on their work, how they are currently financed, and their openness to impact investing. They represent organizations working in areas like unemployment, community events, and ocean plastic pollution. The document promotes further contact to discuss impact investing opportunities.
The document introduces people around the world who have found personal fulfillment through positive impact rather than financial wealth or career success. It profiles individuals from various countries who started non-profits, social enterprises, and initiatives focused on issues like education, healthcare, sustainability, and human rights. Their quotes illustrate a desire to use their skills and resources to make a difference in people's lives and create lasting change.
What makes some entrepreneurs succeed while others fail? Charles Tsai of Social Creatives argues that it all boils down to six best practices - or habits. These six are fundamental to creating positive change in today's world. (They also correspond to the letters in the word, SOCIAL.)
Presented during Tshikululu's first Serious Social Investing workshop, which took place on 25 and 26 February 2010. Michael Norton OBE discusses social entrepreneurs and the ability of individuals to change the world.
Profit + Soul = The New Sustainable Business Modelmatthewtye08
Changing business models to incorporate social good can have positive impacts for companies and non-profits. Salesforce's 1/1/1 model donates 1% of employees, products, and profits and scales with company growth. Lyft launched "Lyft for Good" to empower community service by drivers. Tom's Shoes donates a pair of shoes for every pair sold. These models integrate social causes into core operations. For non-profits like Clean Water Fund, such partnerships provide more exposure, donations, and message amplification to further their missions over time. Attendees learned how finding a "glass slipper" model that works and focusing on a triple bottom line of profit, people and planet can benefit businesses and causes
This document introduces the concept of Economic Design Thinking, which is a mindset that views projects with high social value as having long-term returns on investment for society. It argues that this mindset can unlock funding to accelerate projects that improve education, health, and communities. Examples from Pittsburgh like its free subway system and urban bike program are provided. The document advocates spreading this mindset to inspire collaborative solutions and measure societal impacts, in order to make funding social projects on a large scale seem possible.
The document outlines Ashoka Canada's Learning Networks initiative to support educators in creating campus cultures that foster social innovation and changemaking among students. The initiative includes hosting Changemaker Showcases to feature social innovators, supporting a Changemaker Challenge fund for student-led projects, and helping schools systematize social entrepreneurship education through a Changemaker Campus program. The goal is to make changemaking education a standard part of many Canadian schools and multiply ongoing student social innovation projects over the next five years.
This document discusses social entrepreneurship and the process of developing social enterprises. It begins by providing an overview of Muhammad Yunus and the Grameen Bank as a famous model of social entrepreneurship. It then discusses key concepts like social entrepreneurs addressing social problems not addressed by markets or governments through innovative solutions. The document outlines the process of social entrepreneurship from recognizing opportunities to creating social value, developing concepts, acquiring resources, launching ventures, and achieving goals. It also discusses factors like environment, resources, and individual traits that influence social entrepreneurship. Finally, it explores characteristics of social entrepreneurs and common myths surrounding social entrepreneurship.
Social Intrapreneurs : Driving Change from WithinJean-Yves Huwart
Social intrapreneurs work inside major organizations to drive social and environmental change. They apply entrepreneurial principles to address challenges where traditional approaches have stalled. Examples are provided of social intrapreneurs at companies like Vodafone, Citibank, and Nike who have helped their employers address social issues through innovative solutions. A competition is announced to support and recognize social intrapreneurs, offering benefits like consulting support, attendance at conferences, and networking opportunities to help further their work and impact.
The document discusses using business as a catalyst for change through business activism and aligning corporate values with social and environmental goals. It describes the author's journey of leaving corporate marketing to start a values-aligned consulting business focused on strategic planning to help organizations improve their performance and contribution to society. The business model is based on authentic purpose, altruism, and forming networks among individuals and groups pursuing common social and environmental causes.
4 July 2012 - In partnership with the Heritage Lottery Fund and Big Lottery Fund, Nesta brought together park practitioners, civic innovators, local authorities, community entrepreneurs and those in associated sectors to discuss pressing areas for innovation.
What is social Innovation? Why is social innovation position to drive change in telecentres and telecentres networks? What is the process of social innovation? The Australian Centre for Social Innovation shares its views with the telecentre movement.
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.
An introduction to Social Entrepreneurship workshop presented by Stephen Ca...Stephen Carrick-Davies
This document contains slides from a workshop on social entrepreneurship given by Stephen Carrick-Davies at Centurion University of Technology and Management in Bhubaneswar, India in January 2015. The workshop covered definitions of social entrepreneurship, examples of social entrepreneurs, qualities of social entrepreneurs such as being passionate, practical, and persistent, and how to build a culture of social entrepreneurship. It included group activities to discuss participants' social enterprise ideas and how to fund a social enterprise. The goal was to introduce the topic through interactive learning.
The document discusses the Plant a Tree Today (PATT) Foundation, which works to raise environmental awareness, campaign for better practices, take action against deforestation and climate change through tree planting. PATT's work aims to campaign for environmental practices, take action on climate change, implement tree planting projects, provide environmental education, and fund community development centered on reforestation. PATT was founded in 2005 and has offices in multiple countries in Asia.
This document discusses the challenges of leading in an age of disruption driven by exponential technological change. It makes three key points:
1) Exponential technologies are driving massive disruption across all industries at an accelerating pace, but many leaders are still focused on short-term gains rather than making bold investments to drive long-term disruption.
2) To thrive, leaders need to embrace new technologies, lifelong learning, and define a clear purpose to guide their leadership through periods of uncertainty and change.
3) Defining one's purpose can help effective leadership by informing priorities and connecting with employees navigating disruption together towards a shared goal.
1. Drechtwerk is a company that employs 2000 people with physical and mental disabilities. It was facing financial difficulties due to production and price pressures.
2. An interim manager introduced two major paradigm shifts - reframing their goal from providing work to utilizing the added value of employees, and changing their view from a civil service to an entrepreneurial mindset.
3. They started experimenting with new activities, products and organizational structures. This changed the mood from cynical to enthusiastic and turned the company's finances around.
Mkt1019 characteristics of the social entrepreneur 1Tim Curtis
Social entrepreneurship involves using entrepreneurial approaches to create social value through innovative solutions to social problems. Social entrepreneurs are change agents who pursue new opportunities to fulfill their mission of social impact through initiatives like microfinance that provide small loans to the world's poorest people. The rise of social entrepreneurship is driven by trends like declining government involvement, a focus on self-reliance, and changes in funding opportunities for social sectors.
The annual report summarizes the activities of the Social Innovation Sandbox over the past year, highlighting its work in supporting social entrepreneurs and organizations through funding, training, and networking opportunities. The Sandbox helped launch over 70 startups, trained over 2,000 students, and positively impacted over 1.5 million lives through partnerships. It has expanded to new locations in India with the goal of empowering more communities to develop local solutions.
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.
Defining the mindset of social entrepreneurshipYutakaTanabe
1. Introduction
2-1. A framework to define the mindset of social
entrepreneurship
2-2. Defining the mindset of social entrepreneurship
2-3. Difference between the definition of the mindset of
entrepreneurship and that of social entrepreneurship
3. Conclusion
Social entrepreneurship is an emerging concept in Nepal that aims to solve social problems through innovative business solutions. Several organizations have emerged that exemplify social entrepreneurship, such as Maiti Nepal which works to prevent human trafficking, and the Nepal Ambulance Service which provides free ambulance services. While social entrepreneurship is gaining momentum in Nepal, it still faces challenges such as limited funding options and difficulties measuring its social impact.
The Deshpande Fellowship Programme (DFP) is an 8-month residential program that aims to create strong mid-level professionals for social enterprises. It accepts passionate graduates and post-graduates between 23-28 years old, prioritizing those from rural or underprivileged backgrounds. Through hands-on learning modules, fieldwork, and guest speakers, it equips fellows with leadership, business, and sector-specific skills. Over 60% of time is spent on practical work with NGOs and social enterprises. Fellows gain confidence and many go on to lead social organizations or start their own businesses, contributing to social change.
This document provides an introduction to social entrepreneurship in Australia. It discusses how the welfare state is under pressure and in need of innovation to address social problems more effectively. Social entrepreneurs can be an important source of this innovation by targeting underserved markets and creating large-scale, ethical solutions. The field of social entrepreneurship is growing in Australia, with more funding and support mechanisms emerging, including social finance, impact metrics, and collaboration between sectors. Opportunities exist in developing new education models, engaging citizens in policymaking, and bringing more product-driven social ventures to scale.
The document outlines an employee roster for a company called In the Dark, listing the president, project manager, social media team, scrapbook team, and tech department employees. It provides details on each employee such as their role, years of employment, and responsibilities without revealing any personal details that could put them at risk. The purpose is to introduce the key players at In the Dark while maintaining operational security.
This document defines and provides examples of different types of shots used to tell a narrative story through video, including eyelines shots, continuity shots, establishing shots, and shot reverse shots. Eyeline shots show what a character is looking at. Continuity shots piece together a narrative by showing related scenes in sequence. Establishing shots set the location. Shot reverse shots cut between two people conversing by showing one speaker then the other.
The document outlines Ashoka Canada's Learning Networks initiative to support educators in creating campus cultures that foster social innovation and changemaking among students. The initiative includes hosting Changemaker Showcases to feature social innovators, supporting a Changemaker Challenge fund for student-led projects, and helping schools systematize social entrepreneurship education through a Changemaker Campus program. The goal is to make changemaking education a standard part of many Canadian schools and multiply ongoing student social innovation projects over the next five years.
This document discusses social entrepreneurship and the process of developing social enterprises. It begins by providing an overview of Muhammad Yunus and the Grameen Bank as a famous model of social entrepreneurship. It then discusses key concepts like social entrepreneurs addressing social problems not addressed by markets or governments through innovative solutions. The document outlines the process of social entrepreneurship from recognizing opportunities to creating social value, developing concepts, acquiring resources, launching ventures, and achieving goals. It also discusses factors like environment, resources, and individual traits that influence social entrepreneurship. Finally, it explores characteristics of social entrepreneurs and common myths surrounding social entrepreneurship.
Social Intrapreneurs : Driving Change from WithinJean-Yves Huwart
Social intrapreneurs work inside major organizations to drive social and environmental change. They apply entrepreneurial principles to address challenges where traditional approaches have stalled. Examples are provided of social intrapreneurs at companies like Vodafone, Citibank, and Nike who have helped their employers address social issues through innovative solutions. A competition is announced to support and recognize social intrapreneurs, offering benefits like consulting support, attendance at conferences, and networking opportunities to help further their work and impact.
The document discusses using business as a catalyst for change through business activism and aligning corporate values with social and environmental goals. It describes the author's journey of leaving corporate marketing to start a values-aligned consulting business focused on strategic planning to help organizations improve their performance and contribution to society. The business model is based on authentic purpose, altruism, and forming networks among individuals and groups pursuing common social and environmental causes.
4 July 2012 - In partnership with the Heritage Lottery Fund and Big Lottery Fund, Nesta brought together park practitioners, civic innovators, local authorities, community entrepreneurs and those in associated sectors to discuss pressing areas for innovation.
What is social Innovation? Why is social innovation position to drive change in telecentres and telecentres networks? What is the process of social innovation? The Australian Centre for Social Innovation shares its views with the telecentre movement.
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.
An introduction to Social Entrepreneurship workshop presented by Stephen Ca...Stephen Carrick-Davies
This document contains slides from a workshop on social entrepreneurship given by Stephen Carrick-Davies at Centurion University of Technology and Management in Bhubaneswar, India in January 2015. The workshop covered definitions of social entrepreneurship, examples of social entrepreneurs, qualities of social entrepreneurs such as being passionate, practical, and persistent, and how to build a culture of social entrepreneurship. It included group activities to discuss participants' social enterprise ideas and how to fund a social enterprise. The goal was to introduce the topic through interactive learning.
The document discusses the Plant a Tree Today (PATT) Foundation, which works to raise environmental awareness, campaign for better practices, take action against deforestation and climate change through tree planting. PATT's work aims to campaign for environmental practices, take action on climate change, implement tree planting projects, provide environmental education, and fund community development centered on reforestation. PATT was founded in 2005 and has offices in multiple countries in Asia.
This document discusses the challenges of leading in an age of disruption driven by exponential technological change. It makes three key points:
1) Exponential technologies are driving massive disruption across all industries at an accelerating pace, but many leaders are still focused on short-term gains rather than making bold investments to drive long-term disruption.
2) To thrive, leaders need to embrace new technologies, lifelong learning, and define a clear purpose to guide their leadership through periods of uncertainty and change.
3) Defining one's purpose can help effective leadership by informing priorities and connecting with employees navigating disruption together towards a shared goal.
1. Drechtwerk is a company that employs 2000 people with physical and mental disabilities. It was facing financial difficulties due to production and price pressures.
2. An interim manager introduced two major paradigm shifts - reframing their goal from providing work to utilizing the added value of employees, and changing their view from a civil service to an entrepreneurial mindset.
3. They started experimenting with new activities, products and organizational structures. This changed the mood from cynical to enthusiastic and turned the company's finances around.
Mkt1019 characteristics of the social entrepreneur 1Tim Curtis
Social entrepreneurship involves using entrepreneurial approaches to create social value through innovative solutions to social problems. Social entrepreneurs are change agents who pursue new opportunities to fulfill their mission of social impact through initiatives like microfinance that provide small loans to the world's poorest people. The rise of social entrepreneurship is driven by trends like declining government involvement, a focus on self-reliance, and changes in funding opportunities for social sectors.
The annual report summarizes the activities of the Social Innovation Sandbox over the past year, highlighting its work in supporting social entrepreneurs and organizations through funding, training, and networking opportunities. The Sandbox helped launch over 70 startups, trained over 2,000 students, and positively impacted over 1.5 million lives through partnerships. It has expanded to new locations in India with the goal of empowering more communities to develop local solutions.
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.
Defining the mindset of social entrepreneurshipYutakaTanabe
1. Introduction
2-1. A framework to define the mindset of social
entrepreneurship
2-2. Defining the mindset of social entrepreneurship
2-3. Difference between the definition of the mindset of
entrepreneurship and that of social entrepreneurship
3. Conclusion
Social entrepreneurship is an emerging concept in Nepal that aims to solve social problems through innovative business solutions. Several organizations have emerged that exemplify social entrepreneurship, such as Maiti Nepal which works to prevent human trafficking, and the Nepal Ambulance Service which provides free ambulance services. While social entrepreneurship is gaining momentum in Nepal, it still faces challenges such as limited funding options and difficulties measuring its social impact.
The Deshpande Fellowship Programme (DFP) is an 8-month residential program that aims to create strong mid-level professionals for social enterprises. It accepts passionate graduates and post-graduates between 23-28 years old, prioritizing those from rural or underprivileged backgrounds. Through hands-on learning modules, fieldwork, and guest speakers, it equips fellows with leadership, business, and sector-specific skills. Over 60% of time is spent on practical work with NGOs and social enterprises. Fellows gain confidence and many go on to lead social organizations or start their own businesses, contributing to social change.
This document provides an introduction to social entrepreneurship in Australia. It discusses how the welfare state is under pressure and in need of innovation to address social problems more effectively. Social entrepreneurs can be an important source of this innovation by targeting underserved markets and creating large-scale, ethical solutions. The field of social entrepreneurship is growing in Australia, with more funding and support mechanisms emerging, including social finance, impact metrics, and collaboration between sectors. Opportunities exist in developing new education models, engaging citizens in policymaking, and bringing more product-driven social ventures to scale.
The document outlines an employee roster for a company called In the Dark, listing the president, project manager, social media team, scrapbook team, and tech department employees. It provides details on each employee such as their role, years of employment, and responsibilities without revealing any personal details that could put them at risk. The purpose is to introduce the key players at In the Dark while maintaining operational security.
This document defines and provides examples of different types of shots used to tell a narrative story through video, including eyelines shots, continuity shots, establishing shots, and shot reverse shots. Eyeline shots show what a character is looking at. Continuity shots piece together a narrative by showing related scenes in sequence. Establishing shots set the location. Shot reverse shots cut between two people conversing by showing one speaker then the other.
This document provides instructions for creating a text slide with headings, bullet points, and formatting options. It explains how to add a title, subheadings, bullets, and sub-bullets. Stylistic elements like highlighting key terms with color or fonts can be used to draw attention to important information.
El documento habla sobre el periodo de gobierno del presidente peruano Manuel A. Odría entre 1948 y 1956. Odría gobernó de forma autoritaria y reprimió a la oposición política durante este tiempo conocido como el Ochenio. Su gobierno se caracterizó por la censura de prensa, la restricción de libertades civiles y el uso de la fuerza para mantenerse en el poder.
The document discusses key concepts related to appropriate and responsible use of technology including etiquette, responsibility, communication, rights, education, access, security, and commerce. Some guidelines provided include being courteous online, tagging people in photos only with their permission, keeping passwords secure, and understanding that online actions can have offline consequences. An example is given of a victim of online bullying who was abused on Facebook and tells her story of overcoming the incident.
The Give Back app is a free shopping app that allows users to purchase fashion items from brands that donate part of the proceeds to various charities around the world. The app founder wants to raise $1 million for charities in the first year by getting 500,000 members to use the app for their shopping needs. Give Back provides an easy way for fashion-conscious people to support good causes through their regular purchases.
This document defines and provides examples of different types of shots used to tell a narrative story through video, including eyelines shots, continuity shots, establishing shots, and shot reverse shots. Eyeline shots show what a character is looking at. Continuity shots piece together a narrative by showing related scenes in sequence. Establishing shots set the location. Shot reverse shots cut between two people conversing by showing one speaker then the other.
Support Vector Machines are a type of machine learning algorithm that can automatically create a model to classify data based on training examples. The model represents data as points in space and finds the optimal hyperplane that separates categories of data by the widest possible margin. SVMs use kernels to project data into a higher dimensional space to allow for the discovery of more complex patterns that would not be possible in the original input space.
El documento discute las posibles causas de la epidemia de diabetes, incluyendo cambios en el estilo de vida, aumento en la longevidad e hipótesis genéticas y fenotípicas. También describe la diabetes gestacional, sus factores de riesgo, diagnóstico, complicaciones y manejo a través de educación, dieta, ejercicio e insulinoterapia.
The document summarizes the story of Hireland, a campaign started in Ireland in 2012 to encourage businesses to hire more employees and reduce unemployment during an economic downturn. The campaign was started by a group of volunteers and relied on pledges from businesses to hire additional staff. Over 2,400 businesses pledged over 8,000 jobs, with over 5,400 jobs created as a result. The campaign received widespread media attention and inspired similar efforts in other countries. The founders hope to inspire others to take action in their own communities through the Hireland story and toolkit.
The document provides information on various social entrepreneurs and their initiatives. It discusses the challenges they address like long-term unemployment, lack of hope in youth, isolation of families dealing with disabilities, and lack of support for people with communication difficulties. It then summarizes the ideas and impacts of the social entrepreneurs, which include programs like Hireland to promote job creation, Soar to build life skills in youth, The Turning Institute's online therapy programs, and LEAP's approach to empower families dealing with disabilities.
The document summarizes the 10 year journey of Social Entrepreneurs Ireland (SEI) from its origins in 2004 as a small initiative to support social entrepreneurs in Ireland to its current position as a pivotal organization in the Irish social entrepreneurship ecosystem. Some key points:
- SEI began by providing seed funding, support and capacity building to early social entrepreneurs and has now supported 179 social entrepreneurs.
- Important early decisions included providing substantial initial funding and investing in individuals rather than organizations.
- SEI played a key role in developing social entrepreneurship in Ireland and bringing the term into mainstream use.
- SEI has successfully leveraged additional funding from partners and helped social entrepreneurs raise further support.
- Over 10
The document is the annual progress report of the Indian Centre for Development and Rights (iCFDR) for the year 2017-2018. It summarizes iCFDR's activities over the year, which included awareness campaigns on environmental protection, health issues like HIV/AIDS, gender equality, and water conservation. It also describes winter clothes donation drives, educational and fun activities conducted with children in orphanages and old age homes, and an easy classes program to provide academic support to underprivileged children.
Oxfam AUS OIYP Study Report ENGLISH LOWRESGeoff Hazell
The document provides an overview and retrospective study of the Oxfam International Youth Partnerships (OIYP) program. Some key points:
- OIYP is a global network of over 1,000 young leaders, known as Action Partners, who work to create social and political change in their communities.
- The study examines who the Action Partners are, how they engage with the OIYP network, what types of developmental changes they create, how effective Oxfam support has been in enabling this, and what other factors have influenced the Action Partners.
- It finds that OIYP has been most effective in providing personal empowerment for Action Partners. While many Action Partners create local community changes, the
Destination Changemakers is a project aiming at helping social entrepreneurs to scale up and maximize their social impact. After one year and a half of preparation in the UK and France, we will help social entrepreneurs in Asia and Africa during nine months, before coming back to France to share our experience to the general public.
Where do we begin the journey of transformation with innovation? Invited by EY Australia to join the discussion with fellow change makers to uncover what might be possible for the ability/disability space in Australia.
How we might use innovation to serve those living with disability; from challenging and changing mindsets, to keeping the user at the centre of the design and decision making, to the power and importance of collaboration between the government, start-up and non-profit sectors.
This document provides an overview of the Social Entrepreneurs Ireland annual awards ceremony that took place in October 2015. It introduces the 9 social entrepreneurs who received awards that year, providing a short description of the challenge each addressed and a quote from each awardee. Additional sections provide impact metrics for Social Entrepreneurs Ireland's work since 2004, descriptions of their Impact and Elevator award programs, recaps of the awards ceremony and keynote speech, and acknowledge sponsors and partners.
The one year anniversary forum of Social Enterprise Weekly titled "The Imagination of 500 Seeds for the World" discussed whether society can allow everyone to dream. Francis Ngai, the founder and CEO of the Hong Kong Social Venture Fund, spoke at the event about innovating social change. The Social Venture Fund is Hong Kong's first venture philanthropy organization, founded in 2007. It focuses on providing financial and non-financial support to social purpose organizations through an equity-based model and has mobilized over 35,000 hours of support from 300+ professional volunteers.
Nhs change day a grassroots social movement - presentation by Jackie Lynton...NHSChangeDay
NHS Change Day is a grassroots social movement built on social media.
This presentation was made to the Association of Healthcare Communications and Marketing Annual Meeting in November 2014 by Jackie Lynton - Head of Transformation
NHS Horizons Group NHS IQ - and Joe McCrea - Social Media Lead for NHS Change Day -
Introduction to the social services and community sectorPedro Aguirre
The document provides an introduction to the social service and community sector. It discusses who is involved in this sector, including civic organizations like charities and foundations, and social enterprises that pursue social missions through their business models. It then gives examples of civic organizations and social enterprises and their objectives. The document outlines challenges faced by this sector and proposes solutions like a hybrid volunteer and enterprise approach. It concludes by encouraging the reader to get involved in this sector in some way to help create a better tomorrow.
Startup Weekend is a global community that organizes events to educate people about entrepreneurship. In 2012, Startup Weekend reached 100,000 attendees across 300+ cities in 100 countries. The organization is growing rapidly and aims to further support entrepreneurs around the world. Testimonials highlight how Startup Weekend events have helped individuals start successful businesses and nonprofit organizations that create local impact.
The document summarizes a presentation by Jackie Lynton on social change. The presentation covered Lynton's experience with the NHS, 10 design principles for social change, and how a grassroots movement called NHS Change Day sparked large-scale improvements in the British healthcare system. NHS Change Day encouraged hundreds of thousands of pledges by individuals to make small changes that collectively improved patient care. It showed how empowering people at all levels can drive significant positive change in a large organization.
Corporate social responsibility of Manpower GroupDominique Gross
We power the world of work.
When our deep understanding of human potential is connected to the ambition of business, a dynamic power is created.
Power that drives organizations forward.
Power that accelerates personal success.
Power that builds more sustainable communities.
We generate this kind of power by connecting the visions of
clients, the motivations of people, and what’s now and what’s
next in the world of work.
We combine local expertise with a global reach to give
organizations around the world access to and the ability to
capitalize on unseen opportunities.
As trusted advisors we nurture partnerships with everyone
we work with, because their success leads to our success.
Because of this, we create high-impact solutions to enhance
the competitiveness of the organizations and the individuals
we serve, so that they achieve more than they imagined.
And by creating these powerful connections, we help power
the world of work.
Corporate Social Responsibility is a concept which suggests that commercial corporations must fulfill their duty of providing care to the society. For more information on CSR please visit: http://www.thetrendisblue.com/article.cms/corporate-social-responsibility-and...
Follow The Trend Is Blue on Twitter: http://twitter.com/#!/thetrendisblue
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Academic Director, Owner-Manager Programme, Lagos Business School, Pan-Atlantic University, Nigeria
Henrietta Onwuegbuzie obtained a BSc in Physics/Electronics from the University of Lagos and M.Sc in Economics and Business Administration from the University of Navarre, Spain. She has her MBA in Management from the Lagos Business School, Pan-African University. She is currently on her PhD in Management with focus in Entrepreneurship at the Lancaster University, UK. She is a seasoned professional with experience that spans the banking, non-governmental and the academic sectors. Henrietta Onwuegbuzie was first prize winner of 2010/2011 Emerald/ALCS African Management Research Fund Award and the African Women Development Champion Award in 2013. She also received the Best Paper Award in Entrepreneurship track- Academy for African-American Business and Development Conference, Edmonton, Canada in 2011. She is presently the Academic Director, Owner-Manager Programme at Lagos Business School, Pan-Atlantic University, Lagos Nigeria.
Fiona Blacke discusses the challenges facing youth policy and work in the current macro policy context of reducing, reforming, and reprioritizing public services. She argues that youth work will not see strong guidance, uniform delivery, financial certainty, or support for ineffective programs. Instead, youth work must claim its territory by proving its value through social enterprise rather than just service or voluntarism, and provide unambiguous leadership during ambiguous times.
This document provides a case study of Ardanta, a Dutch insurance company that implemented a collective leadership model. It describes how Ardanta faced challenges from increased competition and lack of trust in the financial sector. The company underwent a cultural transformation after implementing a collective leadership training program developed by PresenceAtWork. This involved all employees learning about their strengths and how to step into leadership roles. The results included improved collaboration, innovation from different departments working together, and increased productivity leading to cost savings and better customer service.
The document discusses ways that the social enterprise sector in Taiwan could benefit from increased coordination and collaboration between organizations. It notes there is currently some competition between organizations that is fracturing the sector, and that working together could help generate greater social impact. Specific opportunities for increased cooperation that are mentioned include sharing resources for training and attracting young talent, coordinating metrics and evaluations, and finding ways for organizations addressing similar social issues to collaborate instead of compete for funding and market share. The document argues the sector would be strengthened by reducing competitiveness and increasing solidarity and cooperation between social value creators.
2. Problem
• There are over 400,000 people facing long term
unemployment in Ireland with no apparent way
out . The negative impact of this crisis on the
social fabric of Irish communities is devastating
at individual, community and national level.
3. If we want a different future
• We need to start thinking differently
about survival and growth
• Taking collective action
4. Solution
What’s the lifeblood of community?
A
SME’s
5. Solution
By taking one practical,
achievable step to hire 1,
this sector will kickstart
our recovery.
6. A national campaign- €500,000
Hireland launched in January 2012 with a
national campaign designed to spark the
nation into thinking differently about the benefits
of creating jobs over cutting them...
8. An idea that inspires
We had imagined a future that would
see 5,000 new jobs pledged through
collective entrepreneurialism, can do
attitude, a belief that the recovery
starts one job at a time AND 9 months
later Hireland is walking the talk.
9. A staggering response
THE RESPONSE IS STAGGERING:
6,000
JOBS PLEDGED
1,400
COMPANIES
4,000
HAVE BEEN HIRED
10. Gathering Support
Picked up and covered by all national media
€500,000 PRO BONO MEDIA
500,000 WEBSITE VIEWS
5,000 SOCIAL MEDIA FOLLOWERS
11. ‘People powered movement’
Featured in a BBC documentary about how
people-powered movements are the new play
at tackling global youth unemployment.
12. Inspiring international movements
The response is staggering:
" UhireU.S. can make a real difference, both
in increasing employment and making all of
us more optimistic about the future…join me
in supporting the goals and actions of the
UhireU.S. initiative. If enough of us hire
someone we can turn this thing around and
grow the economy, so hire someone if you
can – I am."
- President Bill Clinton
13. Social Innovation Awards
The Arthur Guinness Fund „Start Up‟ Social Entrepreneurs Ireland Award, 2012.
Social Entrepreneur 2012.
15. Economic Impact
MAKING A SAVING TO THE STATE OF
€30,000,000 IN 2012
16. Business Impact
CHANGING THE BUSINESS MINDSET:
“ Hireland gave me the push I needed to expand
my workforce. It‟s something that‟s very positive in
the middle of such negativity, and it‟s great to take
someone off the dole if you can”
Don Farrell, MD, Circulator
“Thank you for the opportunities you have given
us, other small businesses and the job seekers of
Ireland helping Ireland back to work again”
Stephen Garvey, Allsafes.ie Co Meath
“It is such a positive push just making the pledge,
thank you guys for creating the idea”
Tus Nua Designs
17. Business Impact
“We have hired 4 men and one lady through the
Hireland programme and are committed to hiring
a further 4 more now that things are again
moving for the sector. Keep up the good work
and continue to look on with excitement as it will
all come around again, with the help of people
like yourself bringing a positive can-do attitude
back to our bruised shores”
Martin Grogan, DeWAR.ie
“ As a sole trader I pledged a job. Hireland was
the motivation I needed to take the plunge and
employ my first employee ever. They started in
May and it‟s working out great”
Bridget Kerrigan, Louth
18. Individual Impact
HAVING A JOB = HAVING A SAY
“ Without the influence of Hireland my new job would never have
materialised and there is a strong possibility that I would now be
living somewhere else in the world trying to earn a living”
Jobseeker Stephen Reddin aged 26
19. Community Impact
What’s good for the
individual is good
for the collective
POSITIVE RIPPLE EFFECT
20. Hireland is…
I CAN’T DO I AM PART
ANYTHING OF THE
SOLUTION
Connecting people Shifting dialogue
An idea that has spread with passion…
An idea that people feel strongly enough to take
collective action. An idea that people are moving
on together around the world.
21. 2013 and beyond
I AM PART I CAN’T DO
OF THE ANYTHING
SOLUTION
HIRE ONE 2013 HELP ONE 2013 CONTINUE TO
PROVE THE CASE
FOR HIRING
22. In summary
I AM PART I CAN’T DO
OF THE ANYTHING
SOLUTION
The Hire One movement is a global idea
on the rise and
Hireland is spearheading it.