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1292415453_Leadership.doc

1292415453_Leadership.doc

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Alternative approaches to capacity building – emerging practices abroad
Case study: Leadership
Section AAshoka is a TSO that supports orgs and individuals as social entrepreneurs. Thiscase study focuses on the international work of Ashoka and the work of AshokaBrazil in particular. Ashoka Brazil supports support the social entrepreneurs electedas Ashoka Fellows. It also has a mandate to help "build the citizen sector infrastructure", which extends beyond the one-on-one support to individual socialentrepreneurs.The Ashoka McKinsey Center for Social Entrepreneurship (CSE) has also recentlybeen launched and is managed in Sao Paulo, Brazil. This Center provides AshokaFellows, the citizen sector and the private sector with a range of opportunities for knowledge and skills-transfer, training, contacts and cross-sectoral understanding.
SECTION B: Logic of the approach
Ashoka
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invests in people. We search the world for leading social entrepreneurs andat the launch stage, provide these entrepreneurs—Ashoka Fellows—a living stipendfor an average of three years, allowing them to focus full-time on building their institutions and spreading their ideas. We also provide our Fellows with a globalsupport network of their peers and partnerships with professional consultants. Onceelected to the Ashoka Fellowship, Fellows benefit from this community for life.Ashoka Fellows are leading social entrepreneurs who we recognize to haveinnovative solutions to social problems and the potential to change patterns acrosssociety. They demonstrate unrivaled commitment to bold new ideas and prove thatcompassion, creativity, and collaboration are tremendous forces for change. AshokaFellows work in over 60 countries around the globe in every area of human need.Ashoka Fellows also form networks around the world. Ashoka facilitatescollaborations of Fellows so that they can learn from one another, share valuableknowledge and insights, and leave better equipped to advance their work. Ashokahas bases in various countries and continents including Brazil, Europe, USA andSouth Africa.Ashoka uses these networks to distill the most effective patterns and unify them intoa “mosaic”— a synthesis of the commonalities and intersections of key principles thatguide Fellows’ individual solutions. These overarching mosaics are thendisseminated globally, and form the basis of our programmatic initiatives specific toeach field of work, such as youth development or the environment. In this way, groupentrepreneurship not only helps Fellows become more successful, but it also helpsAshoka identify cutting edge trends and implement them more broadly.
SECTION C: Processes and methods
There are five types of Fellows – Ashoka Fellows; Senior Fellows; Global Fellows;Social Investment Entreprenuerial Fellows; and Invention and Technology Fellows.
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http://www.ashoka.org
 
Alternative approaches to capacity building – emerging practices abroad
All Ashoka Fellows must demonstrate that they fully meet Ashoka’s five selectioncriteria
The Knockout test: a new idea
Creativity
Entrepreneurial quality
Social impact of idea
Ethical fibreThere are no age, education, class, race, or other such bars to election.Candidates undergo a rigorous search and selection procedure which starts with anomination and ends with election as a Fellow. Candidates go through an extensiveseries of in-depth interviews, a judging panel, and a final executive board vote.International staff frequently make site visits to evaluate candidates in their workenvironment. Nominees are rigorously questioned about practical implementation—the blueprints that will make their ideas come to life—as well as personalbackground, values, motivations and aspirations.At then end of the selection process Ashoka considers financial need. It providesfinancial support to those it elects if and to the degree that the person needs suchsupport to be able to pursue his or her vision full-time. As Fellows' ideas take root,their institutions will increasingly be able to pay for their directors—and the level of Ashoka's support typically will decrease.Ashoka Fellows are supported in their country by Ashoka organisations. For exampleAshoka Brazil is continuously sourcing and bridging connections - pro-bono andotherwise - with people and organisations that can leverage the impact of theorganisations that the fellows have founded or the causes that they champion.Ashoka Brazil also has a mandate to help build the citizen sector infrastructure,which extends beyond the one-on-one support to individual social entrepreneurs.The Ashoka McKinsey Center for Social Entrepreneurship (CSE) has also recentlybeen launched and is managed in Sao Paulo, Brazil. This Center providesAshoka Fellows, the citizen sector and the private sector with a range of opportunities for knowledge and skills-transfer, training, contacts and cross-sectoral understanding. The aim is to strengthen the profession of socialentrepreneurship and innovation by building a community of cross-sectoralleaders, programs and innovations. The CSE builds a business-social bridgethrough Ashoka programs such as the Citizen Base Initiative
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and theEntrepreneur to Entrepreneur programme
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, as well as the Ashoka-McKinsey andCompany partnership which is a strategic planning initiative carried out inpartnership with McKinsey & Co, the consulting firm, which now has aconsiderable level of expertise in adapting "business solutions" to the third sector and social enterprise.Ashoka created theCitizen Base Initiative(CBI) in 1997 to help citizen sector organizations diversify their financial base so that they learn to become sustainablyrooted in their local constituency instead of remaining dependent on foundation andgovernment funding. CBI’s mission is to ‘tip’ the thinking and behavior of the citizen
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Alternative approaches to capacity building – emerging practices abroad
sector towards innovation in building a broad citizen base of support—people,money, information, and businesses—to achieve sustainability and ensure maximumsocial impact. CBI envisions building a vibrant, self-sufficient global citizen sector thatis as enduring and influential as state, religious, and private institutions. It taps intoAshoka’s network of social entrepreneurs. To accomplish these goals, CBI appliesthree closely interlinked strategies:
Seek innovation
: through competitions which identify and invest in innovative ideasfor developing a broad citizen base. Competition winners are awarded with aninvestment to help them refine and deepen their strategy, publicize their success,and empower their organizations to become leaders within the sector.
Support innovators
: through capacity building organizations develop the expertiseand confidence to implement their citizen base strategies. Through private and publicsector partnerships, CBI offers workshops and creates learning circles to buildfundamental skill sets in planning, management, and marketing. Practitioner exchanges also play a vital role in increasing practical knowledge and buildingprofessional networks. CBI encourages competition winners to mentor their peersand offer training to other organizations.
Spread innovative ideas
: through marketing and communication publicizes themost compelling examples of citizen base strategies. By exposing citizen sector practitioners to inspiring ideas and practical strategies, CBI facilitates andstrengthens the citizen sector worldwide. Multi-lingual websites, publications,multimedia and roadshows are among the many channels used to spread theconcept and practices of citizen base strategies.
SECTION D: Outcomes
The effectiveness and impact of the Ashoka Fellows is evaluated using surveys andin-depth interviews. Results are posted online.
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Fellows are reported to have had animpact in terms of systemic change—shifting societal perceptions, encouraging newbehavior patterns, and revolutionizing entire fields. Proxy indicators for successinclude:
Are you still working towards your original vision?
Have others replicated your idea?
Have you had an impact on public policy?
What position does your institution currently hold in the field?Surveys were carried out between 1998 and 2004 and sought to capture theeffectiveness of Fellows five and ten years after they had been elected. The studywas used as a learning tool for Ashoka to understand and communicate its broader impact on civil society worldwide. Case studies of individual Fellows are alsoavailable demonstrating their impact in their particular field.Evidence of outcomes from the CBI are less clear and further exploration would beneeded to examine this The theory is that in increasing the number of memberssupporting the CSO’s mission the greater the resources generated by the CSO whichimporves the CSO’s ability to expand its efforts within the community and leads toincreased impact which again increases membership.
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http://www.ashoka.org/impact

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