CAECAY Igniting Change through Charity Support

Congress of Athletes Entertainers and Celebrities Creating Alternatives for Youths

CAECAY Partner Client Athletes, Entertainers, Celebrities, and Influencers: Igniting Change for Underserved Youth through Charity Support.

In our world of constant media consumption, CAECAY with Abdul-Jalil al-Hakim, Superstar Management, ¿eX-whY? and Nowtruth partner clients influence of athletes, entertainers, celebrities, and influencers cannot be overstated. These individuals possess the power to captivate and inspire millions. Harnessing their reach and popularity for a noble cause, such as supporting charities that create opportunities and alternatives for underserved youth, has the potential to bring about profound positive change. CAECAY explores how these influential figures can impact support charities and the lives of underserved youth, fostering hope, empowerment, and transformation.

CAECAY Amplifying Awareness:

Athletes, entertainers, celebrities, and influencers possess an extensive network of followers and fans, granting them a significant platform. When they align with support charities, they can effectively raise awareness about the challenges faced by underserved youth. Through social media campaigns, public appearances, and personal testimonials, they amplify the voices of these young individuals, shedding light on their struggles and the need for meaningful alternatives. By using their platform to advocate for change, they inspire a wider audience to take action and support these causes.

CAECAY Inspiring Empowerment:

The involvement of influential figures in support charities has the power to inspire underserved youth. By sharing their personal stories of triumph over adversity, athletes, entertainers, celebrities, and influencers offer relatable role models who have overcome similar obstacles. This inspiration instills a sense of hope and self-belief within these young individuals, showing them that they, too, can rise above their circumstances. The examples set by these figures demonstrate that there are alternatives and opportunities available, igniting a fire of motivation and empowerment within underserved youth.

CAECAY Mobilizing Resources:

One of the most significant contributions that athletes, entertainers, celebrities, and influencers can make to support charities is mobilizing resources. Their involvement often results in increased visibility and public interest, leading to a rise in donations, sponsorships, and partnerships. Through fundraising events, benefit concerts, or charity auctions, these influential figures bring attention to the cause and encourage others to contribute their time, money, and resources. This influx of support allows support charities to expand their programs, provide better opportunities, and create lasting change for underserved youth.

CAECAY Driving Policy Change:

Beyond raising awareness and mobilizing resources, athletes, entertainers, celebrities, and influencers possess the power to drive policy change. Their prominence allows them to engage with lawmakers and policymakers, advocating for reforms that can positively impact underserved youth. By leveraging their influence and personal experiences, they can bring attention to systemic issues and push for legislative changes that prioritize the well-being and future of these young individuals. Their involvement in public discourse can generate momentum for policy initiatives that create opportunities and alternatives for underserved youth.

CAECAY Long-Term Impact:

The impact of athletes, entertainers, celebrities, and influencers on support charities extends far beyond short-term campaigns or events. Their involvement can spark a ripple effect, inspiring others to get involved and make a difference. By leveraging their networks, these influential figures create a powerful web of support, drawing in individuals from diverse backgrounds who share a common goal of empowering underserved youth. This collective effort ensures the longevity and sustainability of support charities, making a lasting impact on the lives of countless young individuals.

The CAECAY with Abdul-Jalil al-Hakim, Superstar Management, ¿eX-whY? and Nowtruth clients partnership between athletes, entertainers, celebrities, and influencers with support charities holds immense potential for transforming the lives of underserved youth. Through their platforms, these influential figures amplify awareness, inspire empowerment, mobilize resources, drive policy change, and create a lasting impact. By leveraging their fame and influence for social good, they become catalysts for change, igniting hope and opening doors of opportunity for the most vulnerable among us. Together, these individuals and support charities can build a more inclusive and equitable society. Go to our Matching Charitable Philanthropic Organizations with ICONS or Matching ICONS with Charitable Philanthropic Organizations pages to complete the requisite form and submission.

To enjoy these benefits, join CAECAY’s “ICONS CHARITY REGISTRAR”, go to“Matching Charitable Philanthropic Organizations with ICONS”: or “Matching ICONS with Charitable Philanthropic Organizations”:
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CAECAY Marketing Plan Evaluates Our Impact on Support Charities

CAECAY Marketing Plan evaluates the Impact of CAECAY with Abdul-Jalil al-Hakim, Superstar Management, ¿eX-whY? and Nowtruth partner clients Matching Athletes, Entertainers, Celebrities, and Influencers on Support Charities Creating Opportunities and Alternatives for Youth.

CAECAY’s marketing plan aims evaluates the impact of matching athletes, entertainers, celebrities, and influencers with support charities that create opportunities and alternatives for youth. By leveraging the reach and influence of these individuals, the plan seeks to measure the effectiveness of their involvement in raising awareness, driving engagement, and generating support for these charitable organizations.

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CAECAY Objective:

The primary objective of this marketing plan is to assess the impact of matching athletes, entertainers, celebrities, and influencers with support charities on creating opportunities and alternatives for youth. The specific goals include:

a) Measuring the increase in awareness and visibility of the charities’ initiatives.

b) Evaluating the engagement and response generated by the target audience.

c) Assessing the growth in support, both in terms of donations and volunteer involvement.

CAECAY Target Audience:

The target audience for this marketing plan includes:

a) Existing supporters of the charities.

b) Potential donors interested in youth development and social causes.

c) Youth themselves, who can benefit from the alternatives created by these charities.

d) Fans and followers of the athletes, entertainers, celebrities, and influencers.

CAECAY Strategy:

a) Partnership Selection: Identify athletes, entertainers, celebrities, and influencers whose values align with the mission and vision of the support charities. Consider their credibility, influence, and ability to connect with the target audience.

b) Collaborative Campaigns: Design engaging and impactful campaigns that highlight the work of the charities, emphasizing the positive outcomes and alternatives they create for youth. Incorporate the personalities and unique talents of the selected individuals to maximize impact and resonance.

c) Multi-channel Approach: Utilize various marketing channels such as social media, television, radio, events, and print media to reach a wide range of audiences. Tailor the messaging to each channel and target audience segment to ensure maximum effectiveness.

d) Tracking and Analysis: Implement tracking mechanisms to monitor the impact of the campaigns. Evaluate key performance indicators (KPIs) such as increased brand awareness, website traffic, social media engagement, donations received, and volunteer sign-ups. Regularly analyze data to gauge the success of the campaigns and make necessary adjustments.

CAECAY Implementation:

a) Develop compelling campaign narratives that highlight the stories of youth who have benefited from the alternatives created by the support charities.

b) Create visually appealing and shareable content that resonates with the target audience.

c) Collaborate with the selected individuals to co-create and distribute campaign content through their social media channels, leveraging their existing fan base and influence.

d) Organize events and fundraisers that provide opportunities for the target audience to engage directly with the support charities and the partnered athletes, entertainers, celebrities, and influencers.

CAECAY Evaluation:

a) Conduct regular surveys and polls to measure changes in awareness, perception, and willingness to support the charities.

b) Monitor social media metrics, website analytics, and donation data to assess the impact of the campaigns.

c) Compare the performance of campaigns with and without the involvement of athletes, entertainers, celebrities, and influencers to gauge their effectiveness.

d) Seek feedback from the support charities, individuals involved, and the target audience to identify areas of improvement and potential future collaborations.

CAECAY with Abdul-Jalil al-Hakim, Superstar Management, ¿eX-whY? and Nowtruth partner clients Matching athletes, entertainers, celebrities, and influencers with support charities has the potential to create significant positive change for youth by raising awareness, driving engagement, and generating support. By implementing this marketing plan and evaluating the impact of their involvement, we can measure the effectiveness of such collaborations and continuously improve strategies to maximize the benefits for the support charities and the youth they serve.

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Congress of Athletes Entertainers and Celebrities Creating Alternatives for Youths

Welcome to the Congress of Athletes Entertainers and Celebrities Creating Alternatives for Youths (CAECAY), CAECAY’s ICONS CHARITY REGISTRAR, at the CAECAY.ORG website.

In today’s digital age, the power of personal branding has never been more apparent. For student athletes, entertainers, celebrities, and influencers, the ability to monetize their Name, Image, and Likeness (NIL) has become a game-changer. A world of opportunities has opened up in NIL. Leading the way in this transformative landscape is the Congress of Athletes Entertainers and Celebrities Creating Alternatives for Youths (CAECAY). With over 50 years of experience and a commitment to empowering individuals, CAECAY, in collaboration with esteemed organizations and personalities like the Aaron & Margaret Wallace Foundation (AMWF), Abdul-Jalil al-Hakim, Superstar Management, Ex-why AdVentures, and Nowtruth, is poised to revolutionize the world of NIL monetization.

CAECAY works with the Aaron & Margaret Wallace Foundation (AMWF), a 501(c)(3) public charity that was founded in 1957, in collaboration with Abdul-Jalil al-Hakim, Superstar Management, ¿eX-whY? AdVentures and Nowtruth. This strategic union assist professional athletes, entertainers, celebrities and influencers in fulfilling their philanthropic aspirations and charities in fundraising fulfillment using celebrities. The AMWF, Abdul-Jalil al-Hakim, Superstar Management, ¿eX-whY? AdVentures and Nowtruth strategic union accomplishes this mission with it’s unique offering of superior attributes for providing professional athletes, entertainers, celebrities and influencers, and celebrity like organizations, with Brand Ambassadors, endorsements, partnerships and sponsorships, advertising, marketing, sales, promotional, strategic media and social media campaigns, with expert advice and services in Motion Picture, Television, Video, Radio, Audio, Print Commercial/Ads, Social Media, Podcast, Blog/Vlog, Web Ads that include state of the art technology and a 501(c)(3) platform from which they can conduct their charitable events. In addition to these services, CAECAY also provides professional athletes, entertainers, celebrities and influencers with processing and fulfillment services to help them meet the numerous requests for assistance that they receive from charities each year.

CAECAY further meets its mission by increasing the accessibility of charities to professional athletes, entertainers, celebrities and influencers, and the tremendous benefits that such access can provide to charities. This goal is primarily accomplished through CAECAY’s “ICONS CHARITY REGISTRAR”, with the “Matching Charitable Philanthropic Organizations with ICONS” or “Matching ICONS with Charitable Philanthropic Organizations”, which ever applies to you.

CAECAY has also donated at no charge to the charity, autographed memorabilia by the professional athletes, entertainers, celebrities and influencers experiences that the charities then use to raise funds for their programs. Since its inception, CAECAY has worked with charities from around the corner to around the world, that help the poor and disadvantaged, youth, assist those afflicted by disease, aid veterans injured by war, social justice, and homelessness.

To join CAECAY’s ICONS CHARITY REGISTRAR, go to “Matching Charitable Philanthropic Organizations with ICONS”: or “Matching ICONS with Charitable Philanthropic Organizations”:

The Mission of CAECAY is “To unite the goodwill of professional athletes, entertainers, celebrities and influencers with the generosity of their fans to assist people in need” which it achieves by assisting professional athletes, entertainers, celebrities, influencers and related organizations in fulfilling their philanthropic aspirations.

Since it’s inception, it has also been a primary goal of CAECAY to increase the accessibility of charities to professional athletes, entertainers, celebrities and influencers and the tremendous benefits that such access can provide to them. This is primarily done with our Brand Ambassadors, endorsements, partnerships and sponsorships, advertising, marketing, sales, promotional, strategic media and social media campaigns, with expert advice and services in Motion Picture, Television, Video, Radio, Audio, Print Commercial/Ads, Social Media, Podcast, Blog/Vlog, Web Ads.

One special feature we can provide is donating autographed memorabilia for fundraising purposes through CAECAY’s ICONS CHARITY REGISTRAR. Join CAECAY’s ICONS CHARITY REGISTRAR at “Matching Charitable Philanthropic Organizations with ICONS”: or “Matching ICONS with Charitable Philanthropic Organizations”

Athletes, entertainers, celebrities and influencers, and their agents, are often inundated with requests from charities to assist them with their fundraising efforts. These requests often include requests for autographed memorabilia, lending the professional athletes, entertainers, celebrities and influencers’s name to the charity, or making a personal appearance on behalf of the charity. Furthermore, they are also often asked, by both charities and individuals, to provide autographed memorabilia and/or to meet seriously or terminally ill individuals.

In most cases, professional athletes, entertainers, celebrities and influencers are all too willing to sign a photo for a fan, especially one who is ill, or provide a charity with various autographed memorabilia for their fundraising efforts. However, given the active and lucrative memorabilia market that exists today, these professional athletes, entertainers, celebrities and influencers want to make sure that these items are going to fans or charities and not to unscrupulous dealers and individuals.

To assist professional athletes, entertainers, celebrities and influencers, and their agents, in meeting these many requests, CAECAY provides celebrities with a service whereby CAECAY represents the philanthropic interests of the professional athletes, entertainers, celebrities and influencers; effectively becoming their “philanthropic agent”. The celebrities and their agents direct any charitable requests they receive to CAECAY, where CAECAY processes and fulfills these requests on behalf of the professional athletes, entertainers, celebrities and influencers. Requests for autographed memorabilia are screened to ensure that the items will be utilized for charitable purposes and, if approved, the requests are fulfilled with items that have been purchased, autographed by the professional athletes, entertainers, celebrities and influencers.

Requests for the use of a professional athletes, entertainers, celebrities and influencers name, image or likeness, or for a personal appearance by a them, are scrutinized against criteria set forth by the professional athletes, entertainers, celebrities and influencers. If the request meets these criteria, CAECAY forwards the request to them for their review.

CAECAY does not charge professional athletes, entertainers, celebrities and influencers or those receiving memorabilia for this service. However, these professional athletes, entertainers, celebrities and influencers appear at CAECAY fundraising events that help raise the funds for CAECAY’s programs.

Many charities do not have the constituency or the access to professional athletes, entertainers, celebrities and influencers to garner much, if any, support from them. To assist these charities, CAECAY’s ICONS CHARITY REGISTRAR utilizes CAECAY’s relationships with the professional athletes, entertainers, celebrities and influencers it works with to provide some assistance to these charities. CAECAY can provide autographed memorabilia that charities can, by applying directly to CAECAY, have donated to them for utilization in their fundraising efforts.

Athletes, entertainers, celebrities and influencers often seek to utilize their professional success to fulfill their philanthropic aspirations but often find the myriad of state and federal statutes that regulate charitable organizations both overwhelming to them and beyond the expertise of their traditional advisors. Additionally, those who do manage to navigate these regulations are often surprised to find that there are many ongoing responsibilities required to maintain such a charitable organization.

CAECAY provides these professional athletes, entertainers, celebrities and influencers with professional advice as to how they can best achieve their philanthropic aspirations; explaining to them the details of what is involved in establishing and maintaining their own foundation, as well as several other options that are available to them. CAECAY provides these services to professional athletes, entertainers, celebrities and influencers free of charge.

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Often, professional athletes, entertainers, celebrities and influencers want to assist certain charitable causes but do not want to establish their own foundations. Furthermore, whereas they are lending their name, image, likeness and reputation, to any such charitable endeavor, they want to ensure that it is conducted professionally and with the utmost integrity.

CAECAY provides these professional athletes, entertainers, celebrities and influencers with a 501(c)3 non-profit forum from which they can conduct charitable events such as concerts, celebrity golf and tennis tournaments, basketball games, hockey games, softball games, and casino nights. CAECAY also assists these professional athletes, entertainers, celebrities and influencers with Brand Ambassadors, endorsements, partnerships and sponsorships, advertising, marketing, sales, promotional, strategic media and social media campaigns, with expert advice and services in Motion Picture, Television, Video, Radio, Audio, Print Commercial/Ads, Social Media, Podcast, Blog/Vlog, Web Ads in conducting these events by preparing a budget, retaining the services of a production company, and soliciting sponsors and participants.

For its services, CAECAY retains a small portion of the proceeds to fund its charitable work and donates the remaining net proceeds to the charity, or charities, that the professional athletes, entertainers, celebrities and influencers event was created to support.

While many of the services that CAECAY provides are designed to assist professional athletes, entertainers, celebrities and influencers in fulfilling their own philanthropic aspirations, CAECAY does currently provide charities that are not directly supported by a professional athletes, entertainers, celebrities and influencers, especially small ones, with various autographed memorabilia for use with their own fundraising efforts. The autographed memorabilia that CAECAY provides is from professional athletes, entertainers, celebrities and influencers and the donation of this memorabilia is worldwide.

If you are a charity and would like CAECAY assist you in securing a athletes, entertainers, celebrities and influencers, and/or with Brand Ambassadors, endorsements, partnerships and sponsorships, advertising, marketing, sales, promotional, strategic media and social media campaigns, with expert advice and services or to donate autographed memorabilia to your organization for its fundraising efforts, please join CAECAY’s “ICONS CHARITY REGISTRAR”, complete the Online request form for “Matching Charitable Philanthropic Organizations with ICONS” or “Matching ICONS with Charitable Philanthropic Organizations”, which ever one applies to you. Print and sign it, then please submit the Application, along with the additional information that is required, in accordance with the Instructions. Please note that CAECAY’s ability to fulfill your request is subject to the availability of autographed memorabilia at the time of your application. Furthermore, you must apply at least six months before your fundraising event to receive a donation.

If you are interested in any of the other Services that CAECAY offers, please Contact CAECAY directly at

To join CAECAY’s “ICONS CHARITY REGISTRAR”, go to“Matching Charitable Philanthropic Organizations with ICONS”: or “Matching ICONS with Charitable Philanthropic Organizations”:

Fee Schedule

FREE/Small Fee: CAECAY represents the philanthropic interests of the professional athletes, entertainers, celebrities and influencers; effectively becoming their “philanthropic agent” FREE or for a small fee depending on the labor intensity needs of the client. The celebrities and their agents direct any charitable requests they receive to CAECAY, where CAECAY processes and fulfills these requests on behalf of the professional athletes, entertainers, celebrities and influencers. Requests for autographed memorabilia are screened to ensure that the items will be utilized for charitable purposes and, if approved, the requests are fulfilled with items that have been purchased, autographed by the professional athletes, entertainers, celebrities and influencers.

Service Fee: For its services, CAECAY retains a small portion of the proceeds from the events we work on to fund its charitable work and donates the remaining net proceeds to the charity, or charities, that the professional athletes, entertainers, celebrities and influencers event was created to support.

Sliding Scale: Small business charities pay an amount that is calculated based on their size, ability to pay, and needs being Local- City, County; State; Regional; National, or Worldwide for our services, CAECAY retains a small portion of the proceeds to fund its charitable work and donates the remaining net proceeds to the charity, or charities, that the professional athletes, entertainers, celebrities and influencers event was created to support.

Hourly Rate: Based on our FULL SERVICES to the clients.

Percentage: Based on our FULL SERVICES to the clients.
Hourly Rate against a Percentage: Based on our FULL SERVICES to the clients that will pay an hourly fee that is applied to the percentage fee return.

Celebrity Supporters Can Bring Visibility to Charities — but Careful Screening Is Crucial

Celebrities and charities can make a productive marriage — with the famous satisfying their desire to help society (and perhaps burnishing their public images at the same time) and the organizations enjoying greater visibility and often an increase in donations. But when the parties are mismatched, the pairings can also result in splits as acrimonious as any high-profile Hollywood divorce — with potential hazards for charities that have pinned too many of their hopes on a star.

Public figures, say charity managers and fund raisers, are particularly good at drawing attention to an organization’s mission and giving a boost to fund-raising efforts. But nonprofit leaders still advocate screening celebrities carefully to make sure their aims and those of a charity overlap, and clearly communicating both parties’ expectations.

Many public figures want to share their good fortune with worthy organizations. A lot of celebrities are good people, they have good hearts and good souls.

An example, several popular young singers, including Alicia Keys and Gwen Stefani, organized a remake of the Marvin Gaye song “What’s Going On,” which was eventually released to benefit several organizations. It was really impressive to see how blessed they felt they were for having been given the gift of celebrity. It helped them cope with their celebrity status for having received the wealth they have received. These are people who want to use music to change the world

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That’s a more idealistic view.

The Personal Touch

Celebrity involvement often takes the form of public-service announcements or the occasional personal appearance to help a fund-raising event attract more people and garner more news coverage. For some organizations, that is all the lift they need.

You should alway plans something special for Special Events. You not only want a top-notch performer, but you want to get them to spend a little time with the donors and volunteers. If they can really engage beyond what they do on stage, that’s an asset to any organization.

Have them attend a reception, then perform, before or after dinner. After the performance, the celebrities posed for photos with major donors. Often, it is in that post-performance schmoozing that is most beneficial to the charity. The celebrity is able to have a positive impact if they spent time with attendees to talk to them after each photo. It is very real and very generous. The celebrity always kept exclaiming how excited they were about the mission. The celebrity really saw what was happening and was eager to support it.

We believe that the celebrity personal touch will help strengthen the relationship with its supporters for the future. It’s not always the immediate that’s apparent. With the photos, the conversations, make a long-term impression with the donors. It’s just another reason to enjoy coming to the office.

When celebrities make personal connections to their charities, their commitment deepens beyond a general wish to do good. Their working-class roots or religion can enhance their desire to help. During the corporate tour, they should met the group’s executive director that can lead to a kinship and bonding with their clients from the beginning. They may really appreciate the people there by striking up friendships with several of the employees, and they look forward to seeing each other.

Preparing Stars to Shine

No matter how strongly a public figure believes in a charity’s mission, it’s vital to prepare them for their inevitable role as the group’s public supporter.

The media turns out when you have celebrity participation. It becomes your job, when there’s a celebrity who might get targeted by the media, to make sure they have the knowledge that they need. Failing to do so can cause embarrassment — for the celebrity, who may look foolish or naive in front of the press, and for the organization, which can be trivialized or misrepresented.

When prepping famous supporters, give them its mission statement, and offers them a “sound bite” or one-line summary of the organization’s work that they can repeat to the press.

We also work hard to identify one or two standout accomplishments that are easy for people to remember. There’s no need to weigh them down with data: Bear in mind that celebrities and their talent for communication can be a great asset, and that the media is often only looking for one or two quick statements about what you do and how successful you are.

In addition, celebrities take corporate tours to learn about its programs firsthand. While the organization does not have a single designated celebrity spokesperson, it has been the recipient of a broad range of participation from famous supporters in both its programming and fund-raising efforts — and that helps when dealing with the news media. Where possible, you want people to be able to speak about their own impressions and time spent with you.

Telling celebrity supporters about an organization’s work is important, but as public figures find out about the charity, the charity should also gauge their willingness to commit both time and money to the cause to help celebrities set up charitable foundations.

The best way for a charitable organization to get the maximum benefit from their relationships with celebrities is to inform the would-be supporters, as clearly and simply as possible, what will be expected of them. They’re pulled in a million different directions, and focus is a problem.

One way to determine a celebrity’s long-term commitment lies in the bottom line. It’s absolutely critical that celebrities donate money. Why should I, as someone who makes hundreds of times less, donate if they don’t? Sure, their time is important, but the public might well say, “If you won’t put up a dollar of your money, why should I?” Yes, their time is valuable, but the fact that they are celebrities is what enables their time to be valuable. Giving shows a stronger commitment.

Despite this recommendation, many charities do not require monetary donations from their celebrity supporters. As with non celebrities, a strong financial commitment to a cause usually accompanies in-depth involvement. But in the case of famous people, one-time associations are often likely to result in the celebrities receiving honoraria of their own with a donation to the celebrity’s foundation.

Some organizations are so in need of visibility — and grateful for celebrity help — that they shy away from also requesting donations. It can be such an ordeal, in terms of scheduling, to get them to participate in different kinds of things that take a back seat. Perhaps you’re a small, poorly funded nonprofit doing advocacy. Certainly, we could all benefit from more money. But you have to be careful about not over asking including requests for financial aid.

Avoiding Controversy

Having a famous supporter onboard can give a nonprofit group wide visibility. However, that spotlight can grow uncomfortably hot if the celebrity becomes embroiled in a public controversy or personal scandal. And even the most wholesome of public figures may become burdensome to a charity if they lack commitment — or bring unreasonable demands.

Careful screening has helped prevent some charities from entering into relationships with troubled celebrities. United Way of America, for example, has for 30 years been served by supporters who play in the National Football League — an organization that, despite its members’ popularity, has in recent years seen some of its athletes embroiled in substance abuse, and accused of domestic violence and even murder. However, the charity has not been tarnished by some football players’ brushes with the law because the league does its own careful choosing of its representatives. To be recruited by the league and the teams for United Way work, the players need to be model citizens who believe in and exemplify through their citizenship the type of message that we’re trying to deliver through the campaign.

Without a group like the National Football League to pick the most likely prospects from its own ranks, however, the process becomes akin to hiring a staff member. You need to talk to a wide spectrum of people and really need to do a thorough background check.

There are a few basic “red flags” to heed. It’s common sense that if someone is not getting back to you in a timely manner, that’s a good indication of how business is going to go. If they’re uncomfortable talking about their own charitable commitments, that would also be a red flag, because if they’re noncommittal about where they’re donating their own money, it would indicate that they’re not really giving.

Even well-intentioned celebrities can become so high-maintenance that their demands outweigh the benefits of their support. The need to make both sides’ expectations clear at the outset. Up front, ask what they would be looking for in return, are they expecting travel expenses for themselves, a significant other, a whole entourage? If they need first-class accommodations for a dozen people, it’s a real test of their commitment to you. And if you get more involved with them later on, it’s just going to get worse, not better. And if you’re trying to raise money, it can cut into that.

Some non-profits has seen first-hand the trouble that can come from dealing with the associates of celebrities being sued for activities of a fund trustee, lawyer, the stars, former employers, for claims that they sabotaged the relationship with the entertainers and suggestion that they hire a friend of the entertainer as a fund raiser even though they had no experience in the field.

Non-profit charities have learned over the years that philanthropy needs to be treated like a business, and you’ve got to know who you are working with, whether the people you are hiring or doing business with are celebrities or not.

Another pitfall for the relationship between public figures and charities can come when an artist’s marketability stands at odds with a charity’s message. The Global AIDS Alliance’s “What’s Going On” project has originally been intended as a campaign solely to benefit international groups that fight the disease. But when, after September 11, record companies and others feared its AIDS message would be irrelevant in the wake of the terrorist attacks, the song was released to benefit the September 11th Fund as well.

However, some artists who were involved in the project when it was intended to benefit AIDS charities were upset that the money generated would now be split with another cause. And other artists feared that the song’s antiwar lyrics would trigger a backlash among fans eager to retaliate for the terror attacks. The artists might have been antiwar, but their audiences at that time might not have been. The controversies, he says, hurt both the song’s fund-raising efficacy and its anti-AIDS educational message.

People who are involved in celebrity, advocacy, and cause-related work, monitor what’s being said about them, and if they get a negative response from their audience, they modify their advocacy. Their power is only in their ability to maintain a following. If they don’t have people buying their CDs, they don’t have a way of helping any cause. They won’t do anything to compromise it.

Advocacy is a risk for people. The primary objective is to sell records. They are marketers. If they try to integrate the marketing of their cause, and if there’s some kind of push-back, they might retreat, they might modify how they relate to the cause.

A key point of any long-term association, understand celebrities who are not fully committed to a charity’s mission may lend their support only until it becomes inconvenient for them. An organization needs to figure out from the start why famous people are willing to help.

Is there a personal connection, do they really believe in it to the very core of their being, or is it a way for them to get publicity? Because if it’s the last one, it’s never going to work out. Once the need for publicity runs out, they’re going to be gone. About Abdul-Jalil

Social Entrepreneurship Merchants Are Merging Ecommerce with Philanthropy

Social Entrepreneurship Merchants Are Merging Ecommerce with Philanthropy

Social entrepreneurship is not a particularly new term, but its use and prestige have grown prodigiously in the last two decades. Combining aspects of standard business models with a backbone of charitable giving and social consciousness, this new form of doing business takes a self-sustaining approach to solving some of the world’s biggest problems.

These merchants are taking on aspects of social entrepreneurship by merging core aspects of their business model with nonprofit and not-for-profit charitable giving.

These merchants large and small are taking on aspects of social entrepreneurship by merging core aspects of their business model with nonprofit and not-for-profit charitable giving. This form of entrepreneurship loops in charitable preservation into its core key performance indicators. The bottom line isn’t just profits, but also the societal and sustainability impact of the project itself.

As if maintaining a pure return on investment month-over-month wasn’t difficult enough, imagine then turning up to 30% of your profits over to fund sustainability and public services. In the rest of this article we’re going to really open up how social entrepreneurship distinguishes itself from other types of charitable actions, ways in which these merchants are giving back to their communities and ways to get involved on the ground level.

Finding the balance between how their business can remain profitable — bringing in constant, sustainable revenue — with aiding a cause as much as possible is a challenging but rewarding practice.

Social entrepreneurship can be broadly defined as businesses that consider profit and societal impact (the net good accomplished) equally. This balance between how their business can remain profitable — bringing in constant, sustainable revenue — with aiding a cause as much as possible is a challenging but rewarding practice. This is how socially conscious businesses will separate themselves from standard nonprofit and not-for-profit operations.

While all of these phrases have more or less the same meaning — and ultimately have the same goals — they operate in their own unique and distinct ways. To silo these terms — for the sheer sake of drawing differences between them — nonprofits can operate with paid staff with a goal of raising surplus funds for their cause.

Surplus funds aren’t redistributed to shareholders, but serve as a happy bonus to move towards future goals. Not-for-profits are generally smaller scale, utilizing volunteer staff. Furthermore, due to their structure, not-for-profits don’t qualify for 501(c)(3) tax-exempt status in the same way. Social entrepreneurship is on the right of both of these items, where by developing and creating a sustaining business model, higher profits can be turned into larger expansion and the ability to do more good.

Power in a purchase

With a mission at the core of their business, each social entrepreneur enables the consumer to put buying power behind their purchase. Because the charitable cause is at the center of each transaction, customers have more “buying” power behind their actions. While ecommerce behemoths offer  a paltry 0.5%  (despite record profits), SMBs are leading the charge in socially conscious giving, at times reinvesting 100% of their sales profits to charitable organizations ranging from the  Wounded Warrior Project  to  author associations .

SMBs are leading the charge in socially conscious giving, at times reinvesting 100% of their sales profits to charitable organizations.

By tapping into socially-conscious buying, businesses can leverage the higher expectations consumers are placing onto business. CGS, a business application service provider, found in their 2018 study of retail shoppers that  40% of responders  had an interested in the ethics of a product being produced.

The buy local, shop local approach for groceries and other renewables is going to filter back to online items as well.

This expectation goes further, where roughly that number of users are willing to pay more for sustainable products. However, this should come as no surprise. The buy local, shop local approach for groceries and other renewables is going to filter back to online items as well. If you’re giving your proceeds to charitable causes, or reinvesting in your community, let your potential shoppers know. Include navigation links to your mission statement, or mention in your header that a portion of proceeds go to good causes. It’s a simple value-add to your website, and may ultimately aid in a conversion.

How You Can Get Involved

A clear way to show your involvement in a community is to offer a price-flexible donation product. The process is like  creating any other product , with a necessary product title, description and image, however there are two big differences. The first is that the items weight should be 0 lbs. This is simply so the item does not trigger any of your shipping methods; no customer wants to pay for FedEx Home Delivery for an item that isn’t going to be sent to them. The second aspect is the most important: under the Advanced Info > Misctab you’ll find the checkbox option to “Allow Price Edit”. This feature allows kindhearted customers to edit their item price on the checkout page. Leaving a price of $0.00 on the page keeps the product page blank, or setting a product price can leave a recommend amount.

Once created, you can begin to modify the product with options. Some stores, like the  Ruffed Grouse Society , that allow customers to earmark and dedicate their giving to specific causes within the organization. Other social entrepreneurs, like  Somethin Special , create options featuring  a variety of different charitable organizations  for customers to choose whom their giving benefits.

Building a donation is just one way in which you can put your toe into the veritable social entrepreneurship waters. Standalone products, outreach, social media influence and more, there are so many ways in which you can engage with online communities for a net positive. However, the true benefit of integrating social entrepreneurship tendencies into your business is found outside your brick and mortar. It’s found by following through and aiding the community that needs your helping hand.

Does your business give back to the community? Let us know about what you do in the Contact Us below!

Why Social Entrepreneurship is attracting growing amounts of talent, money, and attention!

What is Social Entrepreneurship?

Social entrepreneurship is attracting growing amounts of talent, money, and attention, but along with its increasing popularity has come less certainty about what exactly a social entrepreneur is and does.

Essentials of Social Innovation

A  starter kit  for leaders of social change.

•  Collective Impact 

•  Social Entrepreneurship: The Case for Definition 

•  The Dawn of System Leadership 

•  Design Thinking for Social Innovation 

•  The Nonprofit Starvation Cycle 

•  Ten Nonprofit Funding Models 

•  The Science of What Makes People Care 

•  Stop Raising Awareness Already 

•  Rediscovering Social Innovation 

•  Innovation Is Not the Holy Grail 

The nascent field of  social entrepreneurship  is growing rapidly and attracting increased attention from many sectors. The term itself shows up frequently in the  media , is referenced by public officials, has become common on university campuses, and informs the strategy of several prominent social sector organizations, including  Ashoka  and the  Schwab  and  Skoll Foundation foundations.

The reasons behind the popularity of social entrepreneurship are many. On the most basic level, there’s something inherently interesting and appealing about entrepreneurs and the stories of why and how they do what they do. People are attracted to social entrepreneurs like last year’s Nobel Peace Prize laureate Muhammad Yunus for many of the same reasons that they find  business entrepreneurs like Steve Jobs so compelling – these extraordinary people come up with brilliant ideas and against all the odds succeed at creating new products and services that dramatically improve people’s lives.

But interest in social entrepreneurship transcends the phenomenon of popularity and fascination with people. Social entrepreneurship signals the imperative to drive social change, and it is that potential payoff, with its lasting, transformational benefit to society, that sets the field and its practitioners apart.

Although the potential benefits offered by social entrepreneurship are clear to many of those promoting and funding these activities, the actual definition of what social entrepreneurs do to produce this order of magnitude return is less clear. In fact, we would argue that the definition of social entrepreneurship today is anything but clear. As a result, social entrepreneurship has become so inclusive that it now has an immense tent into which all manner of socially beneficial activities fit.

In some respects this inclusiveness could be a good thing. If plenty of resources are pouring into the social sector, and if many causes that otherwise would not get sufficient funding now get support because they are regarded as social entrepreneurship, then it may be fine to have a loose definition. We are inclined to argue, however, that this is a flawed assumption and a precarious stance.

Social entrepreneurship is an appealing construct precisely because it holds such high promise. If that promise is not fulfilled because too many “nonentrepreneurial” efforts are included in the definition, then social entrepreneurship will fall into disrepute, and the kernel of true social entrepreneurship will be lost. Because of this danger, we believe that we need a much sharper definition of social entrepreneurship, one that enables us to determine the extent to which an activity is and is not “in the tent.” Our goal is not to make an invidious comparison between the contributions made by traditional social service organizations and the results of social entrepreneurship, but simply to highlight what differentiates them.

If we can achieve a rigorous definition, then those who support social entrepreneurship can focus their resources on building and strengthening a concrete and identifiable field. Absent that discipline, proponents of social entrepreneurship run the risk of giving the skeptics an ever-expanding target to shoot at, and the cynics even more reason to discount social innovation and those who drive it.

Starting With Entrepreneurship

Any definition of the term “social entrepreneurship” must start with the word “entrepreneurship.” The word “social” simply modifies entrepreneurship. If entrepreneurship doesn’t have a clear meaning, then modifying it with social won’t accomplish much, either.

The word entrepreneurship is a mixed blessing. On the positive side, it connotes a special, innate ability to sense and act on opportunity, combining out-of-the-box thinking with a unique brand of determination to create or bring about something new to the world. On the negative side, entrepreneurship is an ex post term, because entrepreneurial activities require a passage of time before their true impact is evident.

Interestingly, we don’t call someone who exhibits all of the personal characteristics of an entrepreneur – opportunity sensing, out-of-the-box thinking, and determination – yet who failed miserably in his or her venture an entrepreneur; we call him or her a business failure. Even someone like Bob Young, of Red Hat Software fame, is called a “serial entrepreneur” only after his first success; i.e., all of his prior failures are dubbed the work of a serial entrepreneur only after the occurrence of his first success. The problem with ex post definitions is that they tend to be ill defined. It’s simply harder to get your arms around what’s unproven. An entrepreneur can certainly claim to be one, but without at least one notch on the belt, the self-proclaimed will have a tough time persuading investors to place bets. Those investors, in turn, must be willing to assume greater risk as they assess the credibility of would-be entrepreneurs and the potential impact of formative ventures.

Even with these considerations, we believe that appropriating entrepreneurship for the term social entrepreneurship requires wrestling with what we actually mean by entrepreneurship. Is it simply alertness to opportunity? Creativity? Determination? Although these and other behavioral characteristics are part of the story and certainly provide important clues for prospective investors, they are not the whole story. Such descriptors are also used to describe inventors, artists, corporate executives, and other societal actors.

Like most students of entrepreneurship, we begin with French economist Jean-Baptiste Say, who in the early 19th century described the entrepreneur as one who “shifts economic resources out of an area of lower and into an area of higher productivity and greater yield,” thereby expanding the literal translation from the French, “one who undertakes,” to encompass the concept of value creation.1

Writing a century later, Austrian economist Joseph Schumpeter built upon this basic concept of value creation, contributing what is arguably the most influential idea about entrepreneurship. Schumpeter identified in the entrepreneur the force required to drive economic progress, absent which economies would become static, structurally immobilized, and subject to decay. Enter the Unternehmer, Schumpeter’s entrepreneurial spirit, who identifies a commercial opportunity – whether a material, product, service, or business – and organizes a venture to implement it. Successful entrepreneurship, he argues, sets off a chain reaction, encouraging other entrepreneurs to iterate upon and ultimately propagate the innovation to the point of “creative destruction,” a state at which the new venture and all its related ventures effectively render existing products, services, and business models obsolete.2

Despite casting the dramatis personae in heroic terms, Schumpeter’s analysis grounds entrepreneurship within a system, ascribing to the entrepreneur’s role a paradoxical impact, both disruptive and generative. Schumpeter sees the entrepreneur as an agent of change within the larger economy. Peter Drucker, on the other hand, does not see entrepreneurs as necessarily agents of change themselves, but rather as canny and committed exploiters of change. According to Drucker, “the entrepreneur always searches for change, responds to it, and exploits it as an opportunity,”3 a premise picked up by Israel Kirzner, who identifies “alertness” as the entrepreneur’s most critical ability.4

Regardless of whether they cast the entrepreneur as a breakthrough innovator or an early exploiter, theorists universally associate entrepreneurship with opportunity. Entrepreneurs are believed to have an exceptional ability to see and seize upon new opportunities, the commitment and drive required to pursue them, and an unflinching willingness to bear the inherent risks.

Building from this theoretical base, we believe that entrepreneurship describes the combination of a context in which an opportunity is situated, a set of personal characteristics required to identify and pursue this opportunity, and the creation of a particular outcome.

To explore and illustrate our definition of entrepreneurship, we will take a close look at a few contemporary American entrepreneurs (or pairs thereof ): Steve Jobs and Steve Wozniak of Apple Computer, Pierre Omidyar and Jeff Skoll of eBay, Ann and Mike Moore of Snugli, and Fred Smith of FedEx.

Entrepreneurial Context

The starting point for entrepreneurship is what we call an entrepreneurial context. For Steve Jobs and Steve Wozniak, the entrepreneurial context was a computing system in which users were dependent on mainframe computers controlled by a central IT staff who guarded the mainframe like a shrine. Users got their computing tasks done, but only after waiting in line and using the software designed by the IT staff. If users wanted a software program to do something out of the ordinary, they were told to wait six months for the programming to be done.

From the users’ perspective, the experience was inefficient and unsatisfactory. But since the centralized computing model was the only one available, users put up with it and built the delays and inefficiencies into their workflow, resulting in an equilibrium, albeit an unsatisfactory one.

System dynamicists describe this kind of equilibrium as a “balanced feedback loop,” because there isn’t a strong force that has the likely effect of breaking the system out of its particular equilibrium. It is similar to a thermostat on an air conditioner: When the temperature rises, the air conditioner comes on and lowers the temperature, and the thermostat eventually turns the air conditioner off.

The centralized computing system that users had to endure was a particular kind of equilibrium: an unsatisfactory one. It is as if the thermostat were set five degrees too low so that everyone in the room was cold. Knowing they have a stable and predictable temperature, people simply wear extra sweaters, though of course they might wish that they didn’t have to.

Pierre Omidyar and Jeff Skoll identified an unsatisfactory equilibrium in the inability of geographically based markets to optimize the interests of both buyers and sellers. Sellers typically didn’t know who the best buyer was and buyers typically didn’t know who the best (or any) seller was. As a result, the market was not optimal for buyers or sellers. People selling used household goods, for example, held garage sales that attracted physically proximate buyers, but probably not the optimal number or types of buyers. People trying to buy obscure goods had no recourse but to search through Yellow Page directories, phoning and phoning to try to track down what they really wanted, often settling for something less than perfect. Because buyers and sellers couldn’t conceive of a better answer, the stable, yet suboptimal, equilibrium prevailed.

Ann and Mike Moore took note of a subpar equilibrium in parents’ limited options for toting their infants. Parents wishing to keep their babies close while carrying on basic tasks had two options: They could learn to juggle offspring in one arm while managing chores with the other, or they could plop the child in a stroller, buggy, or other container and keep the child nearby. Either option was less than ideal. Everyone knows that newborns benefit from the bonding that takes place because of close physical contact with their mothers and fathers, but even the most attentive and devoted parents can’t hold their babies continuously. With no other options, parents limped along, learning to shift their child from one hip to the other and becoming adept at “one-armed paper hanging,” or attempting to get their tasks accomplished during naptime.

In the case of Fred Smith, the suboptimal equilibrium he saw was the long-distance courier service. Before FedEx came along, sending a package across country was anything but simple. Local courier services picked up the package and transported it to a common carrier, who flew the package to the remote destination city, at which point it was handed over to a third party for final delivery (or perhaps back to the local courier’s operation in that city if it was a national company). This system was logistically complex, it involved a number of handoffs, and the scheduling was dictated by the needs of the common carriers. Often something would go wrong, but no one would take responsibility for solving the problem. Users learned to live with a slow, unreliable, and unsatisfactory service – an unpleasant but stable situation because no user could change it.

Entrepreneurial Characteristics

The entrepreneur is attracted to this suboptimal equilibrium, seeing embedded in it an opportunity to provide a new solution, product, service, or process. The reason that the entrepreneur sees this condition as an opportunity to create something new, while so many others see it as an inconvenience to be tolerated, stems from the unique set of personal characteristics he or she brings to the situation – inspiration, creativity, direct action, courage, and fortitude. These characteristics are fundamental to the process of innovation.

The entrepreneur is inspired to alter the unpleasant equilibrium. Entrepreneurs might be motivated to do this because they are frustrated users or because they empathize with frustrated users. Sometimes entrepreneurs are so gripped by the opportunity to change things that they possess a burning desire to demolish the status quo. In the case of eBay, the frustrated user was Omidyar’s girlfriend, who collected Pez dispensers.

The entrepreneur thinks creatively and develops a new solution that dramatically breaks with the existing one. The entrepreneur doesn’t try to optimize the current system with minor adjustments, but instead finds a wholly new way of approaching the problem. Omidyar and Skoll didn’t develop a better way to promote garage sales. Jobs and Wozniak didn’t develop algorithms to speed custom software development. And Smith didn’t invent a way to make the handoffs between courier companies and common carriers more efficient and error-free. Each found a completely new and utterly creative solution to the problem at hand.

Once inspired by the opportunity and in possession of a creative solution, the entrepreneur takes direct action. Rather than waiting for someone else to intervene or trying to convince somebody else to solve the problem, the entrepreneur takes direct action by creating a new product or service and the venture to advance it. Jobs and Wozniak didn’t campaign against mainframes or encourage users to rise up and overthrow the IT department; they invented a personal computer that allowed users to free themselves from the mainframe. Moore didn’t publish a book telling mothers how to get more done in less time; she developed the Snugli, a frameless front- or backpack that enables parents to carry their babies and still have both hands free. Of course, entrepreneurs do have to influence others: first investors, even if just friends and family; then teammates and employees, to come work with them; and finally customers, to buy into their ideas and their innovations. The point is to differentiate the entrepreneur’s engagement in direct action from other indirect and supportive actions.

Entrepreneurs demonstrate courage throughout the process of innovation, bearing the burden of risk and staring failure squarely if not repeatedly in the face. This often requires entrepreneurs to take big risks and do things that others think are unwise, or even undoable. For example, Smith had to convince himself and the world that it made sense to acquire a fleet of jets and build a gigantic airport and sorting center in Memphis, in order to provide next-day delivery without the package ever leaving FedEx’s possession. He did this at a time when all of his entrenched competitors had only fleets of trucks for local pickup and delivery – they certainly didn’t run airports and maintain huge numbers of aircraft.

Finally, entrepreneurs possess the fortitude to drive their creative solutions through to fruition and market adoption. No entrepreneurial venture proceeds without setbacks or unexpected turns, and the entrepreneur needs to be able to find creative ways around the barriers and challenges that arise. Smith had to figure out how to keep investors confident that FedEx would eventually achieve the requisite scale to pay for the huge fixed infrastructure of trucks, planes, airport, and IT systems required for the new model he was creating. FedEx had to survive hundreds of millions of dollars of losses before it reached a cash-flow positive state, and without a committed entrepreneur at the helm, the company would have been liquidated well before that point.

Entrepreneurial Outcome

What happens when an entrepreneur successfully brings his or her personal characteristics to bear on a suboptimal equilibrium? He or she creates a new stable equilibrium, one that provides a meaningfully higher level of satisfaction for the participants in the system. To elaborate on Say’s original insight, the entrepreneur engineers a permanent shift from a lower-quality equilibrium to a higher-quality one. The new equilibrium is permanent because it first survives and then stabilizes, even though some aspects of the original equilibrium may persist (e.g., expensive and less-efficient courier systems, garage sales, and the like). Its survival and success ultimately move beyond the entrepreneur and the original entrepreneurial venture. It is through mass-market adoption, significant levels of imitation, and the creation of an ecosystem around and within the new equilibrium that it first stabilizes and then securely persists.

When Jobs and Wozniak created the personal computer they didn’t simply attenuate the users’ dependence on the mainframe – they shattered it, shifting control from the “glass house” to the desktop. Once the users saw the new equilibrium appearing before their eyes, they embraced not only Apple but also the many competitors who leaped into the fray. In relatively short order, the founders had created an entire ecosystem with numerous hardware, software, and peripheral suppliers; distribution channels and value-added resellers; PC magazines; trade shows; and so on.

Because of this new ecosystem, Apple could have exited from the market within a few years without destabilizing it. The new equilibrium, in other words, did not depend on the creation of a single venture, in this case Apple, but on the appropriation and replication of the model and the spawning of a host of other related businesses. In Schumpeterian terms, the combined effect firmly established a new computing order and rendered the old mainframe-based system obsolete.

In the case of Omidyar and Skoll, the creation of eBay provided a superior way for buyers and sellers to connect, creating a higher equilibrium. Entire new ways of doing business and new businesses sprang up to create a powerful ecosystem that simply couldn’t be disassembled. Similarly, Smith created a new world of package delivery that raised standards, changed business practices, spawned new competitors, and even created a new verb: “to FedEx.”

In each case, the delta between the quality of the old equilibrium and the new one was huge. The new equilibrium quickly became self-sustaining, and the initial entrepreneurial venture spawned numerous imitators. Together these outcomes ensured that everyone who benefited secured the higher ground.

Shift to Social Entrepreneurship

If these are the key components of entrepreneurship, what distinguishes social entrepreneurship from its for-profit cousin? First, we believe that the most useful and informative way to define social entrepreneurship is to establish its congruence with entrepreneurship, seeing social entrepreneurship as grounded in these same three elements. Anything else is confusing and unhelpful.

To understand what differentiates the two sets of entrepreneurs from one another, it is important to dispel the notion that the difference can be ascribed simply to motivation – with entrepreneurs spurred on by money and social entrepreneurs driven by altruism. The truth is that entrepreneurs are rarely motivated by the prospect of financial gain, because the odds of making lots of money are clearly stacked against them. Instead, both the entrepreneur and the social entrepreneur are strongly motivated by the opportunity they identify, pursuing that vision relentlessly, and deriving considerable psychic reward from the process of realizing their ideas. Regardless of whether they operate within a market or a not-for-profit context, most entrepreneurs are never fully compensated for the time, risk, effort, and capital that they pour into their venture.

We believe that the critical distinction between entrepreneurship and social entrepreneurship lies in the value proposition itself. For the entrepreneur, the value proposition anticipates and is organized to serve markets that can comfortably afford the new product or service, and is thus designed to create financial profit. From the outset, the expectation is that the entrepreneur and his or her investors will derive some personal financial gain. Profit is sine qua non, essential to any venture’s  sustainability and the means to its ultimate end in the form of large-scale market adoption and ultimately a new equilibrium.

The social entrepreneur, however, neither anticipates nor organizes to create substantial financial profit for his or her investors – philanthropic and  government organizations  for the most part – or for himself or herself. Instead, the social entrepreneur aims for value in the form of large-scale, transformational benefit that accrues either to a significant segment of society or to society at large. Unlike the entrepreneurial value proposition that assumes a market that can pay for the innovation, and may even provide substantial upside for investors, the social entrepreneur’s value proposition targets an underserved, neglected, or highly disadvantaged population that lacks the financial means or political clout to achieve the transformative benefit on its own. This does not mean that social entrepreneurs as a hard-and-fast rule shun profitmaking value propositions. Ventures created by social entrepreneurs can certainly generate income, and they can be organized as either not-for- profits or for-profits. What distinguishes social entrepreneurship is the primacy of social benefit, what Duke University professor Greg Dees in his seminal work on the field characterizes as the pursuit of “mission-related impact.”5

We define social entrepreneurship as having the following three components: (1) identifying a stable but inherently unjust equilibrium that causes the exclusion, marginalization, or suffering of a segment of humanity that lacks the financial means or political clout to achieve any transformative benefit on its own; (2) identifying an opportunity in this unjust equilibrium, developing a social value proposition, and bringing to bear inspiration, creativity, direct action, courage, and fortitude, thereby challenging the stable state’s hegemony; and (3) forging a new, stable equilibrium that releases trapped potential or alleviates the suffering of the targeted group, and through imitation and the creation of a stable ecosystem around the new equilibrium ensuring a better future for the targeted group and even society at large.

Muhammad Yunus, founder of the  Grameen Bank  and father of microcredit, provides a classic example of social entrepreneurship. The stable but unfortunate equilibrium he identified consisted of poor Bangladeshis’ limited options for securing even the tiniest amounts of credit. Unable to qualify for loans through the formal banking system, they could borrow only by accepting exorbitant interest rates from local moneylenders. More commonly, they simply succumbed to begging on the streets. Here was a stable equilibrium of the most unfortunate sort, one that perpetuated and even exacerbated Bangladesh’s endemic  poverty  and the misery arising from it.

Yunus confronted the system, proving that the poor were extremely good credit risks by lending the now famous sum of $27 from his own pocket to 42 women from the village of Jobra. The women repaid all of the loan. Yunus found that with even tiny amounts of capital, women invested in their own capacity for generating income. With a sewing machine, for example, women could tailor garments, earning enough to pay back the loan, buy food, educate their children, and lift themselves up from poverty. Grameen Bank sustained itself by charging interest on its loans and then recycling the capital to help other women. Yunus brought inspiration, creativity, direct action, courage, and fortitude to his venture, proved its viability, and over two decades spawned a global network of other organizations that replicated or adapted his model to other countries and cultures, firmly establishing microcredit as a worldwide industry.

The well-known actor, director, and producer Robert Redford offers a less familiar but also illustrative case of social entrepreneurship. In the early 1980s, Redford stepped back from his successful career to reclaim space in the film industry for artists. Redford was struck by a set of opposing forces in play. He identified an inherently oppressive but stable equilibrium in the way Hollywood worked, with its business model increasingly driven by financial interests, its productions gravitating to flashy, frequently violent blockbusters, and its studio-dominated system becoming more and more centralized in controlling the way films were financed, produced, and distributed. At the same time, he noted that new technology was emerging – less cumbersome and less expensive video and digital editing equipment – that gave filmmakers the tools they needed to exert more control over their work.

Seeing opportunity, Redford seized the chance to nurture this new breed of artist. First, he created the Sundance Institute to take “money out of the picture” and provide young filmmakers with space and support for developing their ideas. Next, he created the Sundance Film Festival to showcase independent filmmakers’ work. From the beginning, Redford’s value proposition focused on the emerging independent filmmaker whose talents were neither recognized nor served by the market stranglehold of the Hollywood studio system.

Redford structured Sundance Institute as a  nonprofit  corporation, tapping his network of directors, actors, writers, and others to contribute their experience as volunteer mentors to fledgling filmmakers. He priced the Sundance Film Festival so that it appealed and was accessible to a broad audience. Twenty-five years later, Sundance is credited with ushering in the independent film movement, which today ensures that “indie” filmmakers can get their work produced and distributed, and that filmgoers have access to a whole host of options – from thought-provoking documentaries to edgy international work and playful animations. A new equilibrium, which even a decade ago felt tenuous, is now firmly established.

Victoria Hale is an example of a social entrepreneur whose venture is still in its early stages and for whom our criteria apply ex ante. Hale is a pharmaceutical scientist who became increasingly frustrated by the market forces dominating her industry. Although big pharmaceutical companies held patents for drugs capable of curing any number of infectious diseases, the drugs went undeveloped for a simple reason: The populations most in need of the drugs were unable to afford them. Driven by the exigency of generating financial profits for its shareholders, the pharmaceutical industry was focusing on creating and  marketing  drugs for diseases afflicting the well-off, living mostly in developed world markets, who could pay for them.

Hale became determined to challenge this stable equilibrium, which she saw as unjust and intolerable. She created the Institute for  OneWorld Health , the first nonprofit pharmaceutical company whose mission is to ensure that drugs targeting infectious diseases in the developing world get to the people who need them, regardless of their ability to pay for the drugs. Hale’s venture has now moved beyond the proof-of-concept stage. It successfully developed, tested, and secured Indian government regulatory approval for its first drug, paromomycin, which provides a cost-effective cure for visceral leishmaniasis, a disease that kills more than 200,000 people each year.

Although it is too early to tell whether Hale will succeed in creating a new equilibrium that assures more equitable treatment of diseases afflicting the poor, she clearly meets the criteria of a social entrepreneur. First, Hale has identified a stable but unjust equilibrium in the pharmaceutical industry; second, she has seen and seized the opportunity to intervene, applying inspiration, creativity, direct action, and courage in launching a new venture to provide options for a disadvantaged population; and third, she is demonstrating fortitude in proving the potential of her model with an early success.

Time will tell whether Hale’s innovation inspires others to replicate her efforts, or whether the Institute for OneWorld Health itself achieves the scale necessary to bring about that permanent equilibrium shift. But the signs are promising. Looking ahead a decade or more, her investors – the Skoll Foundation is one – can imagine the day when Hale’s Institute for OneWorld Health will have created a new pharmaceutical paradigm, one with the same enduring social benefits apparent in the now firmly established microcredit and independent film industries.

Boundaries of Social Entrepreneurship

In defining social entrepreneurship, it is also important to establish boundaries and provide examples of activities that may be highly meritorious but do not fit our definition. Failing to identify boundaries would leave the term social entrepreneurship so wide open as to be essentially meaningless.

There are two primary forms of socially valuable activity that we believe need to be distinguished from social entrepreneurship. The first type of social venture is social service provision. In this case, a courageous and committed individual identifies an unfortunate stable equilibrium – AIDS orphans in Africa, for example – and sets up a program to address it – for example, a school for the children to ensure that they are cared for and educated. The new school would certainly help the children it serves and may very well enable some of them to break free from poverty and transform their lives. But unless it is designed to achieve large scale or is so compelling as to launch legions of imitators and replicators, it is not likely to lead to a new superior equilibrium.

These types of social service ventures never break out of their limited frame: Their impact remains constrained, their service area stays confined to a local population, and their scope is determined by whatever resources they are able to attract. These ventures are inherently vulnerable, which may mean disruption or loss of service to the populations they serve. Millions of such organizations exist around the world – well intended, noble in purpose, and frequently exemplary in execution – but they should not be confused with social entrepreneurship.

It would be possible to reformulate a school for AIDS orphans as social entrepreneurship. But that would require a plan by which the school itself would spawn an entire network of schools and secure the basis for its ongoing support. The outcome would be a stable new equilibrium whereby even if one school closed, there would be a robust system in place through which AIDS orphans would routinely receive an education.

The difference between the two types of ventures – one social entrepreneurship and the other social service – isn’t in the initial entrepreneurial contexts or in many of the personal characteristics of the founders, but rather in the outcomes. Imagine that Andrew Carnegie had built only one library rather than conceiving the public library system that today serves untold millions of American citizens. Carnegie’s single library would have clearly benefited the community it served. But it was his vision of an entire system of libraries creating a permanent new equilibrium – one ensuring access to information and knowledge for all the nation’s citizens – that anchors his reputation as a social entrepreneur.

A second class of social venture is social  activism . In this case, the motivator of the activity is the same – an unfortunate and stable equilibrium. And several aspects of the actor’s characteristics are the same – inspiration, creativity, courage, and fortitude. What is different is the nature of the actor’s action orientation. Instead of taking direct action, as the social entrepreneur would, the social activist attempts to create change through indirect action, by influencing others – governments, NGOs, consumers, workers, etc. – to take action. Social activists may or may not create ventures or organizations to advance the changes they seek. Successful activism can yield substantial improvements to existing systems and even result in a new equilibrium, but the strategic nature of the action is distinct in its emphasis on influence rather than on direct action.

Why not call these people social entrepreneurs? It wouldn’t be a tragedy. But such people have long had a name and an exalted tradition: the tradition of Martin Luther King, Mahatma Gandhi, and Vaclav Havel. They are social activists. Calling them something entirely new – i.e., social entrepreneurs – and thereby confusing the general public, who already know what a social activist is, would not be helpful to the cause of either social activists or social entrepreneurs.

Shades of Gray

Having created a definition of social entrepreneurship and distinguished it from social service provision and social activism, we should recognize that in practice, many social actors incorporate strategies associated with these pure forms or create  hybrid  models. The three definitions can be seen in their pure forms in the diagram to the right.

In the pure form, the successful social entrepreneur takes direct action and generates a new and sustained equilibrium; the social activist influences others to generate a new and sustained equilibrium; and the social service provider takes direct action to improve the outcomes of the current equilibrium.

It is important to distinguish between these types of social ventures in their pure forms, but in the real world there are probably more hybrid models than pure forms. It is arguable that Yunus, for example, used social activism to accelerate and amplify the impact of Grameen Bank, a classic example of social entrepreneurship. By using a sequential hybrid – social entrepreneurship followed by social activism – Yunus turned microcredit into a global force for change.

Other organizations are hybrids using both social entrepreneurship and social activism at the same time. Standards-setting or certification organizations are an example of this. Although the actions of the standards-setting organization itself do not create societal change – those who are encouraged or forced to abide by the standards take the actions that produce the actual societal change – the organization can demonstrate social entrepreneurship in creating a compelling approach to standards-setting and in marketing the standards to regulators and market participants. Fair-trade product certification and marketing is a familiar example of this, with organizations like Cafédirect in the United Kingdom and TransFair USA in the U.S. creating growing niche markets for coffee and other commodities sold at a premium price that guarantees more equitable remuneration for small-scale producers.

Kailash Satyarthi’s  RugMark  campaign provides a particularly striking example of a hybrid model. Recognizing the inherent limitations of his work to rescue children enslaved in India’s rug-weaving trade, Satyarthi set his sights on the carpet- weaving industry. By creating the RugMark certification program and a public relations campaign designed to educate consumers who unwittingly perpetuate an unjust equilibrium, Satyarthi leveraged his effectiveness as a service provider by embracing the indirect strategy of the activist. Purchasing a carpet that has the RugMark label assures buyers that their carpet has been created without child slavery and under fair labor conditions. Educate enough of those prospective buyers, he reasoned, and one has a shot at transforming the entire carpet-weaving industry.

Satyarthi’s action in creating RugMark lies at the crossroads of entrepreneurship and activism: In itself, the RugMark label represented a creative solution and required direct action, but it is a device meant to educate and influence others, with the ultimate goal of establishing and securing a new and far more satisfactory market-production equilibrium.

Social service provision combined with social activism at a more tactical level can also produce an outcome equivalent to that of social entrepreneurship. Take, for example, a social service provider running a single school for an underprivileged group that creates great outcomes for that small group of students. If the organization uses those outcomes to create a social activist movement that campaigns for broad government support for the wide adoption of similar programs, then the social service provider can produce an overall equilibrium change and have the same effect as a social entrepreneur.

 Bill Strickland’s Manchester Bidwell Corporation , a nationally renowned inner-city arts education and job-training program, has launched the National Center for Arts & Technology to advance systematically the replication of his Pittsburgh-based model in other cities. Strickland is spearheading an  advocacy  campaign designed to leverage federal support to scale up his model. So far, four new centers are operating across the U.S. and several more are in the pipeline. With a sustainable system of centers in cities across the country, Strickland will have succeeded in establishing a new equilibrium. It is because of that campaign that the Skoll Foundation and others are investing in Strickland’s efforts.

Why bother to tease out these distinctions between various pure and hybrid models? Because with such definitions in hand we are all better equipped to assess distinctive types of social activity. Understanding the means by which an endeavor produces its social benefit and the nature of the social benefit it is targeting enables supporters – among whom we count the Skoll Foundation – to predict the sustainability and extent of those benefits, to anticipate how an organization may need to adapt over time, and to make a more reasoned projection of the potential for an entrepreneurial outcome.

Why Should We Care?

Long shunned by economists, whose interests have gravitated toward market-based, price-driven models that submit more readily to data-driven interpretation, entrepreneurship has experienced something of a renaissance of interest in recent years. Building on the foundation laid by Schumpeter, William Baumol and a handful of other scholars have sought to restore the entrepreneur’s rightful place in “production and distribution” theory, demonstrating in that process the seminal role of entrepreneurship.6 According to Carl Schramm, CEO of the Ewing Marion Kauffman Foundation, entrepreneurs, “despite being overlooked or explicitly written out of our economic drama,”7 are the free enterprise system’s essential ingredient and absolutely indispensable to market economies.

We are concerned that serious thinkers will also overlook social entrepreneurship, and we fear that the indiscriminate use of the term may undermine its significance and potential importance to those seeking to understand how societies change and progress. Social entrepreneurship, we believe, is as vital to the progress of societies as is entrepreneurship to the progress of economies, and it merits more rigorous, serious attention than it has attracted so far.

Clearly, there is much to be learned and understood about social entrepreneurship, including why its study may not be taken seriously. Our view is that a clearer definition of social entrepreneurship will aid the development of the field. The social entrepreneur should be understood as someone who targets an unfortunate but stable equilibrium that causes the neglect, marginalization, or suffering of a segment of humanity; who brings to bear on this situation his or her inspiration, direct action, creativity, courage, and fortitude; and who aims for and ultimately affects the establishment of a new stable equilibrium that secures permanent benefit for the targeted group and society at large.

This definition helps distinguish social entrepreneurship from social service provision and social activism. That social service providers, social activists, and social entrepreneurs will often adapt one another’s strategies and develop hybrid models is, to our minds, less inherently confusing and more respectful than indiscriminate use of these terms. It’s our hope that our categorization will help clarify the distinctive value each approach brings to society and lead ultimately to a better understanding and more informed decision making among those committed to advancing positive social change.

The authors would like to thank their Skoll Foundation colleagues Richard Fahey, chief operating officer, and Ruth Norris, senior program officer, who read prior drafts of this essay and contributed important ideas to its evolution.


1 Jean-Baptiste Say, quoted in J. Gregory Dees, “ The Meaning of ‘Social Entrepreneurship ,’” reformatted and revised, May 30, 2001.
2 Joseph A. Schumpeter, Capitalism, Socialism, and Democracy (New York: Harper, 1975): 82-85.
3 Peter F. Drucker, Innovation & Entrepreneurship (New York: Harper Business, 1995): 28.
4 Israel Kirzner, quoted in William J. Baumol, “ Return of the Invisible Men: The Microeconomic Value Theory of Inventors and Entrepreneurs .”
5 Dees, 2.
6 Baumol, 1.
7 Carl J. Schramm, “ Entrepreneurial Capitalism and the End of Bureaucracy: Reforming the Mutual Dialog of Risk Aversion ,”  2.

What Muhammad Ali’s Funeral, Janaaza, Will Teach Us About Islam

What Muhammad Ali’s Funeral, Janaaza, Will Teach Us About Islam
When “The GREATEST of All Time, The Peoples Champ”, Allah Ali Hajjirahmemek me Muhammad Ali, is buried, millions of Americans will have their first glimpse of the Islamic funeral service, Janaaza—one that looks a lot like Jewish and Christian services. Thursday, the world saw the most widely covered Muslim funeral in our nation’s history.
No one would’ve been happier about this than Muhammad Ali. May Allah (SWT) grant him Jannat-ul-Firdous.
Ali wanted to be an ambassador for Islam in America, as he told us in his 2005 book The Soul of a Butterfly: Reflections on Life’s Journey, co-authored with his daughter Hana. In it, he shared an unfulfilled dream he had harbored, “I sometimes thought I would like to be a Muslim Billy Graham.” He continued: “But God had a different plan for me.”
SportsImage Ali CoverOn November 5, 1995, we brought Ali here to California to honor him with “The Sports Image Award”, as one in sports that had given the most dedicated effort, time and money to better their community, the nation and the world. Those who out matched their dignity with dollars and who use sports for it’s highest and most noble purpose, the uplifting of the human family!
That “plan,” of course, was Parkinson’s disease. It was only through his Muslim faith, Ali continued, that he “could deal with this challenge… it was my faith that restored my sense of purpose and self-confidence. My faith gave me back my joy and enthusiasm for life.”
It’s hard to reading that for a man whom was called simply “The Greatest” and had achieved so much knew that Parkinson’s made the beautiful dream he had for the next phase of his life impossible, or an unplanned reality.
And to cry tears of regret that if Ali could have fulfilled his dream of being a bridge between Muslims and our fellow Americans, perhaps our community wouldn’t be in the place we find ourselves in today.
That’s a dark, challenging and often lonely place. One where politicians like Donald Trump demonize us to score political points. A place where hate crimes against us have spiked over the past year. Where Muslim American students being bullied for their faith is no longer the exception, but the disturbing new norm.
On a personal note, I can’t help but think of the traditional white cloth the body was wrapped in after the ceremonial washing of his body—just as Ali was before his funeral Thursday, when many Americans will have a new experience and even learn a new word: Janaaza. That’s the Arabic word for funeral, and one Christian Arabs also use.
For Muslims, however, Janaaza signifies the Islamic funeral ritual. At Thursday’s Janaaza for Ali, Zaid Shakir will offer a traditional prayer that asks God for “mercy, forgiveness of Ali’s sins and acceptance of Ali into heaven.”
Islamic funeral prayer is very much like the ones offered at Christian and Jewish funerals of seeking mercy, forgiveness and acceptance into heaven. We may use different words or even languages but all three of these Abrahamic faiths share the same common humanity and God.
As for the burying of Ali, typically in Islam, like Judaism, the deceased should be buried as soon as possible. But it’s not an absolute mandate, rather “it’s more about appropriateness.” In Ali’s case, it was appropriate to wait so that the family could organize the funeral and memorial service so that the world could pay their respects to one of its icons—a man who was proudly Muslim, proudly Black and proudly American.
Ali’s prayer service, at the Freedom Hall in Louisville Kentucky, was open to people of all faiths. It will be followed Friday by an interfaith memorial service for the greatest. As the spokesperson for the Ali family explained earlier this week, “Ali spoke of inclusiveness his entire life and we want this to be inclusive of everyone.”
Honoring AliThis significance of Ali’s public funeral has certainly not been lost on Muslim Americans. As Ali’s “detailed wishes for his funeral prayer and memorial were that they be open to all people and all faiths, a powerful testimony to the inclusive principles he lived by” as a Muslim and an American.
In a political climate in which Islamophobia is front and center, his funeral will counterpunch the ridiculous notion that being a good Muslim and a good American are at odds.”
When a person dies, Muslims traditionally say, “To God we belong and to God we shall return.” Ali may have returned to God, but on Thursday and Friday Ali will bring together Muslims from across the nation to stand shoulder to shoulder with their fellow Americans of different religions and races. Even after his death, Ali is still fighting for the things he so dearly believed in.
R.I.P. dear Friend, role model, and client!,

AMWF & Oakland Public Library Host FREE CLOTHING GIVEAWAY

AMWF & Oakland Public Library Host FREE CLOTHING GIVEAWAY
Swap Not Shop
Why shop when you can swap?
The AARON & MARGARET WALLACE FOUNDATION (AMWF), will be partnering with the Oakland Public Library to host a FREE CLOTHING GIVEAWAY on Friday, April 8, 2016, ALL DAY at the Eastmont Branch Library, Eastmont Mall- 7200 Bancroft St., Ste. 211, Oakland California. Everything is FREE OF CHARGE!! Just select a few items you need of the items donated.
Hand of Dignity” Program
AMWF provides a wide range of educational opportunities and employment preparation services for our clients including scholarship and admissions programs, referrals for job training, career development support, resume workshops, job search assistance, interview skills training and preparation.
AMWF, a volunteer-based organization, extends the “Hand of Dignity” to those less fortunate- men, women, and children, and provides them with the basic human necessity of quality, proper clothing, shoes, and accessories with an emphasis on low-income residents successfully obtaining an education or seeking employment to successfully transitioning into the workforce.
Our goal in the “Hand of Dignity” Program is to help low-income residents in Bay Area Counties improve their self-image and self-esteem by providing them with quality school or business apparel appropriate for attending school, job interviews and the professional workplace so they can obtain and education, secure employment and become economically self-sufficient. Many of the women in need of these services have nothing but the clothes on their back because they are escaping from abusive situations.
“Hand of Dignity” accepts new and gently used baby, children, teen youth, men’s and women’s clothing in excellent condition. We do not accept items in bad condition and they must not be noticeably worn, stained, torn, or imperfect. We are very selective as to what we will accept and ask/require that all donations to be in excellent condition, cleaned, pressed and on hangers.
We refresh the baby, children, teen youth clothing and give them new life with someone in need.
“Hand of Dignity” rescue, restore, and re-purpose the men’s and women’s business attire and accessories (suits, shirts, blouses, dresses, skirts, ties, scarfs, shoes, accessories, etc.) and provide them to individuals and programs which support people in transition or on welfare get jobs in the business world. Those “Qualified” clients in need can call to arrange a fitting of business attire and visit our ”showroom”, meet with a volunteer wardrobe adviser who helps select appropriate outfits for interviews and work for their new job.
Are there any clothes in your closet that you no longer wear? Put them to use by donating them to AMWF. The less fortunate are always in need of stylish, fresh, clean clothes. We would like to encourage you all to take the opportunity to do a little “closet purging” — and gather all those things that, quite honestly, will NEVER fit your body again.
Among the things that will find a new home with someone in need are some of your very nice, “classic” style, men’s and women’s suits, shirts, blouses, dresses, skirts, ties, scarfs, shoes, accessories, children and babies clothing, etc.
AMWF specializes in some new, but mostly gently used clothing and accessories in designer apparel sold in the nation’s leading upscale department stores and retailers and provide First Quality designer apparel, footwear, and accessories. We operate and maintain an inventory so we can offer our patrons diverse selection at all times. This is what separates us from the majority of non-profit distributors. We also handle electronics, sporting goods, toiletries, general merchandise, and more. We offer great styles in urban wear clothing, hip hop and designer apparel names like Armani, Ralph Lauren Corporation, Hugo Boss, Lacoste, Calvin Klein, Gucci, Burberry, Nike, Adidas, Tommy Hilfiger, Diesel, J. Crew, American Eagle, Abercrombie & Fitch, Puma, Lee,Dolce & Gabbana, Christian Dior, Versace, Banana Republic, Timberland, Vans, Gap, Reebok, New Balance, Zara, Levi Strauss, DKNY, Quicksilver, Kenneth Cole, Hollister, H&M, Izod, Clarks, Perry Ellis, Superdry, Champion, Michael Kors, Marc Jacobs, Tom Ford, Givenchy, Aeropostale, Under Armour, Lululemon, Chanel, Forever 21, Ralph Lauren,Van’s, Converse, Macy’s, Nordstrom, Jordan, Target, Lilly Pulitzer, Eileen Fisher, Tory Burch, Justice, Diesel, True Religion, Ed Hardy, Haggar, Apple, Urban Outfitters, Ray Ban, Old Navy, Wet Seal, Quiksilver, Hurley, Billabong, Penguin, BCBG, Ann Taylor, Arizona, Baby Phat, Bebe, Billabong, Buffalo, Express, Expressions, Girbaud, Guess, Gymboree, Healthtex, Heritage, Hurley, John Deere, Lands End, Le Tigre, League, Lucky Brand, Mossimo, Next Concept, NY & Co., Choppers, Penguin, Munsingwear, Private Label, Rampage, Redsand, Roxy, Sean John, Timberland, Tommy Bahama, True People, Turbulance, U.S. Expedition, US Polo Association, Victoria Secret, Von Dutch, William Rast, Ecko, Eddie Bauer, Akademiks, Energie, Fila, Fubu, Gap, North Face, Phat Farm, Rocawear, Avirex, Ocean Pacific, Hanes, Jerzees, Gildan, Sport-Tek, Dockers, Ecko, Eddie Bauer, Enyce, Esprit, Faded Glory, Harley Davidson, Nautica, Umbro, Varcity VeeTee, Vokal, Zoo York, Clarks, Alfani, Disney, Hello Kitty, Sesame Street, Gymboree, Jockey, Hanes, Fruit of the Loom, Bike, Bali, Chantelle, Glamorise, Olga, Playtex, Spanx, Wacoal, K-Swiss, Asics, Saucony, Brooks, Mizuno, New Socks, Altamont, American Needle, Beats by Dre, Been Trill, Black Scale, Brixton, Crooks & Castles, DGK, Dickies, Funderwear, Hall of Fame, ICNY, LRG, Maui & Sons, Mishka, Neff, New Balance, O’Neill, Oakley, Pacsun, Rainbow, Ray-Ban, Reef, Riot Society, Vanguard, Volcom, Young & Reckless, Beauty & the Beach, Body Glove, Brixton, Bullhead Denim Co., Diamond Supply Co., Dolce Vita, Erin Wasson, Glamorous, Insight, JanSport, Kirra, Pink, Body-Solid, Fitness Gear, Valor Fitness, Rage, Easton, Everlast, FootJoy, Franklin, JanSport, Jockey, Ecco, E-Force, Ektelon, Marmot, Maui Jim, Maxfli, McDavid, Oakley, O’Brien, Ocean Minded, O’Neill, Rawlings, Riddell, Spalding, Speedo, Wilson, Wolverine, Worth, and others!
Apparel donations can be dropped off in the Bay Area or a convenient and easy pick-up can be arranged. For complete information, call or text us at 510 394-4101.
Please click the link and complete the “Hand of Dignity” request form to instruct us how best to help you.
We are looking for a shop in the East Bay Area, California, to offer FREE clothing and accessories on a monthly basis. We already have clothing items, racks and displays. The clothing will be given based on need while they last and are listed below! We have new and gently used fashionable clothing available for mainly Middle School to College students and some Big & Tall! We have the latest style clothing and accessories of ALL types: footwear; eye wear; sports gear; weight training equipment and accessories; swimwear and swim equipment and accessories; electronics; toiletries; health and beauty products, equipment and accessories; hair care products, equipment and accessories; and much more! Just complete the request form below for consideration!
If you have a venue or know of one, please do not hesitate to contact us immediately!
Call or text (510) 394-4101