Start empathy report and plan full 1 by Ashoka

Ashokaâ&#x20AC;&#x2122;s Start Empathy Initiative:

The Next FIVE Years

Presented by: Ashoka | www.ashoka.org | www.startempathy.org

CONTENTS 04 16

Introduction

History in Action Achievements & Impact to Date

Learnings

The Next 5 Years

Ashoka’s vision is an

Everyone a Changemaker world.

“Being a changemaker for the good is very contagious because people deeply and centrally want to express love and respect in action. They want to be a player, a contributor.” Bill Drayton

Ashoka Founder and CEO

WHY NOW Historic changes in technology and globalization have transformed traditional power structures in the world, opening the way for millions to participate in society in a way that they could not before. And change is accelerating. While we do not know what tomorrowâ&#x20AC;&#x2122;s problems are going to be, we know there will be many, and we know we will need everyone equipped to deal with them.

A world of rapid change is a complex landscape to navigate. In the past, we had hierarchies in our societies and institutions that kept the world organized. Today we live in a more decentralized world. Institutions are flat, open, and highly networked. Knowledge is no longer enough. We all must be empathic changemakers, able to collaborate, create, and act constructively in ambiguous and changing environments.

CHANGEMAKER = an individual with the skillset and connection to purpose that enable him or her to generate ideas and take initiative to effectively solve problems and drive positive change.

INTRODUCTION

HISTORY IN ACTION

Transforming the youth years Despite how the world is changing, only a handful of children are consistently provided with the learning environments and opportunities necessary to help them develop the skills they need to thrive. We must shift this pattern. We urgently must see young people as changemakers and help them develop the skills they need to be empathetic, ethical actors who will positively impact their own lives, their communities, their schools, their companies, their countries and the world, now and throughout their lives. Ashoka seeks to catalyze a global “framework change” to transform how society understands success in growing up. The fact that every parent and educator

today knows his or her child or student must be able to read to succeed is the result of a previous societal framework change around literacy—from the old paradigm of literacy of the elite to the new paradigm of literacy for all. Today, everyone knows that a child who doesn’t learn to read will get left behind. But now we face a new shift, from the old paradigm of education for repetitive function jobs in hierarchical environments, to the new paradigm of education for changemaking in fluid environments. To thrive in a world of rapid change, every child must grow up developing the essential skills of empathy, teamwork, leadership, and changemaking.

“The future of our economy, the strength of our democracy, and perhaps even the health of the planet’s ecosystems depend on educating future generations in ways very different from how many of us were schooled.” Tony Wagner

Expert in Residence Harvard´s Innovation Lab

How we got here Ashoka gains its insights from our global network of the world’s 3,000 best social entrepreneurs. While each selected Ashoka Fellow addresses a specific social problem, each also plays a much larger role. Every Ashoka Fellow is part of a larger “mosaic” of solutions that points toward a new paradigm for the field. Being at the center of this network, Ashoka develops a deep understanding of the key levers for structural social change. We see patterns that show where interventions are most needed in society and where fields are ripe for change.

Over the years, as our Fellowship grew, we spotted a consistent pattern: Fellows all over the world— regardless of culture, religion, or political system—seek to nurture changemakers and create the conditions for changemaking. In particular, over 700 Ashoka Fellows working with children and young people are largely advancing ideas that help young people develop the skills they need to be contributors in a rapidly changing world. Ashoka is aligning these Fellows and other key players to collaboratively accelerate this change on a large scale.

“If we have optimism, but we don’t have empathy – then it doesn’t matter how much we master the secrets of science, we’re not really solving problems; we’re just working on puzzles.” Bill and Melinda Gates

EVERY CHILD MUST MASTER EMPATHY At the foundation of Ashoka’s efforts to create an Everyone a Changemaker world, and to transform the youth years in support of that vision, is the Start Empathy Initiative. Empathy is foundational to everyone’s ability to live successful, fulfilled lives as changemakers. We need everyone to be creative contributors to change, but to ensure change is positive, it is essential that this potential be rooted in awareness of self and others. In a world of rapid change, we increasingly find ourselves in situations where rules are changing, in conflict, or haven’t been created yet. To act in positive and constructive ways in this environment, we must rely

on empathy, the ability to understand the feelings and perspectives of others and to use that understanding to guide one’s actions in response. We must ensure that every child grows up fully developing his or her innate capacity for empathy. Ashoka’s Start Empathy Initiative is expanding and leveraging Ashoka’s network of social entrepreneurs and other changemakers to drive a movement to make empathy a priority skill for all children. We seek to accelerate society to a tipping point at which this idea becomes inevitable because a new framework has taken hold.

Theory of Change Our goal is a major societal shift, which is no small task, but we have a highly leveraged approach that we call a jiujitsu strategy: Jiujitsu emphasizes winning in combat by using your opponent´s weight and strength as weapons against him, while using the least of your own mental and physical energy. The key is sharp, determined focus and identifying the key points and moves that will turn even the biggest opponent around.

The key question then becomes: what are the least number of forces one must catalyze into interaction in order to generate a chemistry that is rapidly selfmultiplying and that progressively draws in yet more forces? We cannot reach every child ourselves, but by activating a carefully selected network of collaborators, we can set in motion an irreversible movement toward a future where everyone understands that empathy is as essential to a child’s success as literacy.

The Path to Tipping Society

the framework =

Change is accelerating in the world. To thrive as individuals and a society, everyone must be a changemaker, able to take initiative to positively contribute in a world of uncertain rules, fluid institutions, and constant change. Empathy is foundational to changemaking. Therefore, every child must master empathy.

Cultivate a small, influential “triggering community” to lead the movement.

With this community, begin to catalyze contagion, driving uptake of the framework.

We will ultimately measure our success by how widespread the idea that every child must master empathy becomes. In particular, we will look at the percentage of elementary school principals who make cultivating empathy at their schools a priority. This means not just that they think it’s a nice thing to do, but that they evaluate their success based on it.

Ensure the movement is irreversible. This is the tipping point.

Support multiplication as necessary, helping institutions meet demand for the new framework.

Letâ&#x20AC;&#x2122;s look at it from the lens of the Diffusion of Innovations Theory: What the diffusion of innovations theory tells us is that if you want massmarket acceptance of an idea, you cannot have it until you achieve a tipping point around 16% market penetration, and then the system starts tipping.

Innovators 2.5%

Early Adopters 13.5%

Early Majority 34%

Late Majority 34%

Laggards 16%

Innovators 2.5%

Early Adopters 13.5%

Early Majority 34%

Late Majority 34%

Laggards 16%

This is where Ashoka focuses its energy and resources. The idea we want to disseminate is that empathy is as important as math and reading.

This is why we approached our strategy in the first three years with very focused goals around the first stage of cultivating the triggering community: 1. Accelerate Social Entrepreneurs- 20 new Ashoka Empathy Fellows and 10 “co-creator” Fellows Ashoka Fellows are the world’s leading social entrepreneurs, innovating new system-changing solutions to the world’s most intractable problems. They are architects and engineers of the changes needed to help society adapt to the new framework. We must support the acceleration of their ideas and cultivate collaborative entrepreneurship among them toward a shared vision of the new framework for society. Individual ideas and organizations alone will not get us to framework change, but a shared vision across a group of leading social entrepreneurs will make their individual ideas even more powerful.

2. Activate Schools - 60 Ashoka Changemaker Schools Schools set educational culture and legitimize methods and standards of learning and success that, in turn, influence parents and others in children’s lives. Schools are community hubs that can engage parents and others necessary to ensuring that children master this skill. We have launched a network of Ashoka Changemaker Schools, which have been selected for their leadership in showing what education in the new framework looks like and for their desire and ability to help us lead this movement. We sought to find and engage 5% of the most influential elementary schools across the country, which would represent all the types, geographies, and demographics of schools in the U.S. We anticipated this being somewhere between 50-100 schools and selected 60 as our target for the first three years.

3. Change the Conversation - 30 media industry thought leaders (mavens) and communication and amplification strategies The job of thoughtful journalists, publishers, editors, and others in the media industry is to help people understand the world around them. They are, therefore, a key lever to change the public conversation. We have begun engaging individual mavens and maven companies who understand the framework and want to help their audiences do so as well. To reach all the key audiences in the U.S., we anticipated needing about 30 maven relationships. In addition to the maven relationships, communication and amplification strategies, including knowledge dissemination, media partnerships, and scalable marketing tools, have helped bring attention to the conversation.

But our ultimate goal is broad, big and bold:

Every child Every parent Every teacher Every principal 13

Ashoka Fellows Over 30 years, Ashoka has built a network of over 3000 of the world's leading social entrepreneurs. Social entrepreneurs are individuals with innovative solutions to society’s most pressing social problems. They are ambitious and persistent, tackling major social issues and offering new ideas for wide-scale change. We select Fellows based on the following criteria: 1) New idea - He or she has a new solution or approach to a social problem that will change the pattern in a field 2) Creativity - He or she is creative both as a goal-setting visionary and as a problem solver capable of engineering his or her vision into reality 3) Entrepreneurial Quality - He or she sees opportunities for change and innovation and devotes him or herself entirely to making that change happen 4) Social Impact - He or she has an idea that will change the field significantly and that will trigger at least nationwide impact 5) Ethical Fiber - He or she is completely trustworthy, and thus able to succeed at bringing others along to change their behavior or to see things in a new way

Ashoka Changemaker Schools

GLOSSARY To start empathy

Ashoka Changemaker Schools prioritize empathy and changemaking as student outcomes. Through innovations in school curricula, culture, and systems, these schools are pioneering how education can cultivate children as changemakers. Ashoka is identifying, selecting, and collaborating with these leading schools to enhance and amplify their models and collectively identify and address the challenges to making such an education a reality for all children. By connecting Changemaker Schools with each other and the broader Ashoka network, highlighting their efforts, and distilling and broadcasting their core strategies, we seek to accelerate these schools’ leadership in transforming education. These schools have been selected based on the following criteria: 1) Alignment with the "everyone a changemaker" vision - In aspiration and practice, they cultivate all of their students as active contributors and make the development of empathy a priority across the school. 2) Innovation - They have demonstrated their ability and willingness to develop and test new ideas, rather than just following established norms. 3) Influence - They seek to create change beyond their own schools and have the authority, reputation, and relevance needed to persuade others to follow their lead. 4) Team of changemakers - There is a change team comprised of teachers, administrators, parents, students and/or others who are entrepreneurial, collegial and ethical and are bringing empathy and changemaking to life in the school and beyond.

Mavens Mavens are media industry thought leaders, such as publishers, editors, writers, and journalists - people whose business it is to help society understand the world. We select and engage them based on their desire to help their audiences understand the new framework of a world governed by constant change. Some are independent writers, but most are influential leaders of media companies where we engage a team of people who see the importance of sharing this framework. We engage the teams in ideas exchange, not solely media content, and connect them to our network in ways that help them find and share stories about how the world is changing and how individuals are responding to change. Through this strategy we are also helping to position mavens as thought leaders, leaders in the media sector, and those who help society make sense of a rapidly changing world. Ashoka is not in the position to tell these stories, but mavens are. We look to work with mavens who are: 1) INTERESTED IN UNDERSTANDING HOW THE WORLD WORKS and in helping others understand this. 2) UNDERSTAND THE “EVERYONE A CHANGEMAKER” ETHOS and its significance in today’s world. 3) Have substantial influence or can elevate their influence by sharing these stories. 4) Have high ethical fiber and social and emotional intelligence. 5) Are in an ongoing AND FREQUENT DIALOGUE with the public.

“We must have a revolution so that all young people grasp empathy and practice it. This is the most fundamental revolution that we have to get through.” Bill Drayton

In the first 3 years of the initiative in the U.S., we have cultivated a powerful community around the vision. The vision and network are empowering the work of each member, and vice versa, each member is making the vision and network more powerful. Specifically, we have:

IMPACT

ACHIEVEMENTS & IMPACT TO DATE

Found and supported 21 new Ashoka Fellows in the U.S. who are creating more empathic systems in society and engaged new and existing Ashoka Fellows in collaboratively advancing the Start Empathy vision.

With leading schools, innovators, and mavens/media, seeded a magnetic conversation in the education field and beyond about empathy and changemaking. Through media partnerships, content distribution channels, events, and tools, we have reached millions—and we have moved from push to pull.

4 5 6 7

Built a team of leading schools with a shared identity of pioneers in a major societal framework change around empathy and equipped them with a framework, network, and tools to augment their impact. We have 60 U.S. elementary schools already committed and engaged plus more in the pipeline and a global network getting started around them.

Engaged key partners for the early majority adoption, from the range of industry changers like the LEGO Foundation and Google to key education schools and others. Raised nearly $15 million in total global funding. Began the globalization of this work, with staff teams in Asia, Europe, Africa, and Latin America currently expanding the “triggering community” globally. Injected this vision into other Ashoka programs breaking down internal walls, finding the synergies and thus leveraging our own efforts in an integrated way.

IMPACT

1 Built a team of leading schools with a shared identity of pioneers in a major societal framework change around empathy and equipped them with a framework, network, and tools to augment their impact.

THE NETWORK OF ASHOKA CHANGEMAKER SCHOOLS IN THE US 60 schools: 16 charter, 12 private and 32 public

Now starting to become a global network As of August 2014, we have also selected schools outside the US: 6 in Ireland, 4 in Belgium, 3 in Turkey, 2 in Nigeria, 3 in Senegal, 4 in Ghana, 4 in Uganda, 5 in Kenya, and 5 in the UK

· Ashoka’s Changemaker Schools Network launched and 60 schools with change teams identified, selected, supported, and networked · 10+ Changemaker Schools positioned on national stages · A toolkit developed with lessons for teachers 18

ZOOM IN: SCHOOL ENGAGEMENT In the words of the principal Carolyne Albert-Garvey “Thank you for believing in me … thank you for selecting our school, thank you for your support … and everything else! This work with Ashoka has inspired me at a spiritual level to continue the work for social change in our world one kid leader at a time” "Being a Changemaker School means that empathy is always top of mind. Awareness skills are a big piece of this for our work with young children, but once they learn to notice problems and to listen, we want to equip children to take action. Ashoka has shown us what empathy in action really looks like, and helps us promote it at Maury Elementary.”

Maury Elementary, public school in Washington, D.C. Maury was a DCPS “failing school” until Principal Carolyne Albert-Garvey took the helm six years ago and started turning things around. Now it is a highly desirable school among D.C. parents, and the Washington Post just recognized Carolyne in 2014 as one of the Washington area’s top 18 principals. Nominated by Ashoka Fellow Ben Powell, who is a Maury parent, we selected and began engaging Maury as a Changemaker School in early 2013. Maury now explicitly talks about their work in terms of empathy and changemaking, proudly displaying the Start Empathy banner in their main corridor. They started Roots of Empathy (program created by Ashoka Fellow Mary Gordon) and a Parenting Changemakers group (led by Ben) among other efforts to advance these ideas in the school and spread them beyond.

In the words of parent Maureen Shove-Brown

“A quick story…Last night Brighid and I walked our dogs to the park. She was holding my hand on the way back and says, ‘Mommy, do you know why I am holding your hand?’ I replied, ‘Why are you holding my hand, Brighid?’ She said, ‘Empathy, Mommy.’ I just thought that was the sweetest, most adorable thing. Honestly, a THREE-yearold saying the word ‘empathy’ and learning about it in school?!? I think Maury rocks.”

We featured Maury Elementary in the Start Empathy video last year. And just a few weeks ago, the IB schools network reached out to Ashoka to ask permission to use the video in their worldwide teacher training (International Baccalaureate has a global network of 3804 schools in 147 countries).

DCPS recently heard of Maury’s Start Empathy work and reached out to Carolyne to learn more about how these efforts can support teacher effectiveness. Maury Elementary in the front page of the Washington Post featuring Ashoka Fellow Mary Gordon’s program, Roots of Empathy: “Program brings babies into classes at 5 D.C. schools to help teach students empathy”

Ashoka’s value We didn’t turn around the school. That community did, led by its principal. We didn’t create the programs; Ashoka Fellows like Ben Powell, as a parent, and Mary Gordon, with Roots of Empathy, have been critical with the how-to’s to transform those classrooms. What Ashoka has done is to connect the network around a shared vision, strengthen the identity of each player as a powerful innovator in this mindshift, and shine a light on where models are already proving the transformation so that others can see the way forward. We are using the jiujitsu strategy of leveraging others’ strengths to pull the fewest moves that trigger the widespread adoption. Imagine what is happening with Maury happening with all of the other U.S. and global changemaker schools. It has already started.

IMPACT

2 Found and supported 21 new Ashoka Fellows in the U.S. who are creating more empathic systems in society and engaged new and existing Ashoka Fellows in collaboratively advancing the Start Empathy vision. · 21 new Ashoka Fellows changing patterns in 7 different fields · 46 Ashoka Fellows overall engaged in supporting the movement · 8 as active ambassadors and co-creators · All U.S. Ashoka Empathy Fellows spotlighted in national (and/or international) media

Newly elected Ashoka Empathy Fellows

Mike O’Brien: iMentor

Mike O’Brien is working to increase the capacity of public high schools in the United States to provide students with personal support that prepares them for college. iMentor’s programs provide an innovative human capital solution for schools by enlisting the vast array of experienced and caring adults within a community to serve as mentors who help students develop critical skills linked to college success.

Tomás Alvarez: Beats Rhymes & Life

Tomás Alvarez is making mental health and wellness services more accessible, useful, and meaningful for youth of color by integrating pop culture and community-defined strategies with proven therapy models.

Andrew Slack: The Harry Potter Alliance

By unleashing the power of popular culture, Andrew Slack is amplifying the voice of today’s fan communities and strengthening the effectiveness of nonprofits and educators.

Ellen Moir: New Teacher Center

Ellen Moir is improving learning for students—and especially underserved students—in America by accelerating the effectiveness of new teachers. She does so by building the world’s first corps of professional education mentors composed of expert teachers.

Cristi Hegranes: Global Press Institute

Cristi Hegranes seeks to develop a new, better quality, and more sustainable model of international journalism that is rooted in the perspective of local communities – and especially women from those communities.

Dana Mortenson: World Savvy

Dana Mortenson is preparing students for citizenship and leadership in the 21st century by closing the global competency gap within K-12 education in the United States.

Andrew Mangino: The Future Project

Bill Jackson: GreatSchools

Emily May: Hollaback!

Sarah Hemminger: Incentive Mentoring Program

Andrew Mangino is introducing a new position into the American education system: full-time Dream Directors, tasked with helping students to name whatever it is that they are passionate about and to design “Future Projects” to bring those passions to life.

Emily May is making street harassment as culturally unacceptable as sexual harassment in the workplace by naming and raising visibility of the problem and establishing systems and accessible tools to effectively report and address it.

Ai-jen Poo: National Domestic Workers Alliance

Ai-jen Poo is building a new movement for one of the most excluded sectors of the American service industry, domestic care workers, that aligns them with the needs and demands of today’s economy while preserving and promoting dignity in their relationships.

Jeff Edmondson: Strive Together

Jeff Edmondson is uniting local leaders within education, business, non-profit, government, civic, and philanthropic sectors behind a common vision and measurable set of goals, and supplying them with the tools, infrastructure, and peer community they need to improve educational outcomes for children from cradle to career.

Philipp Schmidt: Peer 2 Peer University

Philipp Schmidt is infusing participatory learning into the open education space and building the first-ever opensource university.

Pam Cantor: Turnaround for Children

Pam Cantor is working to reengineer public schools to respond to the recurring challenges to teaching and learning that stem from the traumatic impact of poverty.

Bill Jackson created a platform to help parents become more involved in their children’s education. Bill’s strategy is to leverage the power of digital media to inspire and support parents to solve education-related problems, raise expectations for their children’s learning, develop education-related parenting skills, and access helpful resources online and in their community.

Sarah Hemminger is building non-traditional families in order to radically reconfigure the level of support disenfranchised students have available to them.

Kevin Kirby: Face It TOGETHER

Kevin Kirby, who has been in remission for ten years, is building the infrastructure for a chronic care model of addiction recovery that engages communities and employers alike, breaks down silos between the two, and de-stigmatizes this age-old disease.

Kendis Paris: Truckers Against Trafficking

Beginning with the trucking industry, Kendis Paris is building an anti-human trafficking movement model that could be applied across every mode of transportation in the U.S. and beyond.

Catherine Hoke: Defy Ventures

Catherine Hoke seeks to break the cycle of incarceration in the U.S. by equipping men and women with criminal histories to ‘defy the odds’ and leverage their innate entrepreneurial skills to create profitable, sustainable, legal enterprises.

Susan Sygall: Mobility International USA

Susan Sygall, who became a wheelchair rider at the age of 18, is reimagining the meaning of full citizenship for people with disabilities in the context of international development.

David Lubell: Welcoming America

David Lubell is unlocking the full potential of communities by addressing the fears of U.S. born residents regarding the country’s fastest immigration growth rates since the early 1900s. He is helping them understand how and why the U.S. can find pride in upholding traditions of being welcoming, at community and individual levels.

David Flink: Eye to Eye

David is building a youth-powered movement designed to combat the prevailing stigmas attached to learning differences, and to equip students with the tools and sense of personal efficacy they need to self-advocate.

Scott Hartl: Expeditionary Learning

Scott Hartl is changing both what teachers teach and how they teach it, through the creation of free and open resources, including curricula, lesson plans, and video documentation drawn straight from the classroom.

“Inspired by Ashoka, we re-wrote our code of ethics [at Global Press Institute] last year to include responsible empathy. The theory being that journalists, more than almost any other profession, have a responsibility to be responsibly empathetic in the work that they’re doing. When you extract someone’s story, you have a responsibility to do that with empathy…”

Cristi Hegranes

Ashoka Fellow Andrew Slack from the Harry Potter Alliance 29

ASHOKA FELLOW EMPATHY COLLABORATORS

Ashoka Fellow Empathy Collaborators

JILL VIALET, PLAYWORKS

Cultivating safe early environments for play.

79%

of teachers said that bullying at recess has decreased

65%

said that more students have ontask behavior in the classroom

ERIC DAWSON,

PEACE FIRST Partnering with Pre-K-8 schools to build safe, effective school climates where children learn how to be engaged and active citizens.

95%

of students said that they understand how other people feel

84%

MARY GORDON, ROOTS OF EMPATHY

Bringing babies into classrooms to help students understand their feelings and the feelings of others.

39%

decreased social aggression of students

78%

increased helping behavior of students

said that they want to come to school more

“Leadership is about empathy. It is about having the ability to relate to and connect with people for the purpose of inspiring and empowering their lives.” Oprah Winfrey 30

MOLLY BARKER, GIRLS ON THE RUN

Using physical and emotional training to help girls challenge the status quo and see themselves as part of a healthy, well-balanced society.

ELLEN MOIR

New Teacher Center

DINA BUCHBINDER

Deport-es para Compartir

She has introduced an innovative, action-oriented education model called Deport-es para Compartir to a Mexican education system that has long struggled with passivity and rigidity. It empowers teachers from a variety of school settings to foster social and environmental awareness while also teaching values, such as teamwork and fair play.

ANDREW MANGINO

DANA MORTENSON

Andrew Mangino is introducing a new character into the American education system: fulltime Dream Directors, tasked with helping students to name whatever it is that they are passionate about and to design “Future Projects” to bring those passions to life.

Dana Mortenson is preparing students for citizenship and leadership in the 21st century by closing the global competency gap within K-12 education in the United States.

400,000

ALETA MARGOLIS The Center for Inspired Teaching

Investing in teachers to ensure schools make the most of children’s innate desire to learn; valuing students’ creativity, and intellectual curiosity as much as their academic achievement.

girls served in the US & Canada since 1996

191

active councils in 46 states, and 37,000 volunteers engaged in 2010- 2011 alone

The Future Project

World Savvy

DAVID CASTRO

I-LEAD (Institute for Leadership Education, Advancement, and Development ) Transforming low-income urban neighborhoods by identifying local leaders and guiding them to earn college degrees in the place where they live.

ZOOM IN: FELLOW ENGAGEMENT Inspired Teaching has several innovative partnerships with DC Public Schools, and Aleta opened the inaugural convening of our DC Changemaker Schools last spring with a compelling vision for an unprecedented collaboration of public, charter, and private schools shaping a new path for DC education.

In 2011, Center for Inspired Teaching launched a school in Washington, DC, to put its innovative inquiry-based instructional model in action in every classroom and to serve as a partner residency site for the Inspired Teacher Certification Program. We selected the Inspired Teaching Demonstration School as one of our first Ashoka Changemaker Schools in 2012. The school was recently named the Best Elementary School in Washington, DC in the Washington City Paper’s “Best of DC” 2014 Readers’ Poll.

Ashoka Fellow Aleta Margolis and Center for Inspired Teaching Aleta Margolis is part of the Empathy Initiative Fellow leadership group. She is the founder of Center for Inspired Teaching, an organization that is building a better school experience for students by changing the role of the teacher from information provider to Instigator of Thought. The principles of empathy and changemaking are deeply baked into her work, and like many of our Fellow collaborators, she sees the “everyone a changemaker” framework as a value-add to her own vision. Aleta has contributed to the initiative in various ways, including co-presenting on empathy with Ashoka at early childhood conferences, being a spokesperson and ambassador for the initiative, and moderating conversations at Ashoka events.

“Ashoka’s empathy initiative is gaining momentum. And though there are still many teacher proof curricula and reform initiatives, more and more teachers are taking on the role of Instigator of Thought in the classroom and the role of changemaker in the profession. Empathy means value. If philanthropists and leaders in the education field, and in all fields, shifted their context from sympathy to empathy, we’d take a big step toward building capacity and creating lasting change.”

Aleta Margolis

Ashoka’s value In our engagement with Fellows, Ashoka is not telling them what to do, we are not prescriptive, we trust their entrepreneurial direction and we know they know better how to create change. They are the suppliers of solutions. What we are doing is increasing demand by bringing them together in a network of peers around a shared vision, energizing them around a movement that is bigger than just their own programs, making them see themselves as part of a picture of the future where they collaborate with many others to advance their shared goals. Ashoka is the ignition force of that collaborative movement. Here are just a few ways we’ve partnered with one Fellow to help spread the word:

Aleta has been engaged with helping other potential funders and partners understand our work.

Center for Inspired Teaching served as a network partner for our Activating Empathy

Aleta has collaborated with us to engage the George Mason University education

competition, helping market the competition.

school. Through the engagement with Ashoka, the Inspired Teaching Demonstration School change team identified an opportunity to change their monthly service days, in which teachers would identify service projects for students, to Changemaker Days, where teachers instead facilitate students to put empathy into action. Students as early as pre-school identify a problem they want to address as a class and design a solution to implement.

Ashoka provided an opportunity for the Inspired Teaching Demonstration School to share the Changemaker Days idea and other of their strategies at EduCon, a convening of innovative educators in Philadelphia, where they co-presented with Ashoka in 2013. The session on empathy and changemaking was one of the most highly attended of the conference and had a deep effect on the school team, positioning them as leaders in the field. It also sparked an interest among participants to provide changemaker professional development opportunities for teachers. Ashoka returned to EduCon in 2014, this time with four Changemaker Schools presenting together.

The Inspired Teacher Certification Program has started recruiting “changemakers” to

Inspired Teaching Demonstration School Principal Zoe Duskin participated in a panel we

become Inspired Teaching Fellows and excellent new educators.

organized with Ashoka Fellows Eric Dawson and George Askew, among others, to share the empathy and changemaking vision of education with a community of local bloggers in DC.

8 9 10 Aleta is increasingly playing a leadership role nationally and participated in the Ashoka U Exchange at her alma mater Brown University.

We connected Inspired Teaching with Ashoka Fellow Ellen Moir’s New Teacher Symposium in California, where Zoe Duskin served as a presenter. The Inspired Teaching Demonstration School’s executive director, Deborah Dantzler Williams, served as a panelist to help us select new Changemaker Schools. The Inspired Teaching Demonstration School is collaborating with us on a school diagnostic tool we are building in partnership with Google. The school has hosted a crew to film hours of classroom techniques that will be the primary video content of the tool.

IMPACT

3 With leading schools, innovators, and mavens/media, seeded a magnetic conversation in the education field and beyond about empathy and changemaking.

THE MAVENS These are a few examples of the media thought leaders we’ve engaged. We are at different levels of engagement with the following individuals and teams at their media companies. Some are full-fledged engagements, others more nascent. As independent journalists, none of these individuals are formally associated with Ashoka, but all are engaged in ideas exchange with our community about the “everyone a changemaker” world and the role of empathy in it.

David Bornstein

Arianna Huffington

Jonathan Alter

Roman Krznaric

· 16 mavens engaged in conversation about “everyone a changemaker” and “every child must master empathy” · 18 media/distribution partnerships · 15 education organization/university partnerships · Empathy on the agenda at 18+ national convenings

ZOOM IN: MAVEN ENGAGEMENT Arianna Huffington

“Bill Drayton emphasizes that empathy is an increasingly important resource for dealing with the exponential rate of change we are experiencing. ‘The speed at which the future comes upon us—faster and faster—the kaleidoscope of constant change contexts,’ he says, ‘requires the foundational skill of cognitive empathy.’”

Arianna Huffington in her newly released book, Thrive: The Third Metric to Redefining Success and Creating a Life of Well-Being, Wisdom, and Wonder

David Brooks in The New York Times Arianna Huffington and David Brooks on stage at Aspen Ideas Festival 2013

“If you are trying to pass legislation, you staff your administration with political operatives. But if you are trying to change the discussion and mobilize the country, you hire and promote social entrepreneurs, people from Ashoka…”

Arianna replies to a comment of David Brooks on stage:

January 30, 2014

“So given the unmistakable health benefits of empathy and specifically putting empathy into action, how do we strengthen it? And how do we pass it on? Parents put a lot of time into thinking about how to pass on a better material life to their children, but it’s just as important to focus on passing down a rich capacity for compassion. This is especially true in our modern world”. 38

“The role of the human is not to be dispassionate, depersonalized or neutral. It is precisely the emotive traits that are rewarded: the voracious lust for understanding, the enthusiasm for work, the ability to grasp the gist, the empathetic sensitivity to what will attract attention and linger in the mind.” February 3, 2014

ACTIVE MEDIA PARTNERSHIPS (SOME EXAMPLES)

THE ASHOKA FORBES CHANNEL Ashoka has a partnership with Forbes in which we own a “vertical” on topics related to social entrepreneurship and social innovation. We produce the content for that space on an average of 3 posts a week. 87+ posts produced and published about “empathy” Among the 5 most read, 3 are “empathy” posts, with readership between 30k-50k

One of the most popular articles on Edutopia

“Back-to-school offers an ideal time to establish that your school or classroom prioritizes the active development of empathy—that you’ll take a stand for it. A terrific starting point is offered by Ashoka, a nonprofit organization dedicated to encouraging social innovation around the world. Their Start Empathy initiative shares research, case studies and inspirational stories, and is building a network of Changemaker Schools committed to building empathic, encouraging environments at the elementary level. They’ve developed a road map for navigating a course to empathy— suitable for any age.” Homa Tavangar

EVENTS

START EMPATHY WEBSITE

Start Empathy at EduCon in 2013 and 2014

Start Empathy at SXSWedu 2014

Our website has had over 450k visitors in its first two years, always has fresh content and serves as a resource center for the network.

EMPATHY TOOLKIT In the first year of the initiative, we mapped the global Ashoka Fellow community to identify design principles around cultivating empathy. Building on those principles, we developed a Start Empathy Roadmap and Toolkit for educators. The Roadmap and Toolkit further draws on the individual and aggregate insights and strategies from Fellows, Changemaker Schools and other allies, to provide starter strategies for empathy cultivation that teachers can try in their classrooms.

A Toolkit for Promoting Empathy in Schools

Back-ups scheduled for March 31, 2013

Over 3K direct downloads of our free toolkit for promoting empathy in schools in its first year. 44

Presented by: Ashoka | www.ashoka.org | www.startempathy.org

IMPACT

4 Engaged key partners for the early majority adoption, from the range of industry changers like the LEGO Foundation and Google to key education schools.

The LEGO Foundation The LEGO Foundation and Ashoka teamed up to transform the way the world learns. In April 2014, the Re-imagine Learning Challenge was launched as part of this new partnership at the LEGO IDEA Conference in Billund, Denmark.

“Re-imagining learning requires breaking out of traditional models and institutions. It requires a creative, playful, and imaginative approach to take on the challenge of transforming learning so that children are equipped to thrive and lead as the builders of tomorrow. The LEGO Foundation is excited to start a joint endeavor with Ashoka to identify and support the most promising, high impact, scalable solutions from social entrepreneurs around the world that spearhead this change. These social entrepreneurs drive innovation in play and learning while providing us with a unique network and a solid knowledge-base that we can learn from. They are key partners in achieving our goal: to build a future in which learning through play empowers children to become creative, engaged and life-long learners.” Mirjam Schöning LEGO Foundation Global Head of Programs and Partnerships

THE LEGO FOUNDATION THE LEGO FOUNDATION CHANGEMAKERS.COM IDEA CONFERENCE 2014 CHALLENGE 16 Ashoka Fellows attended the 2014 IDEA Conference This challenge saw a volume of traffic three times that of comparable challenges, with 632 entries from around the world.

in Billund, Denmark. Bill Drayton helped to set the stage for the event by connecting playful learning to the needs of the 21st century, including empathy and changemaking. In another keynote, Tony Wagner also stressed the need for creativity, innovation, and empathy in 21st century education.

5 Ashoka Fellows on the stage at the LEGO Idea conference 2014, Denmark

Google

Education schools engaged We have begun engaging with several education schools as potential multipliers. For example, Tulane University, a Changemaker Campus, began a research project with a few of our Changemaker Schools in 2013, and now Tulane and Lusher Elementary are collaborating on their own to host panels on empathy with teachers from across the New Orleans area.

We collaborated with Google to create a free open online course and diagnostic tool, which will reach thousands of educators and ignite them to promote empathy and innovation into their classrooms, empowering a future generation of leaders.

The Making Caring Common Project at the Harvard Graduate School of Education

Graduate School of Education at George Mason University

Education Studies Program at Middlebury College

Ashoka organized a visit for CARE Bears, a group of students at PS 89 (a Changemaker School in NYC), to the Google Headquarters in NYC for volunteer day. These students did a presentation to some Google staff members about why/how their school is cultivating changemakers and what that has meant for them and their experience. Then the Google staff members led the students through a Design Thinking process.

College of Education at the University of Missouri

Yale Center for Emotional Intelligence

Woodring College of Education at Western Washington University

Teacher Preparation and Certification Program at Tulane University

Mary Lou Fulton Teachers College at Arizona State University

Independent adoption Some examples of efforts, which are fully led by others

The Empathy Library Started by Ashoka partner Roman Krznaricic

EMPATHEDIA Started by Start Empathy contributor Emily Cherkin, carries the tagline â&#x20AC;&#x153;where Empathy meets Mediaâ&#x20AC;?

Education Changemakers: Inspiring, equipping, supporting and connecting education leaders.

The David & Lucile Packard Foundation

StiR Education

IMPACT

Raised nearly $15 million in total global funding.

Raised nearly $15 million in total global funding

Empathy Funding Raised 2011 - Present (TOTAL $14,238,988 USD) 35.1%

64.6%

Initial investment All other investments

â&#x20AC;&#x153;Being involved with Ashoka has set a high bar for the rest of philanthropy that we get involved with because I can see that these are the people who are driving true change. Most important about what Ashoka is doing is that they make people believe that change is possible. That belief can go viral.â&#x20AC;? Anne Wojcicki, founder and CEO of 23andMe and co-founder of the Brin Wojcicki Foundation. 52

IMPACT

6 Began the globalization of this work, with staff teams in Asia, Europe, Africa, and Latin America currently expanding the “triggering community” globally.

ASHOKA EMPATHY BUDGET 2012 United States Global

ASHOKA EMPATHY BUDGET 2014 United States Global MENA Asia Europe Africa Latin America

IMPACT

7 Injected this vision into other Ashoka programs breaking down internal walls, finding the synergies and thus leveraging our own efforts in an integrated way. Some Examples: · Changemakers.com team, independently, engaged The David & Lucille Packard Foundation in a competition around vibrant communities which focuses on empathy · Ashoka U has incorporated Empathy into the main topic of the Ashoka U Exchange every year · Ashoka’s Youth Venture is aligning its strategy with that of Start Empathy

ZOOM IN: Changemakers Competitions In 2011

the US Empathy team partnered with our colleagues on Ashoka’s Changemakers team to produce the Activating Empathy competition. It selected 14 winners from 628 entries and gave away $110,000 in prizes.

In 2014 the Changemakers team has produced two competitions focused on empathy and changemaking skills. Trust but led by two new partners: The LEGO Foundation and The David and Lucille Packard Foundation.

3 LEARNINGS

LEARNINGS

Making empathy inevitable, not fashionable, requires a long-term, big-picture view.

Framework change work requires high focus and discipline.

Our biggest long-term risk is that empathy becomes merely the latest fad. To be sustainable, this work depends on people seeing the world in a way that makes empathy absolutely necessary. Success is not the popularity of empathy, but its inevitability. To mitigate this risk, we now seamlessly weave empathy into Ashokaâ&#x20AC;&#x2122;s broader work and messaging around the historical trajectory to a world where everyone can and must be a contributor. The empathy framework change we seek does not stand independent of that vision, and we choose partners who are aligned with that vision. Furthermore, this approach has helped address a misunderstanding many had when we first started that Ashoka was proposing empathy as a silver-bullet solution.

Catalyzing mindset shift around empathy is not the same as running an empathy program. We are organizing and building a community of leading changemakers (a team of teams) around a shared vision, adding value to their changemaking work, and strategically connecting them in ways that advance the vision and create a self-multiplying movement. It is not incremental change; it is exponential, hugely leveraged change. It requires us to be highly focused and disciplined. There are many people and institutions doing great work on empathy, and the movement needs them. Through StartEmpathy.org, we have a platform we can use to promote and connect people to these various efforts. However, we donâ&#x20AC;&#x2122;t have the capacity to engage with everyone, so we have learned how important it is to choose our core partners carefully. When we choose changemakers who share our overall vision, they make things happen in ways we didnâ&#x20AC;&#x2122;t even dream.

Identity linked to a shared vision is the most powerful thing Ashoka gives people.

The movement has to be global.

The changemaker self-identity becomes a shared identity among the team partnering to achieve a larger societal mindset shift, and that is what makes it work. We are creating a unique community of peers in which an elementary school teacher could collaborate with a corporate CEO because they both share the same goal and are uninhibited by traditional walls. Ashoka has deep, identity-forming relationships across sectors that uniquely position us to connect like-minded people across the siloes of education, business, media, policy, etc., creating the intersections where innovation happens.

The insights that launched Start Empathy came from a global perspective and are relevant to the world as a whole. The nature of the framework change we seek to bring about is thus global. While we implement the initiative on the ground in different regions, the whole effort gains power through its global scale. Having this conversation taking place on an international stage makes each national or local conversation more relevant. For maximum impact on the ground locally, the community and the learnings from the initiative around the world must be connected at the global level. While building the initiative in the U.S., we have been laying the groundwork and raising the funding to start in Latin America, Europe, Asia, Africa, and the Middle East/North Africa. We have already selected our first Changemaker Schools in Africa and Europe. We have benefited greatly in these other regions from the first years of work in the U.S., and similarly, the U.S. effort is now reaping the benefits of new capacity in, and learnings from, other parts of the world.

THE NEXT 5 YEARS

GOALS & STRATEGY

4 THE NEXT 5 YEARS

“Empathy without action is meaningless. Action without empathy is heartless. Together they are essential.” Eric Dawson Ashoka Fellow

Approach As discussed above, our approach is to use the least amount of effort to create the greatest impact (the “jiujitsu” strategy). We cannot reach every child ourselves, but by activating a carefully selected network of collaborators, we can set in motion an irreversible movement toward a future where everyone understands that empathy is as essential to a child’s success as literacy. This means we focus our limited resources in a targeted, disciplined way to set in motion a process that drives uptake of the framework we seek to advance.

Where We Are We have been building a carefully selected team (triggering community) of leading social entrepreneurs, schools, and mavens to be the leaders in accelerating a new societal understanding of the critical role of empathy in a rapidly changing world, and particularly as the foundational skill for children to grow up to thrive in this world (“the framework”). Through the process of selection, followed by value-add, meaningful engagement, we have been nurturing across

this team a shared understanding of and commitment to the framework and to creating opportunities to influence the rest of society toward it. And by sharing the framework, insights and strategies of this community through strategic media partnerships and communications, we’ve influenced many others and invited everyone to create their own place in this movement.

Goals for the Next 5 Years In the next 5 years, we must lead this team toward exponential impact, reaching new networks and catalyzing uptake of the framework that empathy is critical for success in a world where everyone must be a changemaker. This means we must:

Create a contagion effect. We’re already seeing the power of the triggering community to inspire and influence others. We’re now organizing to accelerate this effect, such that the movement becomes self-multiplying.

Ensure the movement is irreversible. We must plan toward working Ashoka out of the equation. In five years, we should see a sustainable demand for empathy, with the framework being independently adopted by others, the strategies and insights of the network being independently replicated, and more and more systemic supports emerging in the field.

Strategy To reach these goals, we will weave together the community in empowering ways, deepening individual and collective understanding of the framework and, together, identify and mobilize around carefully selected “trigger opportunities” with high likelihood to drive uptake of the framework.

What are trigger opportunities? Opportunities of strategic reach and visibility where we can position Fellows, Changemaker Schools and Mavens to discuss their work and ideas in the context of the shared framework. We will look for three types of opportunities: partnerships, events, and media. These opportunities should accomplish three goals: 1. Deepen the community’s understanding of and engagement with the framework 2. Embolden the community and position their leadership in the field 3. Catalyze the spread and uptake of the framework

“Empathy is a learned skill like anything else, and I think that diminishing opportunities for kids to play means that there is a diminishing opportunity for them to learn and practice the skills of empathy.” Jill Vialet Ashoka Fellow

THE NEXT 5 YEARS PLAN

Our plan for the next five years thus has three closely integrated parts:

Plan Summary Over the last three years, we have been carefully selecting our Empathy “team,” the triggering community that will help lead the framework change. This was the first stage of the tipping point strategy. We have selected over 20 new Ashoka Fellows with ideas that are creating more empathic systems in society, primarily in education but also in the fields of civic participation, law, disabilities, and others. We have engaged close to 50 U.S. Ashoka Fellows in the initiative, through distilling the empathy insights from their work, inviting them to share empathy cultivation strategies for distribution to educators, writing about or inviting them to write about those insights and strategies, engaging them to help select the schools we work with, connecting them with mavens, and more. We have engaged 8 Fellows more deeply as co-creators and ambassadors of this work. In the next stage, we need to continue finding new entrepreneurs in this space and distilling and spreading their insights, engage our co-creator Fellows more systematically in this collaborative initiative, and strategically connect Fellows with the rest of the triggering community in ways that advance our goals. We have selected 60 elementary schools across the country as Ashoka Changemaker Schools, who are showing what education looks like when it prioritizes empathy and changemaking and helping us spread the framework to other educators and influencers. We have begun to amplify their work and connect them with each other to share and learn. We have also begun to position them together at education events to discuss their vision and strategies for educating empathic changemakers.

In the next stage, we must expand the network to middle and high schools, in collaboration with Ashoka’s Youth Venture program, which has the content expertise on helping young people translate empathy into action. We also need to support the schools to spread the framework within their own spheres of influence and connect them with other schools, Fellows and mavens to lift the conversation from one about a small group of leading schools to why this framework is important for all schools. And we have engaged 16 thought leaders in the media and publishing industry around the ideas of an everyone a changemaker world and why that requires empathy. We believe we actually need about 30 mavens in the U.S., but due to a longer internal learning curve on what these relationships entail, we have not yet reached our goal of 30 in the first three years of the initiative. In the next stage, we must continue to develop the existing relationships and add new ones to reach our goal of 30, strategically expose the mavens to the ideas of the schools and Fellows, and leverage the mavens’ media platforms to drive public conversation around the framework. Although the first stage has been focused on selecting the team, we also have been piloting engagement strategies to identify those strategies we believe will have the highest impact toward our long-term goal. It is based on those learnings and where we see impact occurring that we have designed the strategy for the next stage of catalyzing contagion. While we will continue to engage the different constituent groups (Fellows, Changemaker Schools, Mavens) in unique ways, we can no longer organize around the three groups independently. The strategy for the next stage requires organizing around the opportunities to connect dots across the community that will feed momentum.

1 2 3

Strengthen the Empathy Team/Triggering Community For the collaborative effort to work, in this next phase, we must continue to invest in developing the highest quality of individual engagement of our team members, in ways that create clear mutual value and deepen our collective understanding of the framework.

Mobilize the Team Around Key Trigger Opportunities

Lead Outputs: · 30 new Fellows in gap areas · 14 new mavens · 30-50 new Changemaker Schools · 80% of core Empathy Team active in network and trigger opportunities

Lead Outputs:

We have a team; now we need to put them on the field. We will create opportunities for Fellows, Changemaker Schools, and Mavens to be on the same “stages” (at events, in the media, with strategic partners) engaging people not only in their individual work, but also with the shared empathy framework.

· 25 prominent national Catalyst Partnerships representing at least 10 sectors

Communicate for Impact

Lead Outputs:

We need to ensure that we make the most, from a communications standpoint, of all movement-building activities of the team and community and that we are distilling and disseminating the collective knowledge of the network.

· 2000 influencers reached through targeted communication strategies

· 75-100 Catalyst Conversations on national stages and media platforms

· 20 new media partnerships

Strengthen the Empathy Team/Triggering Community

For the collaborative effort to work, in this next phase, we must continue to invest in developing the highest quality of individual engagement of our team members, in ways that create clear mutual value and deepen our collective understanding of the framework.

What we seek to accomplish:

Lead Outputs:

· Fill gaps in the network to ensure a fully representative team and set of insights

· 30 new Fellows in gap areas

· Build connections across the network that deepen the network’s engagement with the shared framework · Position leadership of the team members locally, nationally, and globally

How we will do it: · Find new Fellows, Changemaker Schools, and Mavens in areas (geography, issue area, etc.) where the network is weaker and expand Changemaker School strategy to middle and high schools · Put team members on strategic stages individually and together discussing their work in the context of the framework

· 14 new mavens · 30-50 new Changemaker Schools (some additional elementary plus 30 middle and high schools) · 80% of core Empathy Team active in network and trigger opportunities

Other Outputs: Engagement of US network with 10 other countries

Activities: 1. Search and selection of Ashoka Empathy Fellows 2. Engagement of Ashoka Empathy Fellows

· Mobilize sub-teams around different geographies, sectors, and challenges of strategic importance

3. Search and selection of Ashoka Changemaker Schools

· Support team members to catalyze their own networks to adopt the framework

5. Maven team selection and engagement

4. Engagement of Ashoka Changemaker Schools

1. Search and selection of Ashoka Empathy Fellows At the core of Ashoka´s strategy is always the search engine for the new ideas and entrepreneurs to bring into the network. This never stops because the world is constantly changing, and it is the fuel that keeps us always integrating the new learning, best practices and best people from all over the world. Venture will thus remain an important part of the strategy. We will continue to invest in the pipeline of new ideas, continuing our search, selection, and support of Empathy Fellows that add innovations and insights to this collective work. We will analyze what we’ve learned from the sourcing and selecting of Empathy Fellows over the last three years to further hone the knowledge we’ve accumulated and the gaps that remain.

This work will entail: · Assessment of gaps in network · Nominator network development in gap areas · Fellow selection process · Fellow stipends and general fellowship development

2. Engagement of Ashoka Empathy Fellows We’ve engaged close to 50 U.S. Fellows in the work of the initiative, building a critical mass of social entrepreneurs across sectors who are understanding and articulating the role of empathy in their own life stories, in their work, and in society. Close to 10 Fellows in the US (30 globally) are co-creators with us in this work, having already engaged or expressed an interest in engaging at this deeper level. These Fellows have played various roles, helping source and select Changemaker Schools and mavens, introducing their programs into Changemaker Schools, being ambassadors of the vision to others by sharing their stories and work through the empathy and changemaking lens, contributing insights and strategies to our collective content, introducing funding and media opportunities to the initiative and accessing funding and media opportunities through it and bringing the framework into their own organizations and out to others when presenting externally. In this next phase, we are working to cultivate more systematic engagement with our team of co-creator Fellows and develop specific plans and opportunities, both to help position their leadership and that of their institutions and to use them strategically in this collaborative effort. For instance, as we’ve developed

further our maven strategy, there’s now a critical role the Fellows can play as our team members to help source and cultivate maven relationships. Additionally, with other regions now in the game, we will have a global engagement strategy with Fellows that includes engaging them with our global partners, such as LEGO and Google, to take the power of this core network to the next level of exposure and impact.

This work will entail: · Refinement and expansion of new Fellow onboarding process to seed new Fellows’ engagement with the initiative from the outset · Individual engagement plans with Empathy co-creator Fellows · At least 4 touch points and shared experiences per year for each co-creator Fellow with other Empathy Fellows, and Changemaker School and maven teams (These may be around trigger opportunities, as discussed in the next section, or other critical community-building opportunities, e.g. Fellows serving as selection panelists for Changemaker Schools.) · Creation of global touch points for Fellow co-creators around the world (e.g. leveraging global partner convenings like the LEGO conference to bring cocreators together) · Innovation Fund for framework-aligned activities driven by Fellows, in collaboration with other team members (e.g. a Fellow could apply for funds to support work with other Fellows, Changemaker Schools and a university partner on empathy metrics)

3. Search and selection of Ashoka Changemaker Schools We now have reached our target of 60 Changemaker Schools in the U.S.. We set that target based on our assessment of the number of influential elementary schools needed to have a fully representative group of schools. As we move into the next stage, we will focus primarily on engagement of the schools selected, but also adding additional elementary schools as we identify gaps in the network or other schools that will add significant value. We will also explore the need for a review process to assess our engagement with the selected schools at certain intervals to ensure ongoing mutual value. Having piloted the Changemaker School methodology with elementary schools, we are also collaborating with Ashoka’s Youth Venture program to begin selecting and engaging middle and high schools that are similarly prioritizing empathy and changemaking.

This work will entail:

· Assessment of gaps in network · Nominator engagement in gap areas · Changemaker School selection and review processes · Expansion of selection process to middle/high schools, in collaboration with Youth Venture

· Onboarding and development of annual plans with each school · At least 4 touch points and shared experiences per year for each school team with other Changemaker School teams, Fellows and maven teams (These may be around trigger opportunities, as discussed in the next section, or other community-building opportunities, e.g. a school adopting a Fellow’s program). · Innovation Fund for framework-aligned activities driven by schools, in collaboration with other team members (e.g. Two schools could apply for funding to work together with an education school on developing a professional development strategy for teachers to better cultivate empathy in the classroom.) · Development of Changemaker Schools network collaborative tools that serve to connect the network while also enabling advancing of the framework within and beyond the network (videos, blogs, curriculum sharing, webinars, etc.).

4. Engagement of Ashoka Changemaker Schools After a school is selected Ashoka staff work with the school change leaders to create an engagement plan within the school community and across the Ashoka network. The school change leaders have proven to be a dynamic group, and their enthusiasm and leadership is beginning to be recognized in the education community. We have already seen multiple examples of Changemaker Schools spreading the framework to spheres outside of Ashoka. Several schools have come together and led sessions on empathy and changemaking at events such as EduCon, Middlebury Center for Social Entrepreneurship Symposium, New Teacher Center Symposium, Ashoka U Exchange, and SXSWedu. Four schools are planning their own conferences and are inviting other educators in their cities. Multiple schools have created Parent Changemaker Groups where parents gather to support each other as they work to foster the development of empathic changemakers in their home. We are also working with the Changemaker Schools and Fellows on a diagnostic tool that any school can use to selfevaluate against changemaker education principles. In this next phase, we will invest in deepening our relationships with the school teams and co-creating with them opportunities to deepen the framework within their own school communities (other teachers, parents, school boards, etc.) and share their experiences and strategies with others beyond their schools. We are also working with the network on collaborative tools that will be catalytic both within their own communities and externally.

5. Maven team selection and engagement Our maven work has evolved significantly over the last three years. We’re now defining these relationships more carefully as thought partnerships with writers, publishers, editors, and journalists—people in the business of helping people understand the world— who value Ashoka for our ideas and lens, not just our content. We have also begun focusing on teams of individuals within media companies, in addition to select independent individuals, as we’ve found this allows us to move more quickly toward our goals (e.g. Arianna Huffington will only have time for a very few engagements a year, but we can build many engagements with others helping shape the direction of the Huffington Post and add value to the rest of her company).

Over the last couple of years, mavens and maven team members have engaged with each other and with Fellows and Changemaker Schools at Ashoka events or activities, invited us and our Fellows into their newsrooms to engage with their editorial staff, written about Ashoka and our Fellows, cross-posted our content, and chose to share the framework with public audiences and other mavens.

Maven Engagement Strategies Here are some of the strategies we are currently using or planning for the future, as ways to engage mavens with the triggering community and framework. Peer mavens engaging on a public stage at an education school with students from Changemaker Schools about redefining education. Content series that features Fellows and Changemaker Schools and leads up to an event that features the maven. Each article in the series will share a different voice from the Ashoka community and allow a content editor to experience our lens through the series. Public panel that engages school leaders, mavens and Fellows. Often mavens are very busy and unable to engage with the Ashoka community unless it coincides with a public gathering. Storyteller in Residence Program Ashoka has piloted that engages journalists in a short sabbatical to partake in an exploratory process where they visit Fellow organizations and Changemaker Schools and take their experiences back to their media companies. Co-designed empathy workshops for newsrooms with Ashoka Fellows to provide opportunities for the staff of maven companies to engage with the framework. Curated immersion experience in a region outside of North America to experience the framework in a global context. Engagement of Fellows specifically focused on media innovations as team members in working with media companies.

Because we cannot do formal selection of mavens (independent journalists who must remain objective) in the way we do with Fellows and schools, we have developed an internal process for selection of those we will invest time in. This process is intimately tied to the engagement itself as it is through engagement that we determine ultimate alignment and potential. We are creating engagement opportunities that are specifically designed to add value for each individual maven, or individual on a maven team, and developing tools that will help each of them connect to the framework. As we continue to experiment with different approaches, we are developing and testing a set of opportunities for maven engagement (see sidebar).

Mobilize the Team Around Key Trigger Opportunities (The “Plays”)

This work will entail: · Relationship building with potential mavens and maven team members · Internal selection process for choosing our maven partners · At least 4 touch points and shared experiences per year for each maven team with Fellows and school teams (These may be around trigger opportunities, as discussed in the next section, or other communitybuilding opportunities, e.g. maven team members visiting a school.) · Development of a Storyteller in Residence program (see sidebar)

What we seek to accomplish:

Other Outputs:

· Multiply impact of our current networks and accelerate the rate of the tipping process

· 100 local partnerships and conversations driven by network

· Reach new networks with the framework, inspire new champions

How we will do it: · With the triggering community, identify top opportunities that meet the criteria · Leveraging interests and assets of the team, cultivate a set of Catalyst Partners · Position the team in a set of Catalyst Conversations

Lead Outputs: · 25 prominent national Catalyst Partnerships representing at least 10 sectors

Activities: 1. Identification of potential opportunities 2. Catalyst Partnership development 3. Catalyst Conversation development Note: We hope that a lot of this work will ultimately be driven by the team members themselves – spotting opportunities, opening doors, and inviting other parts of the team to collaborate with them. We expect to see a lot of team-driven opportunities at the local level especially. But Ashoka can use its stature at the national and global levels to open additional doors and, neutral as we are to program or approach, set the context for the conversation.

· 75-100 Catalyst Conversations on national stages and media platforms

A corporate Youth Venture challenge for a CEO to deliver internally to employees who are parents in order to help their children have a practical application of empathy and changemaking and learn why these skills are critical.

1. Identification of potential opportunities

audience for the opportunity. For example, we might refer a small, local event opportunity to any of our community members in that geographic area, but would not invest our national resources in it. Alternatively, we would pursue a media opportunity with a local outlet that has national/global and/or influential reach (e.g. the Washington Post or New York Times).

The opportunities for engaging others in this work are numerous. Our jiujitsu strategy means, however, that we must carefully choose how we allocate our limited capacity to achieve maximum impact. Just as we carefully select our team, we must carefully select the opportunities around which we engage and mobilize that team, to ensure both value to our community and leverage for the movement. We will, of course, encourage and support members of the community to use any opportunity they find strategic. And we will connect in low-touch ways with various institutions pursuing related goals. But we will invest our time in cultivating the national and global opportunities that we think can have the most impact in catalyzing uptake of the framework. The goals of these opportunities are to: 1) deepen the community’s understanding of and engagement with the framework because they are being asked to share it in their own ways; 2) embolden the community and position their leadership in the field; and 3) catalyze the spread and uptake of the framework.

C. Team Value and Leverage: The opportunity must leverage Fellows, Changemaker Schools, and Mavens and create value for those that engage. For the movement to become self-multiplying, it has to generate momentum beyond the institution of Ashoka, and has to be sustained by more than our limited staff team. If the opportunity doesn’t add value to the work of our community members, they are unlikely to engage and help drive it forward. D. Team of Changemakers (for partnerships): When engaging partners, we must have a team of changemakers on the other side who have influence in the organization and will take initiative to spot and execute on opportunities. We cannot impact institutions from the outside, it must be done by people on the inside, and we’ve learned that it takes more than one person to be successful. Our most effective partnerships are those where we have multiple relationships between the institution and the Ashoka network.

We will choose opportunities based on the following criteria: A. Alignment with Everyone a Changemaker and Start Empathy: There must be alignment (or potential for alignment) of vision with the parties involved. We’ve learned that when we engage without a shared vision, we waste resources and fail to drive impact. This doesn’t mean the opportunities don’t have their own goals, but if those goals are not aligned with ours (e.g. an organization that didn’t share our belief that empathy is essential to every child as opposed to some children, or an event where SEL was being promoted only as a means to an end of better grades or improved behavior), we may collaborate in low-touch ways, but will not invest in a deeper engagement. We’ve also learned, however, that determining a fit with this criteria can take some time and initial engagement. As long as there is strong potential for alignment, we will explore the opportunity. B. High Visibility/Influence/Contagion Potential: The opportunity must have high potential to drive uptake of the framework, whether through reach and/or potential to influence key stakeholders. As with the other criteria, this is subjective, a determination based on the size and nature of the

of pursuing these strategic partnerships, which meet the criteria defined above, is to connect with organizations and institutions that are closely aligned with our vision and who can best maximize our joint efforts to advance the framework change we seek. The idea is that through engagement with the framework and the triggering community, these institutions enhance or transform their own approach and in so doing, become leaders of the new framework within their sectors. We will find and engage partners in the sectors identified above with the following methodology: select partners who meet our criteria, create touch points for them with the triggering community, develop an engagement that leverages the community to create an output for the partners, and support their success.

This work will entail · Initial outreach/engagement of potential partners, criteria assessment, and triage · Relationship development and management · Engagement of relevant Fellows, schools, mavens with the partner · Support to triggering community members to develop and lead similar partnerships. This may be low-touch support for more local opportunities, or higher-touch for national or global opportunities that meet our criteria

One sector we think is particularly strategic and where we already have momentum to build on is with universities, particularly education schools. We will work closely with the Ashoka U team to: · Based on Ashoka U’s knowledge and Start Empathy’s burgeoning engagements with some universities over the last couple of years, identify the best (most innovative, pioneering, and influential) 5 education schools that meet our partnership criteria, engaging a team that includes at least the dean, a respected faculty member, and a visionary student · Engage them around the framework, creating touch points between them and the Empathy triggering community (examples we have already piloted include Fellows speaking to faculty and/or students and faculty and students working on research projects with Changemaker Schools) · Leverage annual Ashoka U Exchange – bring education school deans and other influencers to the convening to engage in the conversation; organize session to surface ideas for how education schools can play a leadership role in the new educational paradigm · Use Ashoka’s network and communications assets to support and bring attention to those education schools who are bringing the framework to life

We will identify and choose the opportunities we pursue to be, in aggregate, representative of the various sectors that we need to influence to tip society as a whole. Some of the key sectors in which we will seek opportunities are: teacher training/professional development, parenting/ families, higher education, early childhood, youth organizations, business community, faith communities, media, philanthropy, technology, and government.

The initial steps toward finding the right opportunities will entail: · Regular surveying of the triggering community · Scouting/mapping of key events and institutions in strategic sectors as outlined above

2. Catalyst Partnerships We are defining Catalyst Partners as prominent partners who share the vision and can collaborate with our team to penetrate the field and/or multiply impact. The goal

3. Catalyst Conversations We are defining Catalyst Conversations as convenings and media opportunities of strategic visibility and reach. The goal of these strategic conversations is to amplify the conversation happening within our community and invite others to take part in that conversation in their own communities and spheres of influence. The aim is to 1) activate those who we may never reach directly but who will feel emboldened in their own thinking by hearing these ideas being discussed at a local, national, and global level, and 2) expose those with more traditional thinking to new questions, insights and perspectives about education and the growing up experience. This will include positioning the empathy framework in meetings/events of priority importance and in the media through both maven “products” (articulations of the framework by our mavens, in either print or speech) and other content. Ashoka has experience with event strategy at the level of prominent global events such as the Skoll Forum and the Clinton Global Initiative, where Ashoka has a presence annually. We have also piloted some experiences specifically around Empathy in the last couple of years, e.g. at EduCon and SXSW. The idea is to leverage existing meetings that can further Ashoka’s vision and mission with strategic audiences while providing platforms for high visibility and influence and producing cost efficiencies by reducing the need to host meetings. We will segment these meetings into those that provide exposure to 1) thought leaders (CGI, Skoll, etc.) and 2) strategic decisionmakers and implementers (EduCon, SXSW, etc.).

Example:

EduCon

(educators’ event) Four Ashoka Changemaker Schools held a joint panel together at EduCon, which was one of the most highly attended of all the sessions. Additionally, Homa Tavangar, Ashoka ally and author, referenced Ashoka’s Changemaker Schools to the 500 strong conference attendees during her keynote, further bolstering the school change teams. Ashoka’s work was also referenced by Department of Education official Richard Culatta.

Similarly, strategic media opportunities allow us to position the triggering community and the shared framework in compelling ways in traditional and new media. We’ve done this to date in various ways, e.g. partnering with the Christian Science Monitor to put our content on their parenting blog. Moving forward, we need to be more focused and strategic regarding both the opportunities and the content to ensure communication of the framework in different ways. Our maven engagements and other media partnerships will likely be a primary source of these opportunities, and vice versa, some new maven engagements may develop through these media opportunities.

Communicate For Impact

This work will entail: · Relationship building with event organizers at various levels, leveraging any connections of Fellows, Changemaker Schools, and other allies · Generation of ideas in collaboration with maven teams · Cultivation of existing or new relationships with other strategic media outlets – e.g. Edutopia, Forbes (See media partnerships activity in next section) · Development of compelling session proposals for events · Engagement of relevant Fellows, schools, mavens in development and execution of event and media opportunities

Example:

The Christian Science Monitor

What we seek to accomplish: · Make team feel like a team and invest in shared outcomes · Reach influencers with the framework · Create sense of inevitability

Other Outputs: · 5000+ schools apply diagnostic tool · 10,000+ downloads of Roadmap and Toolkit

Activities:

How we will do it:

1. Knowledge and content development

· Leverage collective communications assets of the team and network by developing mechanisms for regular communications across the team and beyond to their networks

2. Triggering community communications

· Develop more media and communications partnerships to disseminate network knowledge

5. StartEmpathy.org (website and social media)

· Create targeted content for influencers in key communities (e.g. parents, policymakers, etc.) · Have toolbox of “off-the-shelf” transactional opportunities for low-touch engagement and/or to gauge strategic partnership potential

3. Influencer strategy 4. Media partnerships

6. Start Empathy Roadmap/Toolkit and Changemaker School Diagnostic Tool 7. Parent resources and other knowledge products to make insights and strategies accessible to a wider audience

Lead Outputs: · 2000 influencers reached through targeted communication strategies · 20 new media partnerships

Through our maven relationship with a team at CSM, they have now requested to regularly cross-post content from Start Empathy in their Modern Parenting section. This gives us an opportunity to strategically feature the insights and strategies of our Fellows and Changemaker Schools on a platform that reaches a much wider general public audience.

“Off-the shelf” Toolbox

While we must be selective about where we invest the resources of the team, we want to invite anyone who desires to engage in advancing the movement. For this purpose, we will have a toolbox of ready opportunities to offer individuals and institutions. These may include: ·Individual introductions to Fellows and/or Changemaker Schools, if potential value ·Start Empathy Roadmap and Toolkit ·Activating Empathy School Diagnostic Tool and Course ·Promotion through our media platforms, if mutual value – StartEmpathy.org and other Ashoka platforms, as well as our blogs on Forbes, Virgin, etc. ·Ashoka Venture – investment or participation in the selection of new Fellows ·Changemakers.com – investment or participation in Ashoka’s online community and open-source challenges ·Ashoka’s Youth Venture curriculum ·Other resources to be developed (e.g. Parent Toolkit)

1. Knowledge and content development

need to tip, and develop a communications system and stream that is custom-designed for them.

All of our communications strategies rely on quality content developed from and with our community, and as we grow our media and other partnerships, this will be a growing need. We will develop a small knowledge and content team, working with a communications director, to guide our content development to support all of the various strategies outlined below. This will include dynamic knowledge management to ensure each new product or content series builds on previous efforts.

For instance, among the groups we need to bring up the learning curve to be ultimately successful are parents, policy-makers, grant-makers, media, parents, teachers. But in our jiujitsu approach we won’t be directly touching each of them. But a lever of low effort that can help us accelerate the tipping among those groups is to identify lists of the key influencers (100-500 in any of those groups) and develop a system that will hit them with the message.

This work will entail: · Distillation of knowledge, insights, and strategies from the triggering community · Design of content strategies and knowledge products that contribute to our goals · Content creation

2. Triggering community communications We will develop systematic communications with and across our core community, ensuring that the team knows and can learn from each other and is up to date and able to contribute maximum value to the initiative. We will do this in a way that also enables us all to leverage the communications assets of the various institutions to spread key information externally to our respective networks.

This work will entail: · Development and implementation of methods for sharing actionable information across the team · Development of a communications network across the team to efficiently spread information

3. Influencer strategy To move from the early adopters to the early majority we need a diverse set of mechanisms that increase demand and spread the idea. One barrier that prevents this spreading from happening is the wall of resistance that the innovators and the early adopters face in the first period of time, when the idea is not yet accepted and the framework has not became evident yet. Our media partnerships are one “wholesaler” strategy to address this. Another complementary approach is to target groups of influencers in the diverse fields we

This is a mixed approach between deep framework alignment (quality) and mass-communication (volume). We move away from a high-touch engagement like the ones designed for mavens, and we compromise slightly on the depth with which they will “get it,” but we bet that by hitting them with some frequency with these messages, along with what will be already happening in their environments given the triggering community’s work and impact, we will lower their level of resistance and accelerate their move toward demand. We have already seen some case by case uptake of the framework and some slow movement from “push to pull.” We define “reaching” an influencer as getting their attention at least twice in a year. This means that they take action in some way, including: opening a newsletter and clicking on some part of it, responding to an email, engaging in social media activity/conversation with us (re-tweet, respond to a tweet, participate in #socent chat or Google hangout or trend call), creating content for/with us, participating in a conference call or webinar, meeting with someone from the triggering community, attending an event from the network (invited by us), visiting a Changemaker School or Empathy Fellow’s organization, etc.

This work will entail: · Creation of lists of influencers in target fields with enough data to allow sorting smartly (location, interest, role) · Craft targeted content from the network’s work that is relevant to what they do and what they care about · Design communication streams to hit these influencers 2-3 times a year, in a low-touch way (e.g., briefings, webinar series, event invitations, etc.)

4. Media partnerships Media partnerships are different than mavens. Our engagement of maven teams at media companies is a high-touch, long-term relationship-building strategy to engage thought leaders in the industry in becoming champions of the framework. Our media partnerships are lower-touch transactional relationships that allow us to leverage high-profile platforms to spread content from our network. These partnerships are sometimes a doorway to build deeper maven relationships within the companies, and sometimes they remain transactional. Through our Youth Venture program, Ashoka also has experience using such partnerships as a revenue strategy. In this next phase, we will continue to use and grow our strategic media partnerships to have regular platforms on which to reach larger audiences. We will integrate partnerships managed across Empathy, Youth Venture, and Ashoka more broadly to maximize impact. We will explore extending Youth Venture’s revenue model to other partnerships.

This work will entail: · Relationship-building with current and potential partners · Segmentation of current and potential media partners across Ashoka to determine best Empathy content for each segment, identify opportunities for Fellows and Changemaker Schools, and determine potential for revenue opportunities · Development of plans to use media partnerships for dissemination of resources such as the Start Empathy Roadmap and Toolkit, the Changemaker School Diagnostic, the Harvard study (research project on empathy strategies conducted by the Harvard Graduate School of Education in partnership with Ashoka), as well as other Empathy content from Ashoka and our network

5. StartEmpathy.org (website and social media) We will continue to improve the quality, relevance, and reach of our Start Empathy and Ashoka web properties and all of our related content and social media. · Assessment of use and impact of StartEmpathy.org vis-à-vis current strategy and global expansion of the initiative and based on that assessment, strategy and design for new versions of the site over time · StartEmpathy.org site development and maintenance by external company · Cultivation of network of contributors · Content development and editing · Social media management · Integration with other Ashoka web properties to better leverage full Ashoka social media community

6. Start Empathy Roadmap/ Toolkit and Changemaker School Diagnostic Tool In the first year of the initiative, we mapped the global Ashoka Fellow community to identify design principles around cultivating empathy. Building on those principles, we developed a more accessible Start Empathy Roadmap and Toolkit for educators. The Roadmap and Toolkit further draws on the individual and aggregate insights and strategies from Fellows, Changemaker Schools and other allies, to provide starter strategies for empathy cultivation that teachers can try in their classrooms. We are now building on the Toolkit and our Changemaker School selection process to create an interactive diagnostic tool for schools. The tool, currently in development in collaboration with Google’s Course Builder, is designed to help educators identify ideas and programs that will help their students develop as empathic changemakers. Course participants are first asked to complete a pre-assessment, i.e. a diagnostic, mapped to the Roadmap, which prompts the participants to examine the curricula, culture, and systems in place in their classrooms and schools. Based on the results of the pre-assessment, the participant will receive a set of recommendations for which course modules they should review. The beta version of the diagnostic is set to be released in August 2014. We intend to release it with a small subset of schools and use that information to inform a more robust version of the tool.

Development and outreach activities for the tool will include: · Engagement of key Fellow, school, parentcommunity, and other partners in the development and dissemination (eg. GreatSchools, schools of education, etc.) · Technical and course support · Engagement of influencers to generate expert recognition to drive interest (e.g. Harvard Graduate School of Education, Stanford’s d.School K-12 Lab, etc.) · Engagement of media partners to get the content and related conversation on critical channels (Education Week, Huffington Post, etc.) · Traditional and social media campaign support · National and city-level activities to share the diagnostic across networks

7. Parent resources and other knowledge products to make insights and strategies accessible to a wider audience Many other useful iterations of the knowledge from the network are likely to emerge in this phase of the work as we seek to engage specific sectors around the framework – e.g. faith communities, business, etc. We are creating a budget for future collaborative products that will be helpful in advancing the framework with these audiences. We have already begun to experiment with possible resources directed at parents as we look toward trigger opportunities and influencers that will help these ideas penetrate the parenting community. In collaboration with Fellows and Changemaker Schools, our Youth Venture team has begun developing a “Parenting Changemakers” toolkit and model for parent groups. We are also adapting a version of the Start Empathy Roadmap and empathy milestones from the Harvard study to be accessible specifically to parents. And we are exploring possible collaborations with the Yale Center on Social and Emotional Intelligence and GreatSchools in this area. We will assess the potential of each of these different opportunities to contribute to our overall strategy and invest further where we see greatest impact.

Measuring Impact We will ultimately measure our success by how widespread the idea that every child must master empathy becomes.

Our primary outcome metric is the percentage of elementary school principals who make cultivating empathy at their schools a priority. This means not just that they think it’s a nice thing to do, but that they evaluate their success based on it.

We have contracted with Keystone Accountability, an innovative organization helping social change organizations improve their effectiveness through impact measurement. We are currently working with them to develop a measurement strategy that we will pilot for a year starting in November 2014.

This work will entail: · Starting with parents, engage subset of Changemaker Schools and Fellows in conversations and idea exchanges around engagement of specific audiences with the framework · Develop simple resources from existing content (e.g. parent toolkit and specific parent page on StartEmpathy.org) · Use this content to develop trigger opportunities in the targeted area (parenting community, faith communities, etc.)

The measurement strategy we are developing with them will include:

1. Long-term metrics, primarily that described above 2. Intermediary progress indicators for the initiative 3. Relationship metrics for the triggering community of Fellows, Changemaker Schools, and mavens. These metrics will include measurement of how this network is engaging with each other and the vision, changing their own thinking (including internal confidence) and action as a result, and influencing others to change. 4. Means for monitoring uptake of the ideas promoted by the network by actors outside of it.

BUDGET Ashoka Empathy U.S.

BUDGET Ashoka Empathy U.S. (all costs in USD) Objective 1: Strengthen the Empathy Team/Triggering Community Activity 1.1 Empathy Fellow Selection, Support and Engagement Stipends

Year 1

Year 2

Year 3

Year 4

Year 5

Total USD

$1.865.510

$2.169.010

$2.236.260

$2.273.260

$2.268.010

$10.812.050

$1.090.010

$1.115.010

$5.550.050

$600.000

$3.000.000

Search, selection, fellowship and lifetime support Empathy Fellow Engagement Innovation Fund Activity 1.2 Changemaker School Selection and Engagement Selection Engagement Innovation Fund Materials Activity 1.3 Maven Selection and Engagement Selection and Engagement Executive Maven Experience Storyteller in Residence Program Youth Venture Corporate Challenge Objective 2: Mobilize the Team Around Key Trigger Opportunities Activity 2.1 Identify Potential Opportunities Sourcing Opportunities Activity 2.2 Catalyst Partnerships

$341.010

$1.705.050

$74.000 $75.000 $485.700

$74.000 $100.000 $653.200

$74.000 $100.000 $660.450

$74.000 $100.000 $672.450

$74.000 $100.000 $667.200

$370.000 $475.000 $3.139.000

$155.700 $250.000 $70.000 $10.000 $289.800

$163.200 $390.000 $90.000 $10.000 $400.800

$153.450 $397.000 $100.000 $10.000 $460.800

$153.450 $404.000 $105.000 $10.000 $485.800

$148.200 $404.000 $105.000 $10.000 $485.800

$774.000 $1.845.000 $470.000 $50.000 $2.123.000

$234.800 $30.000 $10.000 $15.000 $521.200

$320.800 $30.000 $20.000 $30.000 $647.200

$325.800 $60.000 $30.000 $45.000 $647.200

$325.800 $60.000 $40.000 $60.000 $647.200

$1.533.000 $240.000 $140.000 $210.000 $3.110.000

$18.000

$90.000

Partnership Development and Management Activity 2.3 Catalyst Conversations Event Opportunity Development and Execution Leveraging Ashoka Events Objective 3: Communicate for Impact Activity 3.1 Knowledge and Content Knowledge Management Content Creation Activity 3.2 Triggering Community Communications Communications Strategy Development and Management Activity 3.3 Influencer Strategy Strategy Development and Management Activity 3.4 Media Partnerships Relationship Development and Management Activity 3.5 Web and Social Media StartEmpathy.org Maintenance and Development Activity 3.6 Knowledge and Marketing Products Changemaker School Diagnostic Other Products

$271.800 $231.400 $156.400

$343.800 $303.400 $228.400

$1.647.000 $1.445.000 $1.070.000

$75.000 $694.800 $129.000 $84.000 $45.000

$75.000 $718.800 $174.000 $84.000 $90.000

$75.000 $863.800 $219.000 $84.000 $135.000

$375.000 $3.860.000 $915.000 $420.000 $495.000

$49.800

$249.000

$72.000

$360.000

$54.000

$108.000

$486.000

$65.000

$325.000

$250.000

$350.000

$1.525.000

$125.000 $200.000

$50.000 $200.000

$50.000 $300.000

$325.000 $1.200.000

Measuring Impact Project Management

$100.000 $255.000

$75.000 $255.000

$400.000 $1.275.000

Subtotal Global Shared Costs (12%)

$3.436.510 $412.381

$3.865.010 $463.801

$3.932.260 $471.871

$4.114.260 $493.711

$4.109.010 $493.081

$19.457.050 $2.334.846

TOTAL BUDGET

$3.848.891

$4.328.811

$4.404.131

$4.607.971

$4.602.091

$21.791.896

“What defines and DIFFERENTIATES Georgetown Day School? We excel—and in fact I believe we lead—in producing changemakers. We are working to foster this capacity so that GDS students and alumni will be able to meaningfully impact a rapidly changing world. A crucial part of achieving this plan is participating in Ashoka Changemaker Schools Network, allowing us to learn from other schools’ best practices in changemaker education.”

This work would not be possible without the generous support of the

Georgetown Day Head of School Russell Shaw

and many others, including: The LEGO Foundation The Jenesis Group The Brin Wojcicki Foundation The David & Lucile Packard Foundation The Poses Family Foundation Frey Charitable Foundation Tides Foundation Susan Crown Exchange

Join Us!

Presented by: Ashoka | www.ashoka.org | www.startempathy.org For more information, contact empathy@ashoka.org