This document provides an overview of Module 5 of a training package on testing and prototyping NGO ideas. The module aims to teach learners how to test and prototype their NGO ideas. It covers what is important to consider when founding an NGO, using the Business Model Canvas to structure ideas, and provides an example of an NGO protecting sea turtles. Learners are tasked with describing their own NGO idea and filling out a Business Model Canvas template to plan their proposed NGO.
This document provides an overview of Module 5 of a training programme on entrepreneurship ideas for NGO staff. The module aims to help participants understand business models and value propositions, develop entrepreneurial skills, and create their own entrepreneurship ideas. It outlines a three-step process for creating ideas that involves exploring opportunities, developing scenarios, and making a go/no-go decision. Key aspects of each step are defined, such as forming a project committee, conducting feasibility studies, and analysing results. The document also lists learning outcomes around business planning, pitching, and starting an NGO.
This document is a training module in Spanish on creative thinking, initiative, and self-confidence for NGO leadership. It is part of a larger European Commission-funded project called NGEnvironment aimed at fostering active citizenship and sustainability. The module covers key topics like what creative thinking is, its main skills and five creative thinking methods. It also discusses what initiative and self-confidence in leadership entail and provides learning objectives and indicative content for the module. The document provides reference sources and includes tasks for participants, such as watching a video on developing creativity and answering questions.
This document provides an overview of Module 5 of an induction program for NGO staff on opportunity recognition and selection. The module aims to help participants understand business models and value propositions, develop entrepreneurial skills, and recognize opportunities for social and green entrepreneurship. It discusses how to select the right opportunity, outlines the learning outcomes of the module, and provides content on opportunity recognition and selection for social and environmental entrepreneurs.
Ng environment io2 induction to pedagogy - m3 part1_deutschLeonardoPrister1
This document provides an overview of Module 2 from a training on entrepreneurial skills development. The module aims to help participants understand entrepreneurial competencies, the importance of creativity and innovation for starting a new business. It covers topics like idea generation, sources of creativity, indicators of innovation and creativity, and the skills and mindsets needed to be a successful entrepreneur. The document provides learning objectives, content outlines, definitions, examples and exercises for participants.
O2 m4-ng environment-blended learning in ngenvir part 1LeonardoPrister
The document discusses blended learning in the context of an online course for NGO staff. It defines blended learning as combining various learning methods including online and face-to-face interactions. The document outlines the benefits and challenges of blended learning for teachers and learners. It also discusses providing feedback and online tasks/tests in a blended learning course. The goal is to help NGO staff understand blended learning and how to incorporate it in their teaching.
This document is a training module on communication and outreach strategies for social and environmental non-governmental organizations (NGOs). The module discusses developing a communication plan, including conducting internal and external scans, and using social media and websites. It emphasizes the importance of communication plans for NGOs to effectively share their messages and gather attention. The module also outlines learning objectives for participants to understand key communication concepts and tools.
Ng environment io2 induction for pedagogy staff_m1_part1LeonardoPrister1
This document provides an introduction to non-governmental organizations (NGOs) for NGO staff. It defines NGOs as non-profit, voluntary citizens' groups organized to address issues for the public good. It discusses key drivers of ecological thinking in NGOs like environmental threats and globalization. It also outlines characteristics of green NGOs, including their non-state, independent nature and non-profit status oriented toward the common good.
Ng environment io2 induction to pedagogy - m3 part3_deutschLeonardoPrister1
This document discusses the Entrecomp model for defining entrepreneurial competencies. The Entrecomp model was developed by the European Commission to support the development of entrepreneurship skills across Europe. It defines entrepreneurship competency through three competence areas - "Ideas and Opportunities", "Resources", and "Into Action" - which comprise 15 total competencies. The model provides a framework for describing entrepreneurship as a set of knowledge, skills, and attitudes.
This document provides an overview of Module 5 of a training programme on entrepreneurship ideas for NGO staff. The module aims to help participants understand business models and value propositions, develop entrepreneurial skills, and create their own entrepreneurship ideas. It outlines a three-step process for creating ideas that involves exploring opportunities, developing scenarios, and making a go/no-go decision. Key aspects of each step are defined, such as forming a project committee, conducting feasibility studies, and analysing results. The document also lists learning outcomes around business planning, pitching, and starting an NGO.
This document is a training module in Spanish on creative thinking, initiative, and self-confidence for NGO leadership. It is part of a larger European Commission-funded project called NGEnvironment aimed at fostering active citizenship and sustainability. The module covers key topics like what creative thinking is, its main skills and five creative thinking methods. It also discusses what initiative and self-confidence in leadership entail and provides learning objectives and indicative content for the module. The document provides reference sources and includes tasks for participants, such as watching a video on developing creativity and answering questions.
This document provides an overview of Module 5 of an induction program for NGO staff on opportunity recognition and selection. The module aims to help participants understand business models and value propositions, develop entrepreneurial skills, and recognize opportunities for social and green entrepreneurship. It discusses how to select the right opportunity, outlines the learning outcomes of the module, and provides content on opportunity recognition and selection for social and environmental entrepreneurs.
Ng environment io2 induction to pedagogy - m3 part1_deutschLeonardoPrister1
This document provides an overview of Module 2 from a training on entrepreneurial skills development. The module aims to help participants understand entrepreneurial competencies, the importance of creativity and innovation for starting a new business. It covers topics like idea generation, sources of creativity, indicators of innovation and creativity, and the skills and mindsets needed to be a successful entrepreneur. The document provides learning objectives, content outlines, definitions, examples and exercises for participants.
O2 m4-ng environment-blended learning in ngenvir part 1LeonardoPrister
The document discusses blended learning in the context of an online course for NGO staff. It defines blended learning as combining various learning methods including online and face-to-face interactions. The document outlines the benefits and challenges of blended learning for teachers and learners. It also discusses providing feedback and online tasks/tests in a blended learning course. The goal is to help NGO staff understand blended learning and how to incorporate it in their teaching.
This document is a training module on communication and outreach strategies for social and environmental non-governmental organizations (NGOs). The module discusses developing a communication plan, including conducting internal and external scans, and using social media and websites. It emphasizes the importance of communication plans for NGOs to effectively share their messages and gather attention. The module also outlines learning objectives for participants to understand key communication concepts and tools.
Ng environment io2 induction for pedagogy staff_m1_part1LeonardoPrister1
This document provides an introduction to non-governmental organizations (NGOs) for NGO staff. It defines NGOs as non-profit, voluntary citizens' groups organized to address issues for the public good. It discusses key drivers of ecological thinking in NGOs like environmental threats and globalization. It also outlines characteristics of green NGOs, including their non-state, independent nature and non-profit status oriented toward the common good.
Ng environment io2 induction to pedagogy - m3 part3_deutschLeonardoPrister1
This document discusses the Entrecomp model for defining entrepreneurial competencies. The Entrecomp model was developed by the European Commission to support the development of entrepreneurship skills across Europe. It defines entrepreneurship competency through three competence areas - "Ideas and Opportunities", "Resources", and "Into Action" - which comprise 15 total competencies. The model provides a framework for describing entrepreneurship as a set of knowledge, skills, and attitudes.
Ng environment io2 induction to pedagogy - m3 part2_deutschLeonardoPrister1
This document discusses the key elements needed for an entrepreneurial idea to be successful. It explains that creativity is the process of implementing new ideas in reality, and is characterized by the ability to perceive the world in new ways and find hidden patterns. Innovation is defined as implementing a new or significantly improved product, service or process that creates value. An innovative entrepreneurial idea is a concept that can be used to generate financial profit, usually focused on a unique product or service. Successful ideas are innovative, meet a need in the market, and can be implemented in a way that is financially sustainable. The document provides sources of creativity and innovation, such as knowledge, thinking styles, motivation, and openness to new experiences.
Ng environment io2 induction to pedagogy - m3 part2EmanuelePristera
This document provides an overview of Module 3 of a training program on developing entrepreneurial ideas. It discusses what makes an entrepreneurial idea successful, including the need for it to be innovative and unique. It defines creativity as turning new ideas into reality, and innovation as implementing new products or services that create value. Sources of creativity and innovation include knowledge, thinking styles, motivation, and openness to new experiences. The document lists various sources of innovative opportunities, such as unexpected occurrences in the market, addressing inefficiencies, and responding to changes. It also describes common approaches to measuring the creativity and innovation of ideas: indirect measurement, overall judgment, and criterion-based assessment. The learning outcomes are to understand entrepreneurial competencies, creativity
O2 m4-ng environment-blended learning in ngenvir part 3LeonardoPrister
This document provides an overview of Module 4 of a blended learning course on blended learning in NGOEnvironment. The module aims to help participants understand blended learning, its benefits and challenges for teachers and learners, and how to provide feedback and online tests/tasks. It discusses what blended learning is, feedback structures for blended learning including rules for soliciting feedback, ideas for creating engaging online tests using games, quizzes and assignments, and the learning outcomes of understanding and being able to implement blended learning and provide online feedback and assessment.
Ng environment io2 induction to pedagogy - m2 part 1LeonardoPrister
This document provides an overview of Module 2 of a training program on pedagogy for NGO staff. The module aims to improve participants' pedagogical skills, communication skills, and understanding of pedagogical methods. It covers topics like standards of effective pedagogy, Bloom's taxonomy, face-to-face courses, and blended learning. The document outlines the module's learning outcomes, content areas, and references resources on concepts like pedagogy, communication models, and supporting NGO staff. It also includes exercises for participants to define pedagogy and discuss teaching methods.
Ng environment io3_module4_idea generation and evaluation_part 2EmanuelePristera
This document provides an overview of methods for idea generation and evaluation. It discusses the importance of generating ideas using appropriate methods and evaluating ideas using goal-based, process-based, and outcomes-based evaluation methods. The document outlines the learning outcomes and agenda for a training module that will introduce trainees to idea generation and evaluation. It will help them understand different idea generation techniques, learn skills to assess ideas, and become familiar with evaluation methods.
Ng environment io2 induction to pedagogy - m2 part 2LeonardoPrister
This document provides an overview of Module 2 of a training program on pedagogy for NGO staff. The module aims to improve pedagogical skills, communication skills, and pedagogical methods. It covers topics like teaching methods, educational decisions, and Kolb's experiential learning cycle. Learning outcomes include understanding pedagogical skills, communication types, making educational decisions, and communicating effectively. The document provides details on the content and structure of the module.
The document discusses various social media tools that small and medium-sized enterprises can use for communication purposes. It provides information on Skype, Google+, LinkedIn, Facebook, and Twitter, describing their main functions and how businesses can utilize them, including examples of best practices. Guidelines are given on using tools like Skype for instant messaging, video conferencing, and file sharing, as well as setting up business pages and engaging with audiences on Google+, LinkedIn, Facebook and Twitter.
Ng environment io3_module5_testing and prototyping the ngo idea - part 1EmanuelePristera
This document provides an overview of Module 5 of a training package on testing and prototyping NGO ideas. The module aims to teach learners how to test and prototype their NGO idea through understanding business models and using a Business Model Canvas. It discusses what business models are, introduces the Business Model Canvas template, and explains how this template can also be applied to NGOs with a focus on social and environmental issues rather than solely profit. The document provides examples of filling out the Business Model Canvas and concludes with a thank you.
Ng environment io3_module4_idea generation and evaluation_part 1EmanuelePristera
The document discusses methods for generating ideas, including brainstorming, mind mapping, and provocative actions. It explains that generating ideas is an important part of the creative process for solving problems and driving innovation. The document provides an overview of common idea generation methods that can be easily implemented and encourages preparing for problems by considering relevant questions.
Ng environment io2 induction to pedagogy - m3 part1EmanuelePristera
This document discusses developing entrepreneurial ideas. It begins with defining an entrepreneurial idea as a concept that can generate financial gain through offering a product or service. Ideation is discussed as generating new ideas by watching videos of existing entrepreneurial concepts. Several examples of green entrepreneurial ideas are provided, such as manufacturing green products like soaps, cultural routes inspired by olive tree civilizations, and waste management/recycling businesses. The document aims to help understand what makes ideas successful and the skills and mindset needed for entrepreneurship.
This document provides an overview of Module 5 from an induction program on pedagogy for NGO staff. The module focuses on developing a business plan for an NGO. It discusses the importance of business models and value propositions for NGOs. It also outlines the key elements that should be included in an effective business plan, such as describing the team and their expertise, illustrating the business model, providing financial projections, and identifying risks. The overall aim of the module is to help participants understand how to develop a sustainable NGO through entrepreneurial skills like developing a business plan and pitching ideas for approval.
This document discusses pitching business ideas, specifically the elevator pitch. It provides guidance on constructing an effective elevator pitch, including keeping it short, using a "grabber" to get attention, showing passion, and practicing. For non-profits, the elevator pitch structure suggested includes a hook to introduce the organization and state its mission, a body to further explain its work, and a wrap-up closing. The overall purpose is to teach NGO staff how to succinctly present their business ideas or organizations to potential investors in a brief amount of time, like an elevator ride.
This document discusses a module on value propositions for NGO staff. It begins by introducing the topic of value propositions and what they are. It then discusses using a value proposition canvas to help understand what customers want and create products/services to match their needs. The canvas has two sides - a customer profile side to describe customer understanding, and a value map side to describe how value will be created. The document provides examples of filling out each side of the canvas. It aims to help NGO staff recognize the importance of business models and value propositions, and understand how to develop a structured business plan.
The document is a training module on creative thinking, initiative, and self-confidence for NGO leadership. It discusses key topics like the definition of initiative, examples of initiative in the workplace, and developing leadership confidence. The module aims to help participants understand these concepts and provide practical techniques to strengthen these skills for their roles in NGO management.
The document is a training module on funding for social and green NGO leadership. It discusses various sources of funding for NGOs, including Erasmus+ funding from the European Commission for education and exchange projects, as well as other EU funding programs like LIFE for climate and environment projects, Creative Europe for cultural projects, and Horizon 2020 for research and innovation. It provides information on the different types of projects and funding available under these various European programs that NGOs can apply for.
This document provides information about green entrepreneurship and social entrepreneurship. It is part of a training package on social and green NGO leadership developed with funding from the European Commission. The document defines green entrepreneurship as addressing environmental and social problems through entrepreneurial ideas that have a net positive environmental impact while also being financially sustainable. It discusses the goals and characteristics of green entrepreneurs, and provides examples of green business ideas. It also includes tasks for participants to discuss local green entrepreneurs and how they incorporate green principles into their daily lives.
Ng environment io2 induction to pedagogy - m3 part3EmanuelePristera
This document summarizes Module 3 of a training program on developing entrepreneurial ideas for NGO staff. It discusses the EntreComp model, which was developed by the European Commission to define and describe entrepreneurship competence. The model identifies three competence areas - Ideas and Opportunities, Resources, and Into Action - along with 15 specific competences that make up an entrepreneurial mindset and skills. These competences include creativity, innovation, risk-taking, self-awareness, motivation, and mobilizing resources to transform ideas into action.
Ng environment io3_module1_introducing leadership_unit1_p3_leadershipLeonardoPrister
This document is a training package for social and green NGO leadership. It discusses the social aspects and challenges of NGO leadership. Specifically, it notes that NGO leaders often face extraordinary challenges both personally and organizationally. They work long hours with limited resources in uncertain environments to help marginalized groups. The leadership style must be tailored to the social aspects and needs of the particular organization. The document provides exercises for trainees to analyze the social factors influencing their organization and to identify an appropriate leadership style.
Ng environment io3_module1_introducing leadership_unit1_p1_leadershipLeonardoPrister
This document provides an overview of Module 1 of a training package on leadership for social and green NGOs. The module introduces key concepts of leadership, including definitions, theories, and styles. It discusses transactional leadership, which focuses on supervision, organization, and performance; and transformational leadership, which aims to change the future. The module also examines social aspects of NGO leadership and identifies learning outcomes around defining leadership, understanding its importance for NGOs, different leadership styles, and identifying one's own style.
Ng environment io3_module1_introducing leadership_unit1_p2_leadershipLeonardoPrister
This document provides an overview of Module 1 of a training package on leadership for social and green NGOs. The module aims to introduce leadership concepts and highlight the importance of competent leadership for running a successful NGO. It covers defining leadership, different leadership styles, and the social aspects of NGO leadership. The module agenda outlines units on defining leadership, leadership styles, and social aspects of NGO leadership. Common leadership styles discussed include coaching, visionary, servant, autocratic, laissez-faire, democratic, transformational, and transactional leadership.
The document provides information about two non-profit organizations - Charity:water and Teach for All. Charity:water was founded by Scott Harrison to provide clean drinking water in developing countries using a 100% donation model. It has funded over 28,000 water projects serving 8.2 million people through innovative digital marketing and fundraising. Teach for All is a global network founded in 2007 to address educational inequity. It was inspired by Teach for America and Teach First and aims to develop collective leadership to ensure all children can reach their potential.
This document outlines a training module on social and green entrepreneurship for NGO leadership. The module defines social entrepreneurship and green entrepreneurship. It explains that green entrepreneurs have environmental and social goals at the core of their business and use their business to raise awareness of green products/services. The module contains videos and assignments for participants, including having them describe what green business ideas are for startup companies and why after watching a video on innovative ideas from green startups in the energy and water industries. The overall goal is to help participants understand social entrepreneurship and green entrepreneurship.
Ng environment io2 induction to pedagogy - m3 part2_deutschLeonardoPrister1
This document discusses the key elements needed for an entrepreneurial idea to be successful. It explains that creativity is the process of implementing new ideas in reality, and is characterized by the ability to perceive the world in new ways and find hidden patterns. Innovation is defined as implementing a new or significantly improved product, service or process that creates value. An innovative entrepreneurial idea is a concept that can be used to generate financial profit, usually focused on a unique product or service. Successful ideas are innovative, meet a need in the market, and can be implemented in a way that is financially sustainable. The document provides sources of creativity and innovation, such as knowledge, thinking styles, motivation, and openness to new experiences.
Ng environment io2 induction to pedagogy - m3 part2EmanuelePristera
This document provides an overview of Module 3 of a training program on developing entrepreneurial ideas. It discusses what makes an entrepreneurial idea successful, including the need for it to be innovative and unique. It defines creativity as turning new ideas into reality, and innovation as implementing new products or services that create value. Sources of creativity and innovation include knowledge, thinking styles, motivation, and openness to new experiences. The document lists various sources of innovative opportunities, such as unexpected occurrences in the market, addressing inefficiencies, and responding to changes. It also describes common approaches to measuring the creativity and innovation of ideas: indirect measurement, overall judgment, and criterion-based assessment. The learning outcomes are to understand entrepreneurial competencies, creativity
O2 m4-ng environment-blended learning in ngenvir part 3LeonardoPrister
This document provides an overview of Module 4 of a blended learning course on blended learning in NGOEnvironment. The module aims to help participants understand blended learning, its benefits and challenges for teachers and learners, and how to provide feedback and online tests/tasks. It discusses what blended learning is, feedback structures for blended learning including rules for soliciting feedback, ideas for creating engaging online tests using games, quizzes and assignments, and the learning outcomes of understanding and being able to implement blended learning and provide online feedback and assessment.
Ng environment io2 induction to pedagogy - m2 part 1LeonardoPrister
This document provides an overview of Module 2 of a training program on pedagogy for NGO staff. The module aims to improve participants' pedagogical skills, communication skills, and understanding of pedagogical methods. It covers topics like standards of effective pedagogy, Bloom's taxonomy, face-to-face courses, and blended learning. The document outlines the module's learning outcomes, content areas, and references resources on concepts like pedagogy, communication models, and supporting NGO staff. It also includes exercises for participants to define pedagogy and discuss teaching methods.
Ng environment io3_module4_idea generation and evaluation_part 2EmanuelePristera
This document provides an overview of methods for idea generation and evaluation. It discusses the importance of generating ideas using appropriate methods and evaluating ideas using goal-based, process-based, and outcomes-based evaluation methods. The document outlines the learning outcomes and agenda for a training module that will introduce trainees to idea generation and evaluation. It will help them understand different idea generation techniques, learn skills to assess ideas, and become familiar with evaluation methods.
Ng environment io2 induction to pedagogy - m2 part 2LeonardoPrister
This document provides an overview of Module 2 of a training program on pedagogy for NGO staff. The module aims to improve pedagogical skills, communication skills, and pedagogical methods. It covers topics like teaching methods, educational decisions, and Kolb's experiential learning cycle. Learning outcomes include understanding pedagogical skills, communication types, making educational decisions, and communicating effectively. The document provides details on the content and structure of the module.
The document discusses various social media tools that small and medium-sized enterprises can use for communication purposes. It provides information on Skype, Google+, LinkedIn, Facebook, and Twitter, describing their main functions and how businesses can utilize them, including examples of best practices. Guidelines are given on using tools like Skype for instant messaging, video conferencing, and file sharing, as well as setting up business pages and engaging with audiences on Google+, LinkedIn, Facebook and Twitter.
Ng environment io3_module5_testing and prototyping the ngo idea - part 1EmanuelePristera
This document provides an overview of Module 5 of a training package on testing and prototyping NGO ideas. The module aims to teach learners how to test and prototype their NGO idea through understanding business models and using a Business Model Canvas. It discusses what business models are, introduces the Business Model Canvas template, and explains how this template can also be applied to NGOs with a focus on social and environmental issues rather than solely profit. The document provides examples of filling out the Business Model Canvas and concludes with a thank you.
Ng environment io3_module4_idea generation and evaluation_part 1EmanuelePristera
The document discusses methods for generating ideas, including brainstorming, mind mapping, and provocative actions. It explains that generating ideas is an important part of the creative process for solving problems and driving innovation. The document provides an overview of common idea generation methods that can be easily implemented and encourages preparing for problems by considering relevant questions.
Ng environment io2 induction to pedagogy - m3 part1EmanuelePristera
This document discusses developing entrepreneurial ideas. It begins with defining an entrepreneurial idea as a concept that can generate financial gain through offering a product or service. Ideation is discussed as generating new ideas by watching videos of existing entrepreneurial concepts. Several examples of green entrepreneurial ideas are provided, such as manufacturing green products like soaps, cultural routes inspired by olive tree civilizations, and waste management/recycling businesses. The document aims to help understand what makes ideas successful and the skills and mindset needed for entrepreneurship.
This document provides an overview of Module 5 from an induction program on pedagogy for NGO staff. The module focuses on developing a business plan for an NGO. It discusses the importance of business models and value propositions for NGOs. It also outlines the key elements that should be included in an effective business plan, such as describing the team and their expertise, illustrating the business model, providing financial projections, and identifying risks. The overall aim of the module is to help participants understand how to develop a sustainable NGO through entrepreneurial skills like developing a business plan and pitching ideas for approval.
This document discusses pitching business ideas, specifically the elevator pitch. It provides guidance on constructing an effective elevator pitch, including keeping it short, using a "grabber" to get attention, showing passion, and practicing. For non-profits, the elevator pitch structure suggested includes a hook to introduce the organization and state its mission, a body to further explain its work, and a wrap-up closing. The overall purpose is to teach NGO staff how to succinctly present their business ideas or organizations to potential investors in a brief amount of time, like an elevator ride.
This document discusses a module on value propositions for NGO staff. It begins by introducing the topic of value propositions and what they are. It then discusses using a value proposition canvas to help understand what customers want and create products/services to match their needs. The canvas has two sides - a customer profile side to describe customer understanding, and a value map side to describe how value will be created. The document provides examples of filling out each side of the canvas. It aims to help NGO staff recognize the importance of business models and value propositions, and understand how to develop a structured business plan.
The document is a training module on creative thinking, initiative, and self-confidence for NGO leadership. It discusses key topics like the definition of initiative, examples of initiative in the workplace, and developing leadership confidence. The module aims to help participants understand these concepts and provide practical techniques to strengthen these skills for their roles in NGO management.
The document is a training module on funding for social and green NGO leadership. It discusses various sources of funding for NGOs, including Erasmus+ funding from the European Commission for education and exchange projects, as well as other EU funding programs like LIFE for climate and environment projects, Creative Europe for cultural projects, and Horizon 2020 for research and innovation. It provides information on the different types of projects and funding available under these various European programs that NGOs can apply for.
This document provides information about green entrepreneurship and social entrepreneurship. It is part of a training package on social and green NGO leadership developed with funding from the European Commission. The document defines green entrepreneurship as addressing environmental and social problems through entrepreneurial ideas that have a net positive environmental impact while also being financially sustainable. It discusses the goals and characteristics of green entrepreneurs, and provides examples of green business ideas. It also includes tasks for participants to discuss local green entrepreneurs and how they incorporate green principles into their daily lives.
Ng environment io2 induction to pedagogy - m3 part3EmanuelePristera
This document summarizes Module 3 of a training program on developing entrepreneurial ideas for NGO staff. It discusses the EntreComp model, which was developed by the European Commission to define and describe entrepreneurship competence. The model identifies three competence areas - Ideas and Opportunities, Resources, and Into Action - along with 15 specific competences that make up an entrepreneurial mindset and skills. These competences include creativity, innovation, risk-taking, self-awareness, motivation, and mobilizing resources to transform ideas into action.
Ng environment io3_module1_introducing leadership_unit1_p3_leadershipLeonardoPrister
This document is a training package for social and green NGO leadership. It discusses the social aspects and challenges of NGO leadership. Specifically, it notes that NGO leaders often face extraordinary challenges both personally and organizationally. They work long hours with limited resources in uncertain environments to help marginalized groups. The leadership style must be tailored to the social aspects and needs of the particular organization. The document provides exercises for trainees to analyze the social factors influencing their organization and to identify an appropriate leadership style.
Ng environment io3_module1_introducing leadership_unit1_p1_leadershipLeonardoPrister
This document provides an overview of Module 1 of a training package on leadership for social and green NGOs. The module introduces key concepts of leadership, including definitions, theories, and styles. It discusses transactional leadership, which focuses on supervision, organization, and performance; and transformational leadership, which aims to change the future. The module also examines social aspects of NGO leadership and identifies learning outcomes around defining leadership, understanding its importance for NGOs, different leadership styles, and identifying one's own style.
Ng environment io3_module1_introducing leadership_unit1_p2_leadershipLeonardoPrister
This document provides an overview of Module 1 of a training package on leadership for social and green NGOs. The module aims to introduce leadership concepts and highlight the importance of competent leadership for running a successful NGO. It covers defining leadership, different leadership styles, and the social aspects of NGO leadership. The module agenda outlines units on defining leadership, leadership styles, and social aspects of NGO leadership. Common leadership styles discussed include coaching, visionary, servant, autocratic, laissez-faire, democratic, transformational, and transactional leadership.
The document provides information about two non-profit organizations - Charity:water and Teach for All. Charity:water was founded by Scott Harrison to provide clean drinking water in developing countries using a 100% donation model. It has funded over 28,000 water projects serving 8.2 million people through innovative digital marketing and fundraising. Teach for All is a global network founded in 2007 to address educational inequity. It was inspired by Teach for America and Teach First and aims to develop collective leadership to ensure all children can reach their potential.
This document outlines a training module on social and green entrepreneurship for NGO leadership. The module defines social entrepreneurship and green entrepreneurship. It explains that green entrepreneurs have environmental and social goals at the core of their business and use their business to raise awareness of green products/services. The module contains videos and assignments for participants, including having them describe what green business ideas are for startup companies and why after watching a video on innovative ideas from green startups in the energy and water industries. The overall goal is to help participants understand social entrepreneurship and green entrepreneurship.
Ng environment io2 induction to pedagogy - m2 part 3-deutschLeonardoPrister1
This document discusses improving pedagogical skills, communication skills, and pedagogical methods for NGO staff. It covers communication models including the Shannon-Weaver model of communication and Paul Watzlawick's axioms of communication. The goals of Module 2 are to understand pedagogical skills, understand and use different types of communication, make education decisions, and communicate effectively. Topics covered include communication models, course design and didactics, and support for NGO employees in establishing and developing an organization. Videos are provided as examples to illustrate communication models.
This document provides an overview of Module 5 of the NGEnvironment Immersion Programme, which focuses on business models. It defines what a business model is and introduces the Business Model Canvas as a tool to develop and improve business structures. The Business Model Canvas can be applied to non-profits and NGOs, with some modifications to account for their social missions rather than solely profit-focused activities. The module aims to help participants understand business models and entrepreneurship in the context of starting their own NGO.
Ng environment io2 induction to pedagogy - m2 part 2-deutschLeonardoPrister1
This document discusses pedagogical methods and skills for NGO staff. It covers seven principles of good teaching practice, including promoting contact between students and teachers and active learning. Different teaching methods are explored, such as lectures, group work and roleplays. Communication models and Bloom's revised taxonomy are also mentioned. The goal is to help NGO staff understand pedagogical skills, communicate effectively, make educational decisions and choose appropriate teaching methods.
Ng environment io2 induction for pedagogy staff_part1_ptLeonardoPrister1
This document provides an overview of non-governmental organizations (NGOs). It defines NGOs as voluntary citizen groups organized locally, nationally or internationally to address issues for the public good. It discusses key drivers of NGOs like globalization and environmental threats. It also outlines characteristics of green NGOs such as their non-state independence, non-profit status, and focus on volunteer work and public advocacy. The document aims to help staff at NGOs better understand the nature and role of these organizations.
This document provides an overview of social enterprises. It defines social enterprises as organizations that combine entrepreneurial activity with a social purpose, aiming to have a social or environmental impact rather than maximizing profits. Social enterprises can take various legal forms and operate across many sectors. They are managed in an accountable and transparent way, involving workers and stakeholders. The primary objective of a social enterprise is to achieve a social impact through reinvesting surpluses in social objectives. Examples of social enterprises include large social cooperatives and small community initiatives operating in fields like manufacturing, healthcare, education, and more.
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Ng environment io2 induction for pedagogy staff_-part 3EmanuelePristera
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Ng environment io2 induction for pedagogy staff_part 2EmanuelePristera
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Ng environment io2 induction for pedagogy staff_part1EmanuelePristera
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Ng environment io3_module5_testing and prototyping the ngo idea -part 2
1. IO3 – Training package for social and green
NGO leadership
Modul 5:
Part 2: Testing and prototyping the NGO idea
Prepared by UPB
The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and
the Commission cannot be held responsible for any use which may be made of the information contained therein.
2. NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership –
Module 5
Learning Outcomes
The aim of this module 5 is to test and prototype the NGO
idea. It highlights the importance of distinguished
competences to test and prototype NGO ideas.
The learning outcomes can be defined as following ones:
Learn what is important by founding an NGO
The Business Model Canvas: overview, repetition and practical
…relevance
Learning skills to test and prototype the NGO idea
Examples for running a NGO
The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors,
and the Commission cannot be held responsible for any use which may be made of the information contained therein.
2
3. Agenda
Unit 1: What is important to found an own NGO
1.1 What are Business Models?
1.2 Business Model Canvas
1.3 Business Model Canvas and NGO
Unit 2: Running your own NGO idea
2.1 Example for running your own NGO Idea
2.2 What is your NGO idea?
2.3 Closer look: What is important for founding your NGO
3The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and
the Commission cannot be held responsible for any use which may be made of the information contained therein.
NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership –
Module 5
4. Unit 2: Running your own NGO
4The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and
the Commission cannot be held responsible for any use which may be made of the information contained therein.
NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership –
Module 5
"Dieses Foto" von Unbekannter Autor ist lizenziert
gemäß CC BY-SA
"Dieses Foto" von Unbekannter Autor ist lizenziert
gemäß CC BY-SA
"Dieses Foto" von Unbekannter Autor ist
lizenziert gemäß CC BY
"Dieses Foto" von Unbekannter Autor ist lizenziert
gemäß CC BY
"Dieses Foto" von Unbekannter Autor ist
lizenziert gemäß CC BY-SA
"Dieses Foto" von Unbekannter Autor ist lizenziert
gemäß CC BY-SA-NC
5. 2.1 Example for running your own NGO
Idea
5The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and
the Commission cannot be held responsible for any use which may be made of the information contained therein.
NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership –
Module 5
"Dieses Foto" von Unbekannter Autor ist lizenziert gemäß CC BY-SA
Protect the turtles
"Dieses Foto" von Unbekannter Autor ist lizenziert gemäß
CC BY-SA
6. 2.1 Example for running your own NGO
Idea
6The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and
the Commission cannot be held responsible for any use which may be made of the information contained therein.
NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership –
Module 5
Plastic waste in the sea:
oceans threaten to suffocate from plastic waste
Help needed:
injured turtle and egg laying
Development of a turtle care station with
medical supplies
"Dieses Foto" von Unbekannter
Autor ist lizenziert gemäß CC BY-
SA
Protect the turtles
7. Task
2.2 What is your NGO idea?
Online:
https://upload.wikimedia.org/wikipedia/commons/thumb/1
/10/Pictofigo_-_Idea.png/220px-Pictofigo_-_Idea.png
CCBY-SA
TASK!
Please describe your NGO
idea and create a name
for your NGO!
The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and
the Commission cannot be held responsible for any use which may be made of the information contained therein.
NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership –
Module 5
8. Task
The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and
the Commission cannot be held responsible for any use which may be made of the information contained therein.
NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership –
Module 5
What would you like to do?
Who will be adressed?
• Who is your typical customer?
• Describe where your typical customers are based
Please create a company name!
TASK!
Please describe your NGO
idea and create a name
for your NGO!
2.2 What is your NGO idea?
9. 2.3 Closer look:
What is important for starting your NGO
9The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and
the Commission cannot be held responsible for any use which may be made of the information contained therein.
NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership –
Module 5
(1) Executive
Summary
about your
mission, your
vision, your
purpose
(2) Key partners
(3) Key activities
(4) Key resources
(5) Value propositions
(6) Channels
(7) Customer segments
(8) Cost structure
(9) Revenue Streams
Parts from Canvas Model: Link:
https://www.bing.com/search?q=canvas+model+english&qs
=n&form=QBRE&sp=-
1&ghc=2&pq=canvas+model+en&sc=3-
15&sk=&cvid=3287E869094C42E4B10F3A291FAEEA09
10. 2.3 Closer look:
What is important for starting your NGO
10The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and
the Commission cannot be held responsible for any use which may be made of the information contained therein.
NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership –
Module 5
(1) Executive
Summary:
We want to protect
turtles in Bali,
Indonesia. (etc.)
(2) Key partners: veterinarians, volunteers, ecologists, etc.,
(3) Key activities: collect donations, clean beach, dissemination, care for the turtles
(4) Key resources: Donates and volunteers
(5) Value propositions: Help the turtles
(6) Channels:
(7) Customer segments:
(8) Cost structure:
(9) Revenue Streams:
Parts from Canvas Model: Link:
https://www.bing.com/search?q=canvas+model+engl
ish&qs=n&form=QBRE&sp=-
1&ghc=2&pq=canvas+model+en&sc=3-
15&sk=&cvid=3287E869094C42E4B10F3A291FAEEA0
9
11. Task
The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and
the Commission cannot be held responsible for any use which may be made of the information contained therein.
NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership –
Module 5
TASK!
Think of your NGO idea!
Please use this Business Model Canvas
template to fill in the blanks!
Please present your NGO idea to the group!
2.3 Closer look:
What is important for starting your NGO
12. Task
The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and
the Commission cannot be held responsible for any use which may be made of the information contained therein.
NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership –
Module 5
2.3 Closer look:
What is important for starting your NGO
(1) Executive
Summary
(2) Key partners
(3) Key activities
(4) Key resources
(5) Value propositions
(6) Channels
(7) Customer segments
(8) Cost structure
(9) Revenue Streams
TASK!
Think of your NGO idea!
Please use this Business Model
Canvas template to fill in the
blanks!
13. Task
The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and
the Commission cannot be held responsible for any use which may be made of the information contained therein.
NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership –
Module 5
2.3 Closer look:
What is important for starting your NGO
(1) Executive
Summary
(2) Key partners
(3) Key activities
(4) Key resources
(5) Value propositions
(6) Channels
(7) Customer segments
(8) Cost structure
(9) Revenue Streams
14. Task
The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and
the Commission cannot be held responsible for any use which may be made of the information contained therein.
NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO3 – Training package for social and green NGO leadership –
Module 5
2.2 Closer look:
What is important for starting your NGO
TASK!
Please, present your Business Plan!
15. Thank you very much for
your attention!
The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and
the Commission cannot be held responsible for any use which may be made of the information contained therein.
16. NGEnvironment -
Foster European Active Citizenship and Sustainability
Through Ecological Thinking by NGOs
Project Nummer: 2018-1-DE02-KA204-005014
IO2 - Induction to Pedagogy for NGO staff
Sources
Canvas Model (Online 30.01.2020);
Link:https://www.bing.com/search?q=canvas+model+english&qs=n&form=QBRE&sp=-
1&ghc=2&pq=canvas+model+en&sc=3-15&sk=&cvid=3287E869094C42E4B10F3A291FAEEA09
Osterwalder, A. (2009). The silly business model innovation cow exercise. Website. Retrieved from:
http://businessmodelalchemist.com/2009/02/silly-business-model-innovation-cow.html
Osterwalder, A. & Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries,
Games Changers and Challengers. USA: John Wiley & Sons
Osterwalder, A., Pigneur, Y., Bernarda, G. & Smith, A. (2014). Value Proposition Design: How to
Create Products and Services Costumers Want. USA: John Wiley & Sons
Tandemic (2019). Social Business Model Canvas. Website. Retrieved from:
http://www.socialbusinessmodelcanvas.com/
https://www.youtube.com/watch?v=QoAOzMTLP5s
16The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors,
and the Commission cannot be held responsible for any use which may be made of the information contained therein.