Titan Financial Legacy's vision is to create sustainable financial literacy education programming and curriculum for grades 6 - 12 and young adults ages 18 - 24 for the empowerment of culturally diverse, rural and urban communities.
Social entrepreneurship uses business techniques to develop solutions to social, cultural, and environmental issues. While a relatively new term, social entrepreneurship has existed throughout history in organizations established by people like Vinoba Bhave, Robert Owen, and Florence Nightingale. Social entrepreneurs focus on enhancing economic opportunities, ensuring access to healthcare, addressing issues sustainably, and more. Qualities of social entrepreneurs include being ambitious, mission-driven, strategic, resourceful, and results-oriented. Governance is important for social entrepreneurs to balance financial and social responsibilities and oversee compliance while safeguarding the mission. Boards can provide strategic support, expertise, networks, and ensure the vision continues.
Chapter 2 Social Entrepreneurship.pptxsitiamaliya2
Social entrepreneurship uses business techniques to develop solutions to social, cultural, and environmental issues. While a relatively new term, social entrepreneurship has existed throughout history. Some examples from the 19th century include Vinoba Bhave's Land Gift Movement and Florence Nightingale's nursing school. Social entrepreneurs focus on enhancing economic well-being, ensuring access to healthcare, addressing issues sustainably, and transforming water management. They are passionate visionaries who tackle major problems through innovative solutions and aim to create lasting social change rather than profit alone. Effective governance, including boards, is important for social entrepreneurs to balance financial and social responsibilities among stakeholders.
Social entrepreneurship uses business techniques to develop and implement solutions to social, cultural, and environmental issues. While a relatively new term, social entrepreneurship has existed throughout history. Some key aspects include focusing on improving economic well-being, ensuring access to healthcare, addressing issues sustainably, and fostering equity. Social entrepreneurs are mission-driven and tackle major social problems innovatively with limited resources. Effective governance, including strategic boards, is important for social entrepreneurs to balance financial and social responsibilities while achieving their mission over the long term.
Social entrepreneurship uses business techniques to develop and implement solutions to social, cultural, and environmental issues. While a relatively new term, social entrepreneurship has existed throughout history. Some key aspects include focusing on improving economic well-being, ensuring access to healthcare, addressing issues sustainably, and fostering equity. Social entrepreneurs are mission-driven and tackle major social problems innovatively with limited resources. Effective governance, including an expert board, is important for social entrepreneurs to balance financial and social responsibilities while achieving their mission over the long term.
Chapter 2. Social Entrepreneurship.pptxsitiamaliya2
Social entrepreneurship uses business techniques to tackle social, cultural and environmental issues. It aims to create both social value and sustainability. Effective governance is important for social enterprises to balance financial and social responsibilities while coordinating stakeholders. Boards provide strategic support, expertise, networks and ensure the vision is maintained. They should be tailored to the organization and evolve over time. The right board members are recruited through networks and have relevant skills and passion for the social mission. Boards support management through guidance and oversight, while not managing operations. They approve important decisions and strategies to ensure alignment with the social mission.
Three researchers from the University of York and the University of Wisconsin-Madison collaborated on a study of social enterprise and innovation in Madison, WI. They interviewed 28 funders and organizations to understand how funding supports or limits social innovations. Key findings included that limited funding, risk aversion among funders, and lack of support for operational costs present barriers to innovation. The researchers recommended that funders provide multi-year funding, flexible expenditures, support for leadership, and consider general operating costs to better encourage social innovation.
The USAID Policy on Youth in Development outlines two main objectives:
1. Strengthen youth programming, participation, and partnerships to support development goals.
2. Mainstream and integrate youth issues across agency initiatives by engaging young people in program design and implementation.
The policy aims to improve youth capacities and opportunities so they can contribute to more stable, democratic, and prosperous societies. It focuses on challenges like economic opportunities, learning, health, and peace, and establishes principles of supporting youth needs, protecting them from harm, preparing them for the future, and creating ways for them to participate.
USAID Policy on Youth in Development_Elizabeth Berard_4.25.13CORE Group
The USAID Policy on Youth in Development outlines the agency's goals and approach to working with youth. The policy has two main objectives: 1) to strengthen youth programming, participation, and partnerships to support development goals, and 2) to mainstream and integrate youth issues across all agency initiatives. Key outcomes for youth include increased access to economic and social opportunities, empowerment to participate in building peaceful societies, and a stronger voice in local and national institutions. The policy provides a framework to support, protect, prepare, and engage youth based on principles like recognizing youth participation, investing in their assets, and embracing innovation.
Social entrepreneurship uses business techniques to develop solutions to social, cultural, and environmental issues. While a relatively new term, social entrepreneurship has existed throughout history in organizations established by people like Vinoba Bhave, Robert Owen, and Florence Nightingale. Social entrepreneurs focus on enhancing economic opportunities, ensuring access to healthcare, addressing issues sustainably, and more. Qualities of social entrepreneurs include being ambitious, mission-driven, strategic, resourceful, and results-oriented. Governance is important for social entrepreneurs to balance financial and social responsibilities and oversee compliance while safeguarding the mission. Boards can provide strategic support, expertise, networks, and ensure the vision continues.
Chapter 2 Social Entrepreneurship.pptxsitiamaliya2
Social entrepreneurship uses business techniques to develop solutions to social, cultural, and environmental issues. While a relatively new term, social entrepreneurship has existed throughout history. Some examples from the 19th century include Vinoba Bhave's Land Gift Movement and Florence Nightingale's nursing school. Social entrepreneurs focus on enhancing economic well-being, ensuring access to healthcare, addressing issues sustainably, and transforming water management. They are passionate visionaries who tackle major problems through innovative solutions and aim to create lasting social change rather than profit alone. Effective governance, including boards, is important for social entrepreneurs to balance financial and social responsibilities among stakeholders.
Social entrepreneurship uses business techniques to develop and implement solutions to social, cultural, and environmental issues. While a relatively new term, social entrepreneurship has existed throughout history. Some key aspects include focusing on improving economic well-being, ensuring access to healthcare, addressing issues sustainably, and fostering equity. Social entrepreneurs are mission-driven and tackle major social problems innovatively with limited resources. Effective governance, including strategic boards, is important for social entrepreneurs to balance financial and social responsibilities while achieving their mission over the long term.
Social entrepreneurship uses business techniques to develop and implement solutions to social, cultural, and environmental issues. While a relatively new term, social entrepreneurship has existed throughout history. Some key aspects include focusing on improving economic well-being, ensuring access to healthcare, addressing issues sustainably, and fostering equity. Social entrepreneurs are mission-driven and tackle major social problems innovatively with limited resources. Effective governance, including an expert board, is important for social entrepreneurs to balance financial and social responsibilities while achieving their mission over the long term.
Chapter 2. Social Entrepreneurship.pptxsitiamaliya2
Social entrepreneurship uses business techniques to tackle social, cultural and environmental issues. It aims to create both social value and sustainability. Effective governance is important for social enterprises to balance financial and social responsibilities while coordinating stakeholders. Boards provide strategic support, expertise, networks and ensure the vision is maintained. They should be tailored to the organization and evolve over time. The right board members are recruited through networks and have relevant skills and passion for the social mission. Boards support management through guidance and oversight, while not managing operations. They approve important decisions and strategies to ensure alignment with the social mission.
Three researchers from the University of York and the University of Wisconsin-Madison collaborated on a study of social enterprise and innovation in Madison, WI. They interviewed 28 funders and organizations to understand how funding supports or limits social innovations. Key findings included that limited funding, risk aversion among funders, and lack of support for operational costs present barriers to innovation. The researchers recommended that funders provide multi-year funding, flexible expenditures, support for leadership, and consider general operating costs to better encourage social innovation.
The USAID Policy on Youth in Development outlines two main objectives:
1. Strengthen youth programming, participation, and partnerships to support development goals.
2. Mainstream and integrate youth issues across agency initiatives by engaging young people in program design and implementation.
The policy aims to improve youth capacities and opportunities so they can contribute to more stable, democratic, and prosperous societies. It focuses on challenges like economic opportunities, learning, health, and peace, and establishes principles of supporting youth needs, protecting them from harm, preparing them for the future, and creating ways for them to participate.
USAID Policy on Youth in Development_Elizabeth Berard_4.25.13CORE Group
The USAID Policy on Youth in Development outlines the agency's goals and approach to working with youth. The policy has two main objectives: 1) to strengthen youth programming, participation, and partnerships to support development goals, and 2) to mainstream and integrate youth issues across all agency initiatives. Key outcomes for youth include increased access to economic and social opportunities, empowerment to participate in building peaceful societies, and a stronger voice in local and national institutions. The policy provides a framework to support, protect, prepare, and engage youth based on principles like recognizing youth participation, investing in their assets, and embracing innovation.
The Schoharie County Youth Bureau Mission & Goals 2013George McDonnell
The document provides the mission statement, goals, and objectives of the Schoharie County Youth Bureau. The mission is to promote the empowerment and well-being of county youth through positive youth development methods. The goals include providing positive experiences, maximizing direct contact with youth, connecting youth to their community, strengthening school connections, collaborative efforts with other organizations, giving youth a voice, and involvement in youth-serving committees. The objectives outline how the Youth Bureau plans to achieve these goals through its programs and services.
The document proposes the establishment of a youth-founded social initiative called The Creative Age. Its vision is to drive new eras of creative problem-solving, development, leadership and competency among youth. The organization's strategic goals include creating structures focused on education, commerce, community engagement and leadership. It then outlines plans for various projects, including an academic tour of industrial development zones in KwaZulu-Natal and a series of symposiums analyzing South Africa's National Development Plan.
The document provides information about LEMOSA, a youth development organization in South Africa. It discusses LEMOSA's history, vision, values, programs, partners, marketing, testimonials, leadership, and contact details. LEMOSA was founded in 2011 to empower and transform youth through education. It operates various programs focused on career guidance, debates, sports, and ICT skills. LEMOSA is run by a small executive committee and partners with other organizations to provide opportunities to youth.
We are a group of Youth who came together with mission of improving youth qualities such as; peaceful co-existence, educational values, technical aids, traditional and cultural values, community development projects, collective participation initiation, bringing out the special abilities in youth such as potential with abilities to enhance private progression without depending on government, creating awareness on the ills of social vices and general awareness of how a youth should be or contribute to his society.
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.
This document provides the 2016-2019 strategic plan for the South Street Youth Center (SSYC) in Jamaica Plain, MA. It was created through a participatory planning process to help the Center strengthen its operations and impact over the next three years.
The SSYC currently serves around 60 youth daily, focusing on after-school and summer programs. It has an annual budget of $235,000. The plan lays out the Center's mission, vision, values, and 10 goals. The mission is to provide a safe, educational space to help youth develop skills and confidence. The vision by 2019 is for youth to have expanded opportunities and parents to trust the Center.
The plan also outlines the Center's current
Capital Impact Co-op Innovation Award Webinar 2020capitalimpact
Capital Impact Partners created the Co-op Innovation Award Co-op Innovation Award to expand the power of cooperative development, empowering organizations to increase economic opportunity for the communities that they serve. This is an informational slideshow for organizations and cooperatives interested in applying for the award to learn more.
Isa Gaillard, Senior Program Manager at The Greenlining Institute gave this presentation at Forth Roadmap Win Federal Funding for Electric Mobility in Your Community workshop on Monday, May 15, 2023.
This document summarizes the Cal-Learn program, which serves pregnant and parenting teens in California. It describes the organizational structure of the program, the population it serves, its mission to promote child safety and family well-being, and the services and incentives it provides like parenting classes, case management, and school attendance requirements to help teens graduate high school. The summary emphasizes the program's goals of graduation and improving teen outcomes to reduce pregnancy, using social work principles of social justice, dignity, and service to build clients' self-confidence to achieve their goals.
Engaging older adults as untapped resources 04-2011 - chazgrantmakers
This document discusses engaging older adults as untapped resources for nonprofits. It notes that the aging population is growing healthier and more educated. Successful models are presented that leverage older adult skills through flexible volunteer roles like consulting, internships and short-term projects. Data shows significant returns on investment for nonprofits that adopt these models. The document proposes a countywide initiative to connect experienced people to social purpose opportunities through programs like workshops, fellowships and intergenerational mentoring.
Boomer Solution: Skilled Talent to Meet Nonprofit Needsazgrantmakers
1. The nonprofit recognizes older adults represent an untapped resource that can help achieve its mission through volunteer assistance.
2. The organization develops a menu of flexible volunteer opportunities from professional roles to direct service that match both organizational needs and individual interests and skills.
3. Tracking the impact of skilled older adult volunteers over one year for 10 nonprofits, their work was valued at $1.3 million while the total investment was $218,000, showing over a 500% return on investment.
Trends, Mechanism, and Investors for Resource Mobilization tistalks
This document discusses trends in funding innovation and telecentres as social enterprises. It covers three phases: building knowledge, finding solutions and partners, and planning for innovation, technology, and sustainability. It examines funding sources like philanthropy, social investment, and impact investing. It also discusses challenges for NGOs and opportunities for telecentres, including improving evidence of success, focusing on multi-stakeholder initiatives, and developing services with real demand. New models for telecentres as social enterprises are proposed, like living labs, youth innovation centers, and accelerators of talents.
The Baltimore Squeegee Collaborative brought together over 150 leaders over 4 months to develop recommendations to address squeegeeing. They reviewed past plans, learned from other cities like Atlanta, engaged the community, and developed a plan centered on equity. The plan focuses on support services, accountability, and governance/data to eliminate the need for squeegeeing by creating opportunities while ensuring public safety.
Oxfam mentions Sote Hub in Challenges for Rural Enterprises & Rural Hubs Sote ICT
Oxfam mentions Sote Hub as one of the inspirational approaches to rural startup hubs for their new program "Empower Youth for Work” they just launched in four countries - Pakistan, Bangladesh, Indonesia and Ethiopia. They mentioned our ideas:
1. Increase sustainability through selling services;
2. Cooperate with local government and donors through Memorandums of Understanding;
3. Help teams of young entrepreneurs to gain skills and prepare them for bigger investors;
4. Let students solve local problems or test new products;
5. Organize annual trade fairs and pitching competitions where young people can pitch to businessmen, local government and investors but don't have just NGO people in the jury;
6.Organize flexible peer-to-peer learning groups and tailor-made services for young people and girl groups;
7. Organize skype calls with outsiders and students abroad to open up minds and share expertise.
This document outlines a proposal for a rehabilitation program called the Turn Around Project (TAP). The goal of TAP is to rehabilitate ex-offenders and help them successfully reintegrate into society. The 12-week program has four main parts that focus on personal, family, community, and national development. It aims to give ex-offenders job skills and support to establish themselves as productive citizens. The proposal describes the program elements and structure in detail to seek endorsements and support from organizations, communities, government, and international partners.
Social enterprise for afp conference session two finalJeff Stern
Par2 of a 2-part panel on social enterprise for the NC AFP Conference. This session focused on examples of social enterprise, specifically the work of TROSA (a nonprofit social enterprise) and The Redwoods Group (a for-profit social enterprise).
Social Entrepreneurship and the 21st Century MueseumPaul Rogers
This talk provides a basic introduction to the potential value of social entrepreneurship for museum professionals. For more information on the strategic execution framework check out http://www.youtube.com/watch?v=Bg-ypS5p7-E
This document discusses creative entrepreneurship and social entrepreneurship as ways to increase financial sustainability for civil society organizations (CSOs) in Serbia. It proposes a two-phase project called "Pomak" to establish creative social enterprises employing young people. Phase 1 included developing resources on social entrepreneurship and hosting a conference. Phase 2 aims to transform 6 CSOs into creative enterprises through training, mentoring, and establishing physical spaces for their businesses. The overall goal is to sustain CSO programs and services while employing youth.
The Schoharie County Youth Bureau Mission & Goals 2013George McDonnell
The document provides the mission statement, goals, and objectives of the Schoharie County Youth Bureau. The mission is to promote the empowerment and well-being of county youth through positive youth development methods. The goals include providing positive experiences, maximizing direct contact with youth, connecting youth to their community, strengthening school connections, collaborative efforts with other organizations, giving youth a voice, and involvement in youth-serving committees. The objectives outline how the Youth Bureau plans to achieve these goals through its programs and services.
The document proposes the establishment of a youth-founded social initiative called The Creative Age. Its vision is to drive new eras of creative problem-solving, development, leadership and competency among youth. The organization's strategic goals include creating structures focused on education, commerce, community engagement and leadership. It then outlines plans for various projects, including an academic tour of industrial development zones in KwaZulu-Natal and a series of symposiums analyzing South Africa's National Development Plan.
The document provides information about LEMOSA, a youth development organization in South Africa. It discusses LEMOSA's history, vision, values, programs, partners, marketing, testimonials, leadership, and contact details. LEMOSA was founded in 2011 to empower and transform youth through education. It operates various programs focused on career guidance, debates, sports, and ICT skills. LEMOSA is run by a small executive committee and partners with other organizations to provide opportunities to youth.
We are a group of Youth who came together with mission of improving youth qualities such as; peaceful co-existence, educational values, technical aids, traditional and cultural values, community development projects, collective participation initiation, bringing out the special abilities in youth such as potential with abilities to enhance private progression without depending on government, creating awareness on the ills of social vices and general awareness of how a youth should be or contribute to his society.
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.
This document provides the 2016-2019 strategic plan for the South Street Youth Center (SSYC) in Jamaica Plain, MA. It was created through a participatory planning process to help the Center strengthen its operations and impact over the next three years.
The SSYC currently serves around 60 youth daily, focusing on after-school and summer programs. It has an annual budget of $235,000. The plan lays out the Center's mission, vision, values, and 10 goals. The mission is to provide a safe, educational space to help youth develop skills and confidence. The vision by 2019 is for youth to have expanded opportunities and parents to trust the Center.
The plan also outlines the Center's current
Capital Impact Co-op Innovation Award Webinar 2020capitalimpact
Capital Impact Partners created the Co-op Innovation Award Co-op Innovation Award to expand the power of cooperative development, empowering organizations to increase economic opportunity for the communities that they serve. This is an informational slideshow for organizations and cooperatives interested in applying for the award to learn more.
Isa Gaillard, Senior Program Manager at The Greenlining Institute gave this presentation at Forth Roadmap Win Federal Funding for Electric Mobility in Your Community workshop on Monday, May 15, 2023.
This document summarizes the Cal-Learn program, which serves pregnant and parenting teens in California. It describes the organizational structure of the program, the population it serves, its mission to promote child safety and family well-being, and the services and incentives it provides like parenting classes, case management, and school attendance requirements to help teens graduate high school. The summary emphasizes the program's goals of graduation and improving teen outcomes to reduce pregnancy, using social work principles of social justice, dignity, and service to build clients' self-confidence to achieve their goals.
Engaging older adults as untapped resources 04-2011 - chazgrantmakers
This document discusses engaging older adults as untapped resources for nonprofits. It notes that the aging population is growing healthier and more educated. Successful models are presented that leverage older adult skills through flexible volunteer roles like consulting, internships and short-term projects. Data shows significant returns on investment for nonprofits that adopt these models. The document proposes a countywide initiative to connect experienced people to social purpose opportunities through programs like workshops, fellowships and intergenerational mentoring.
Boomer Solution: Skilled Talent to Meet Nonprofit Needsazgrantmakers
1. The nonprofit recognizes older adults represent an untapped resource that can help achieve its mission through volunteer assistance.
2. The organization develops a menu of flexible volunteer opportunities from professional roles to direct service that match both organizational needs and individual interests and skills.
3. Tracking the impact of skilled older adult volunteers over one year for 10 nonprofits, their work was valued at $1.3 million while the total investment was $218,000, showing over a 500% return on investment.
Trends, Mechanism, and Investors for Resource Mobilization tistalks
This document discusses trends in funding innovation and telecentres as social enterprises. It covers three phases: building knowledge, finding solutions and partners, and planning for innovation, technology, and sustainability. It examines funding sources like philanthropy, social investment, and impact investing. It also discusses challenges for NGOs and opportunities for telecentres, including improving evidence of success, focusing on multi-stakeholder initiatives, and developing services with real demand. New models for telecentres as social enterprises are proposed, like living labs, youth innovation centers, and accelerators of talents.
The Baltimore Squeegee Collaborative brought together over 150 leaders over 4 months to develop recommendations to address squeegeeing. They reviewed past plans, learned from other cities like Atlanta, engaged the community, and developed a plan centered on equity. The plan focuses on support services, accountability, and governance/data to eliminate the need for squeegeeing by creating opportunities while ensuring public safety.
Oxfam mentions Sote Hub in Challenges for Rural Enterprises & Rural Hubs Sote ICT
Oxfam mentions Sote Hub as one of the inspirational approaches to rural startup hubs for their new program "Empower Youth for Work” they just launched in four countries - Pakistan, Bangladesh, Indonesia and Ethiopia. They mentioned our ideas:
1. Increase sustainability through selling services;
2. Cooperate with local government and donors through Memorandums of Understanding;
3. Help teams of young entrepreneurs to gain skills and prepare them for bigger investors;
4. Let students solve local problems or test new products;
5. Organize annual trade fairs and pitching competitions where young people can pitch to businessmen, local government and investors but don't have just NGO people in the jury;
6.Organize flexible peer-to-peer learning groups and tailor-made services for young people and girl groups;
7. Organize skype calls with outsiders and students abroad to open up minds and share expertise.
This document outlines a proposal for a rehabilitation program called the Turn Around Project (TAP). The goal of TAP is to rehabilitate ex-offenders and help them successfully reintegrate into society. The 12-week program has four main parts that focus on personal, family, community, and national development. It aims to give ex-offenders job skills and support to establish themselves as productive citizens. The proposal describes the program elements and structure in detail to seek endorsements and support from organizations, communities, government, and international partners.
Social enterprise for afp conference session two finalJeff Stern
Par2 of a 2-part panel on social enterprise for the NC AFP Conference. This session focused on examples of social enterprise, specifically the work of TROSA (a nonprofit social enterprise) and The Redwoods Group (a for-profit social enterprise).
Social Entrepreneurship and the 21st Century MueseumPaul Rogers
This talk provides a basic introduction to the potential value of social entrepreneurship for museum professionals. For more information on the strategic execution framework check out http://www.youtube.com/watch?v=Bg-ypS5p7-E
This document discusses creative entrepreneurship and social entrepreneurship as ways to increase financial sustainability for civil society organizations (CSOs) in Serbia. It proposes a two-phase project called "Pomak" to establish creative social enterprises employing young people. Phase 1 included developing resources on social entrepreneurship and hosting a conference. Phase 2 aims to transform 6 CSOs into creative enterprises through training, mentoring, and establishing physical spaces for their businesses. The overall goal is to sustain CSO programs and services while employing youth.
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2. History of
Project Ricochet
• May 28th, 2009: A group of concerned
citizens met to discuss the fatal shooting of
Rodriquez D. Burell of Southeast Raleigh,
NC.
• IN ATTENDANCE:
• Wake County Gang Prevention
Partnership
• Menace 2 Mentor
• Cambone Foundation
• The MLK Resource Center
• The Raleigh Wake Citizens Association
• Hispanic Community
3. Vision
Project Ricochet, Inc. is a community-based approach to finding
practical solutions that assist minority youth who are prone to anti-
social behaviors while discovering positive and productive life-style
alternatives.
4. Mission
• Our mission is to establish and maintain an ongoing and effective coalition of
parents, grandparents, youth service providers, civic and community leaders and
faith-based leaders to incorporate a “bottom-up” approach to gang intervention
and other issues related to the reduction of minority youth into the criminal
justice system.
• To design and maintain a “boots on the ground” brigade of community youth
development practitioners to have a continuous presence in communities, to
engage, assist, and mentor youth engaged in anti-social or criminal behaviors.
• To offer concrete ways in which affected youth can be redirected to access
economic opportunity through youth-driven entrepreneurial projects and job
placement through innovative apprenticeships and placement in area businesses,
and to offer other financial rewards for young people who demonstrate a
determination to change their lifestyles.
• To work and communicate in genuine ways with existing organizations and groups
which have a similar focus and to collaborate with government agencies to seek
more resources in support of our work.
5. Target Population
Target Population: Youth/Young Adults Between the Ages of 14-24
Services: Trauma Support Services, Career Empowerment, Youth Programming,
and Mentoring Opportunities
Focus: To offer community-based approaches to finding practical solutions that
assist minority youth prone to anti-social behavior.
*Reference Guide: Roth, J. L., & Brooks-Gunn, J. (2003). Youth development programs: Risk, prevention
and policy. Journal of Adolescent Health, 32(3), 170-182.
6. Titan Financial Legacy Initiative
• To accomplish the mission of the organization, we have
developed Titan Financial Legacy Initiative.
• The program offers concrete ways in which affected youth can be
redirected to access economic opportunity through financial
literacy education and then youth-driven entrepreneurial
projects and job placement through innovative apprenticeships
and placement in area businesses, and to offer other financial
rewards for young people who demonstrate a determination to
change their lifestyles.
7. Titan
Financial
Legacy
Initiative:
Objective
Project Ricochet, Inc. conducts
seminars offering household financial
management skills, business financial
planning, small business management,
and investment; in conjunction with
existing organizations that provide
financial education and development
services.
8. Aspects of Titan Financial Legacy
Financial Literacy Programming
The Purge -
Students Will
Journal Financial
Experiences
Learn Budgeting
The Weekly
Investment
Challenge
Current Events
Demonstration
Activities, Guest
Speakers, Board
Games
Hands On
Learning
Regional
Associations and
Visuals That
Students Are
Relational
Space for
Instructor/School
Personalization:
Guest Speakers
9. Titan Financial Legacy
Initiative: Registration
• Youth clients fill out a participant
form to assess their personality,
skills, and interests.
• Participants are grouped with
other participants based on age
category (14-17) and (18-24) and
mentors with similar interests.
10. Value: I want to improve my life.
Experiential Benefit: Titan Financial
Legacy will provide me with the
support and training I need.
Functional Benefit #2: As a youth
member of society, I can apply skills
obtained from the program.
Functional Benefit #1: The program will
provide an opportunity to gain a
financial management mindset that
will sustain my life.
Choice Factor / Attribute: The
program is innovative and responsive
to youth/young adults (14-24) and
societal needs.
Titan Financial Legacy Initiative: Youth/Young Adult
Value Proposition
11. Diversity Statement: Project Ricochet, Inc. welcomes all individuals. Our
intent is to present materials and programs that are respectful of diversity:
gender, sexuality, disability, age, socioeconomic status, ethnicity, race, and
culture. ~ In Humanity and Unity
initiativeal
initiativeal
12. QUESTIONS AND DISCUSSION?
Bilal El-Amin, CEO/Executive Director, 859-457-7581
Dr. Abeni El-Amin, Board President, 919-827-3118
For More information, contact: abeni.elamin@gmail.com