The Centre for Social Innovation
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The document summarizes the work of the Centre for Social Innovation in New Zealand. The Centre brings together public, private, and community partners to create new solutions for New Zealand's most pressing social needs. It works at three levels: conducting in-depth research, supporting social entrepreneurs, and facilitating knowledge exchange. The Centre's board includes leaders from housing, health, government, and business organizations. It also receives advisory and financial support from other social innovation organizations.
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The document discusses how nonprofit organizations can grow community support and funding through collaborative philanthropy and empowering supporters to share their mission stories. It provides examples of how organizations like SolarAid and Pump Aid have successfully involved supporters to spread their mission stories through meaningful engagement and impact. The Funding Network model of live crowdfunding is also summarized, which allows donors of all levels to pool donations for innovative social change projects selected through a nomination and review process.Our Say Our Way Empowering Young People Ss
Presentation I created and delivered as part of a seminar for other Registered Social Landlords in the North East. Highlights the benefits of Youth Involvement and the engagement model of the Project I Coordinate. (More information available upon request)
Supporting social entrepreneurs in SA - Tshikululu Social Investments worksho...
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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.Team London and ThriveLDN grants guidance notes
This document provides guidance for organizations applying for grants from Team London and Thrive LDN to fund projects that support young people's mental health and wellbeing through volunteering. It details what previous grants have achieved, including engaging over 350 young volunteers and providing accreditations to 110. It also outlines best practices identified, such as providing incentives like accreditations, partnership working, and supporting a progression model for volunteers. The guidance document reviews the application process and timelines for the 2020 grants of £10,000 to £15,000 to fund year-long projects starting in March 2020.
Collective impact presentation by kate frykberg
Collective Impact is a structured approach to collaboration that involves multiple organizations from different sectors working together toward a common agenda to solve a specific social problem. It requires a backbone organization to convene partners and coordinate activities, as well as a shared measurement system. Examples provided include reducing juvenile justice custody in New York by 45% and getting 88 signatories to an education accord in Auckland. While promising, Collective Impact challenges traditional power hierarchies and funding models and requires trust, cooperation, and breaking down silos between organizations. A community-led approach and starting with small collaborative projects can help address these challenges.
SVP Seattle Fast Pitch 2015
This document provides information about the 2015 Final Showdown event hosted by SVP Fast Pitch Seattle, including:
- An overview of the event which features 14 social venture finalists presenting their ideas in 5 minutes each for a chance to win awards and funding.
- Details about the event schedule, awards offered in different categories totaling over $150,000, and thanking sponsors and partners for their support.
- Background on SVP Fast Pitch Seattle and its mission to support social entrepreneurs and strengthen local nonprofits through funding, coaching, and networking opportunities over the past 5 years.
Peach alternative regeneration plan
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Vs Our Work
We believe that volunteering should be an enjoyable, rewarding and fulfilling experience for every volunteer.
Building A Movement: SEWF09
Ethel Cote joins Geraldine Cahill for her take on the Social Enterprise World Forum in Melbourne, Australia this year. The exciting part for Ethel was the building global movement around social enterprise.
Si G@Ma Rs Info Session March 24, 2010
Éthel Côté is a social enterprise practitioner and president of two social enterprises in Canada. She presented at the 2nd Social Enterprise World Forum in Melbourne, Australia in 2009. The forum brought together over 1,000 social entrepreneurs and practitioners from around the world to share best practices in supporting the emerging social enterprise sector. Several workshops and networking sessions provided opportunities to foster new partnerships between organizations.
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People and connections map
The People & Connections Map is a tool to visualize who an organization is trying to reach and how different individuals and organizations are involved or related to their work. It maps stakeholders in concentric circles to show their level of influence and proximity to the target audience or beneficiaries. The map is created by listing the target audience in the center and then mapping other people and organizations outward in circles and sections according to their relationship to the work. This provides a clear overview of networks and connections to help communicate and discuss key relationships.
User journey map
Joseph is a young person who completed an ICT diploma but has been unable to find a job. He learns about a new Apprenticeship Academy through his former college and attends an information session. He applies and is accepted to a one-year IT support apprenticeship with the local authority. He receives training through the Academy one day a week while working the other days. Though he initially struggles, he finds support through Academy structures and completes the apprenticeship. All apprentices are assessed using the Academy's evaluation frameworks. Inspired, Joseph then pursues a degree in ICT. The Academy is a partnership that provides back office support while members support local apprentices and liaise with the central organization
Storyboarding
This document discusses storyboarding for a project by considering questions about how someone becomes aware of it, decides to get involved, and their experience throughout - from their initial experience to their experience as a mature user, and whether there is an end point. It focuses on using storyboarding to plan the user experience from start to finish.
S6 user journeys
This document provides a legend for mapping out user journeys and touchpoints with a service. It outlines questions to consider at each stage including what the user wants and does, how they come into contact with the service, and how the service answers the user's needs. Users move through stages from an initial need, deciding to use and first using the service, further ongoing use, and potential help with problems or end of use. The document instructs to map each persona's journey through the service using color-coded lines to connect their relevant touchpoints.
Customer journey 2
This document maps out a customer's journey through a service in 3 phases - before, during, and after - and identifies 15 total steps. The phases are labeled as before, during, and after using the service, with numbered steps illustrated for each phase to show the user's interactions and progression through the service.
Learning tool: Customer journey
This document provides instructions for creating a user storyboard to map out the key interactions and touchpoints of a service from the perspective of the main user. Users are directed to draw frames from the point of view of the primary user, write a narrative to explain the drawings with the user as the protagonist, and identify the main need expressed at each frame before selecting or designing touchpoints that address the identified needs.
Social business model canvas
This document discusses the key components of a social business model canvas, including activities, resources, customer segments, value propositions, channels, customer relationships, revenue streams, key partners, cost structure, and social impact. It prompts the user to consider questions around delivery, sales and marketing, finance, macroeconomic factors, competitors, and reinvestment to develop a comprehensive social business model.
I5 idea selection
Participants were asked to post potential solution ideas and vote on them using colored stickers to determine which ideas they wanted to further develop. The ideas were then sorted on a poster to collectively decide which were feasible, not yet feasible, or ordinary based on the voting in order to select the original ideas to focus on developing further.
Learning tool: Thinking hats
This document discusses the Thinking Hats technique for structured group discussions. It describes how Thinking Hats allows a discussion to consider different viewpoints by assigning each participant a role or "hat" such as logical, factual, cautious, emotional, or out of the box. Participants discuss an issue from the perspective of their assigned hat. This structures the conversation and avoids open debates, instead creating a meaningful discussion that considers all angles of an issue. The document provides instructions for how to implement Thinking Hats in a group.
Learning tool: Problem definition
This document describes a problem definition tool to help clarify priorities and focus on critical issues. The tool involves working through a worksheet individually or in a team to examine a problem from multiple angles. It structures the analysis of a problem in a way that efficiently compares issues and looks at deeper underlying problems rather than surface symptoms. Using the tool with stakeholders can provide different perspectives and lead to reframing problems in a manner that offers clues for effective solutions.
Learning tool: Idea framing
The document provides prompts to help define a challenge or problem, understand the real needs, and imagine what the solution would look like with the problem solved. It asks the reader to describe an idea that addresses the defined challenge and explains how the idea would achieve its goals.
Learning tool on cooperation
The document discusses different levels of cooperation in social innovation processes, from informal networking to long-term clusters. It presents a table that defines cooperation, collaboration, engagement, and clusters based on the intensity of ties, whether goals and benefits are mutual, what is shared like resources, and the duration of the link. Cooperation involves formal ties, sharing information and knowledge for development, having mutual goals and benefits, and medium-term duration.
SIC Launch Event: Building the networks
This document provides an overview of the ChiC project and its activities to coordinate and promote the CAPSSI initiative. The key points are:
1. ChiC is a Horizon 2020 project that aims to strengthen the CAPSSI ecosystem by connecting related projects, promoting impact, and providing tools to grow social innovation.
2. Some of ChiC's main actions include developing promotional materials, knowledge sharing resources, best practices, and recommendations to define and assess impact.
3. Upcoming events coordinated by ChiC include a CAPSSI community workshop in September 2016 in Bratislava and the Digital Social Innovation Fair in February 2017 in Rome.
SIC Launch Event: Future scenarios
This document discusses future scenarios for social innovation and community networks in 2026. It presents guiding questions about envisioning a positive vision for 2026 and what would need to change to achieve that vision. It then lists 8 social innovation and community networks that could be considered, including public sector innovators, digital social innovation, and collaborative/sharing economy.
SIC Launch Event: DSI Network
A field driven primarily by startups and new organizations, with established charities and social enterprises not adopting new technologies much. While new technologies show promise, more focus is needed on solving social challenges to effectively communicate benefits to broader audiences. The field sees a lot of new ideas but few have scaled significantly.
SIC Launch Event: The state of the union
Collective Awareness Platforms for Sustainability and Social Innovation aims to:
1) Harness ICT networks and collective intelligence to support new economic models beyond GDP and cooperation.
2) Create awareness of sustainability challenges and bottom-up solutions from real communities.
3) Use open data, source and hardware for participatory innovation involving at least two non-ICT entities such as social entrepreneurs and civil society organizations.
SIC Launch Event: The state of the union
This document discusses social innovation research funded by the EU Framework Programme for Research and Innovation (Horizon 2020). It focuses on research conducted under Societal Challenge 6 on inclusive, innovative and reflective societies. This includes several past and current research projects exploring topics like social entrepreneurship, social services innovation, and poverty reduction. The 2017 work program for Challenge 6 is outlined, with four main calls and 29 total topics addressing issues like education, inequalities, cultural participation, and migration. Brief descriptions are provided for several of the 2017 topics.
SIC Launch Event: CAPS Ecosystem
The document discusses new projects from the 2nd Call of the CAPS Ecosystem including environmental sensing, redistributing surplus food, using ICT in social and health care and small-scale farming, addressing water scarcity, security and quality, and taking a collective approach to crises. It provides contact information for the CAPSSI community hub for sharing resources and ideas and subscribing to the CAPSSI NEWS channel, and announces the upcoming Digital Social Innovation Fair 2017 in Rome.
SIC Launch Event: The state of the union
The document summarizes the state of social innovation in Europe based on research conducted by the Joint Research Centre. It discusses the mapping of over 600 social innovation initiatives across Europe, with a focus on initiatives that combine information and communication technologies with social services. It also introduces a proposed methodological framework called i-FRAME that aims to assess the impacts and return on investment of social innovation initiatives. Finally, it discusses ongoing work to analyze different scenarios for the future of welfare systems in Europe.
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The Centre for Social Innovation
- 1. Foundation partners: The newest Centre for Social Innovation Presentation to SIX Summer School 15 July 2009
- 2. In New Zealand, we’ve started a discussion with thousands of people about how to innovate in the social realm. The discussion has shifted from whether we need innovation to how we do it.
- 3. • We bring together public, private and community partners to create new solutions to NZ’s most pressing social needsnew • We work at 3 levels: • Deep dive • Support for social entrepreneurs • Exchange The Centre for Social Innovation
- 4. • Pat Snedden, Chair, Housing NZ and Auckland District Health Board (Chair) • Geraint Martin, CEO, Counties-Manukau District Health Board • Len Cook, former UK and NZ Government Statistician • Geoff Hunt, CEO, Kordia • Chris Quin, CEO, Gen-I • Geoff Mulgan, Director, The Young Foundation Our Board
- 5. Foundation partners: Advisors and in-kind contributors: The Young Foundation The ICEHOUSE Origin Design Langdon Consulting Made From NZ Lee Ter Wal Design Claymore Law Moxie Design Group Deloitte Initiative partners: Our Supporters
- 6. Come back and see me after the election ...
- 8. Show me the money.
- 9. Can we make money?
- 10. We already are the most innovative organisation in the country.
- 11. Let’s do it.
- 12. You know what really keeps me up at night?
- 13. How can you help me do this better?