00576nas a2200205   4500008003900000022001400039245004500053210004200098260004200140300000800182490000600190653001400196653002100210653001400231653002800245653002200273100001800295700002100313856003600334       2012                          d  a1927-032100aEditorial: Social Innovation (July 2012)0 aEditorial Social Innovation July 2012  aOttawabTalent First Networkc07/2012  a3-40 v210acharities10acommunity sector10anonprofit10asocial entrepreneurship10asocial innovation1 aMcPhee, Chris1 aHuddart, Stephen  uhttp://timreview.ca/article/57302393nas a2200241   4500008003900000022001400039245009300053210006900146260004200215300001000257490000600267520168300273653000901956653001401965653002101979653001602000653002102016653001402037653002202051100002202073700002002095856003602115       2012                          d  a1927-032100aFrom Stories to Evidence: How Mining Data Can Promote Innovation in the Nonprofit Sector0 aFrom Stories to Evidence How Mining Data Can Promote Innovation   aOttawabTalent First Networkc07/2012  a10-150 v23 aBeing a director at a nonprofit organization often means making guesses instead of properly informed decisions. One source of the “information fog” is fragmented funding. Nonprofit organizations have multiple types of funders, most of whom are not their direct beneficiaries. Predicting funder behaviour is therefore more of an art than a science. Planning for the future, setting goals, and making decisions all suffer in the nonprofit sector because of a lack of timely and accurate information.

This article examines the opportunities to use newly available digitized information to address this information deficit. It shows how the rich, variegated and fast-changing landscape of information available online can be collected, combined, and repurposed in order to deliver it in actionable forms to decision makers across the nonprofit sector. This information can significantly improve planning decisions and enhance the effectiveness of the sector. 

The article concludes that a cultural shift is required in order for the nonprofit sector to exploit the opportunities presented by digital information. Nonprofits and funders are enjoined to increase their numeracy and to find creative ways to use data as part of their evaluation, planning and decision making. Researchers need to be adventurous in their use of quantitative information and specifically should employ linked datasets in order to explore previously unanswerable research and policy questions. The producers of data need to collect and publish their information in ways that facilitate reuse. Finally, funders need to support a variety of projects that seek to exploit these new opportunities.
10aAjah10acharities10acommunity sector10adata mining10afunding database10anonprofit10asocial innovation1 aLenczner, Michael1 aPhillips, Susan  uhttp://timreview.ca/article/57502258nas a2200181   4500008003900000022001400039245008000053210006900133260004200202300000800244490000600252520168800258653002101946653002201967653003001989100002102019856003602040       2012                          d  a1927-032100aRenewing the Future: Social Innovation Systems, Sector Shift, and Innoweave0 aRenewing the Future Social Innovation Systems Sector Shift and I  aOttawabTalent First Networkc07/2012  a5-90 v23 aAgainst a backdrop of various “occupy” movements signifying civic dissatisfaction with the social contract, and in an era of fiscal restraint affecting governments and communities in many parts of the world, we need new and more effective ways to address complex social challenges. While continuous innovation is commonly understood to be a source of growth, productivity improvement, and competitive advantage in the technology and manufacturing sectors, the author’s focus is on social innovation systems, designed to replace maladaptive institutions and obsolete policy frameworks with novel and disruptive means for improving outcomes on issues such as population health and climate change.
 
This article proposes a definition of such systems, and examines how system-level tools including impact investing, open data platforms, and “change labs” are fostering collaboration among the private, public, and community sectors. We argue that a key priority at this time is to make these and other tools and processes for social innovation available to community organizations and their government and business partners everywhere, in a manner that allows for continuous cycles of implementation and learning.
 
The author describes one such project currently being developed in Canada by Social Innovation Generation and other partners, called Innoweave. Innoweave is a technology-enabled social innovation system for sharing the tools and processes of social innovation with the community sector. The article concludes with a call for multi-sectoral participation in social innovation systems as an investment in society’s adaptive capacity and future wellbeing.
10acommunity sector10asocial innovation10asocial innovation systems1 aHuddart, Stephen  uhttp://timreview.ca/article/574