Guests: Kate Kheel, Phoebe Sorgen, Amber Yang, and Kenn Burrows.
Source: Project Censored
This paper compares job creation per dollar from various types of green investments vs. unsustainable investments. It also explores how to promote good jobs that have fair wages, job security, opportunities for career growth, safe working conditions, and are accessible for all.
Source: World Resource Institute
By Andrew Cave, Driving Change
Michael Sani is a fervent believer in people casting transformative power with their votes. As chief executive of Bite the Ballot, a program supporting the U.K. Cabinet Office to increase voter registration, he partnered with Starbucks to create “DeCafe” debates, re-invigorating the spirit of the 17th Century coffee shop to inspire participation in elections.
The social entrepreneur later took this initiative to France and Colombia to support political engagement in elections and saw its methodology inspire the African Prisons Project, which held events in prisons with key social justice stakeholders.
Now CEO of Play Verto, which he says takes a “holistic approach” to accelerating and magnifying social impact through data-led decision-making, Sani’s new target is nothing less than generating the people power to help change the world.
The British-born, Egypt-based former business studies teacher recently unveiled The People’s Report, a global poll enabling 17,000 people speaking 43 different languages on the front lines of climate change to submit de-facto annual returns on how it is affecting their daily lives. The aim is for this exercise to act as a flash scorecard on progress toward achieving the United Nations’ 17 Sustainable Development Goals (SDGs) by 2030.
Emanating from discussions in 2019 with Catalyst 2030, a social entrepreneurship policy initiative, and run on a shoestring with a tiny staff reliant on volunteers and funded by friends and supporters, The People’s Report also wants its data to be used to formulate future policies.
“Social entrepreneurs want to collaborate in order to achieve the SDGs” says Sani, “but there are many different social entrepreneurs working towards the SDGs in silos across the different thematic areas.
“They have the same goals, but collaboration is hard to come by and what often happens is that there’s not enough funding or resources and you end up competing against those you should be working with because of the way the ecosystem has been put together.
“A lot of social entrepreneurs are therefore just surviving, rather than thriving, and that’s the piece of the jigsaw that most fascinates me: how do we shift the sector from survive mode and thrive.”
A collaboration between Catalyst 2030, the Social Progress Imperative and Play Verto, The People’s Report’s aim is to measure the reality of peoples’ lives in relation to the SDGs. Eleven questions were posed to ordinary people accessed through the partners’ networks. Eleven questions were posed to ordinary people accessed through the networks of Catalyst 2030 and other initiatives including the Social Progress Index.
They were answered by people on the world’s front lines: from the townships of South Africa, sex workers in India, Syrians in refugee camps, truck drivers in Australia, rose growers in Bogota, and office workers in Japan.
The inaugural survey found nearly two-thirds of respondents stating that they are experiencing the direct effects of climate change in their daily lives. Some 50% said they cannot trust their governmental leaders to address the issue. Asked whether they would choose to raise children in their communities in the current worsening environment, 34% of respondents replied in the negative.
The poll found that 34% of respondents under the age of 51 reported worsening mental health since the onset of the COVID-19 pandemic and widespread evidence that they are living in the climate emergency, with 79% of respondents in the Indian subcontinent and 63% overall saying they had personally witnessed biodiversity loss.
The reality of hunger was also evident, with Africa (32%) and the Indian subcontinent (24%) reporting the highest levels, but 15% of North Americans and 14% of Europeans also saying they go to bed hungry. The impact of COVID-19 was clearly seen as 43% of respondents saying they had lost their income.
Lack of trust in governments emerged as a real problem, with 57% citing this in the Middle East and North Africa and one-third of all respondents stating that different views were not respected in their communities.
Finally, the survey identified a genuine fear for the future, with 42% of people in the Middle East and North Africa expressing little confidence in the future.
Sani and his partners are now planning much bigger Peoples Reports over the remaining eight years until the UN’s deadline. “The call to arms was ‘What’s your story?’” he says.
“We wanted to get the realities of as many people as possible at a particular point in time, with the goal of taking that back to the UN. It’s not about pointing out where their data is wrong and our data is right, but just to offer up our ideas so we can all work together with fresh and vivid information.
“We’ve got nine years to achieve the SDGs and this is the state of our realities according to the people facing them. We hope it can help form a unified voice to help better shape strategies based on need and a better understanding of what’s working and what’s not.
“If we’re going to set forth such an ambitious plan as achieving the SDGs, we really need to have our finger on the pulse. Now we have the data to take this forward.”
Source: Driving Change
By Andrew Cave, Driving Change
That’s the view of Jeffrey Neal, who has spent his career in public sector human resources, including nine years as Human Resources director for the Defense Logistics Agency (DLA) and two years as Chief Human Capital Officer at the Department of Homeland Security (DHS).
Now running consulting firm ChiefHRO, he believes one major problem in attracting the talent it needs is that “government doesn’t promote or market itself very well,” sometimes because it is prohibited from doing so.
“There are some people who think that government should never tout government,” he says, “but the reality is that if you want to recruit talent, you have to market. I think an increased focus on public service would be a very good thing.
“Another problem is that a lot of federal government agencies don’t recruit well. They do what some people in the HR field refer to as ‘post and pray’, where you post a job listing and pray that somebody qualified will apply for it. That’s not recruiting.
Recruitment Strategy 1: Focus on providing people with interesting work.
“What it ends up giving you is lower-caliber candidates who are not what you need. Federal agencies need to put some resources behind developing their human resources capabilities. They don’t do that very well in most agencies right now.”
Neal’s experience working in U.S. government agencies focused on science saw him recruit physicists, chemists, and metallurgists, while at the DLA he hired supply chain management personnel including buyers and inventory managers to handle material in warehouses.
He believes public sector recruitment is misunderstood, partly because it is impossible to generalize about its wide range of agencies, occupations, and skillsets.
However, he is adamant that merely focusing on the pay gap between public and private sectors misses the point. “When you look at high-caliber talent, is it about money or also intellect, willingness to work, creativity, and character?” he asks.
“I would make the argument that a person who is very bright and who is only interested in making money for himself or herself is not a high-caliber person. They are a greedy, self-centered person. In my definition of high-caliber, I would exclude people who are greedy and self-centered. I think there are very smart people who are interested in things other than going to the highest bidder.”
Recruitment Strategy 2: Hire beginners.
When working for DHS during the Obama administration, Neal saw how young people were drawn to public service when they thought they could make a difference. When Obama was elected, a wave of smart, energetic, and very enthusiastic people infused the administration with creativity and dynamism after working on the presidential campaign.
“They were exceptional young people who any organization would be thrilled to have,” he says. “We have to figure out what’s going to attract them, and we can’t do it with money. Governments can’t compete with the private sector in terms of money.
“If you look at what some of those jobs would have to pay to truly compete on a financial basis with the private sector, you’d have to be paying people five, six, or seven times the national average income and that just doesn’t sit well with people.
“The fact that it’s what the labor market says you should pay someone is irrelevant because people think differently about government. They don’t want government to be a place to go to get rich.”
Neal believes government recruitment should focus instead on providing people with interesting work. When working for the U.S. Naval Research Laboratory in Washington D.C., a chemist won a Nobel Prize for work he carried out there.
“He worked his entire career there,” says Neal. “He could have gone out and easily made ten times what the Naval Research Lab paid him, but the lab allowed him to do basic research in the kind of science he wanted to do so he stayed for decades.”
Different agencies use contrasting approaches. At the DLA, Neal says 25,000 people were employed at an agency with annual sales of $40bn but there was such a broad focus that it was very difficult to find private sector applicants with the necessary experience.
Instead, the agency hired entry level people and developed talent internally. This added complexity to the hiring process, with the agency having to project forward what its needs would be because training inventory management and contracting specialists took about two years. However, it proved successful, and the agency still uses this approach.
At the DHS, meanwhile, there were 200,000 civilian employees, plus 40,000 in the military and U. S. Coast Guard and recruitment had to contend with the scale of operations and with bureaucracy and red tape.
“They had to hire a lot of people both at the entry level and mid-career and still struggle with a lot of their hiring,” says Neal. “The contract specialists at the buying end of the operations have to follow the Federal Acquisition Regulation (FAR), which runs to 1,000 pages of requirements.
“Whereas you can find buyers in the private sector, they don’t know a thing about the FAR so a very experienced buyer who doesn’t have extensive training in it will fail because they don’t know what’s legal and what’s not and they can’t do the job because they don’t know the rules.”
Recruitment Strategy 3: Look to other sectors.
With The Transportation Security Administration’s 60,000-strong workforce, moreover, an issue was that the private sector didn’t have a lot of people doing similar work.
The solution was to hire straight from school and train people. “It may seem odd, but their hiring is more closely related to hiring for a department store or fast-food restaurant than it is for a law enforcement organization,” says Neal.
One skill that Neal finds clearly lacking in government is in cybersecurity, where the labor and jobs market are out of alignment, with huge demand for the limited supply of specialists.
As for a world where people can seamlessly switch in and out of public service, Neal feels it will take time to develop. “What it will require is less division in our society,” he says. “I do think it’s possible. We just have to get people interested in being a little less selfish. I’m not optimistic it’s going to happen soon.”
Source: Driving Change
Mobilized TV on Free Speech TV takes a deep look at our world, the consequences of human activity on our planet, and how we can reverse and prevent existing and future crises from occurring. Mobilized reveals life on our planet as a system of systems which all work together for the optimal health of the whole. The show delves into deep conversations with change-makers so people can clearly take concerted actions.
Produced by Steven Jay and hosted by Jeff Van Treese.
Mobilized’s TV series Mobilized TV premieres on Free Speech TV on Friday, October 15, 2021. All episodes appear:
Fridays 9:30 PM Eastern (USA/Canada)
Saturdays; 6:30 PM (Eastern USA/Canada)
Sundays: 8:30 AM Eastern (USA/Canada)
October 15, 16, 27
Many communities of native Americans have been subject to irreparable harm, and now there are some who are trying to indoctrinate them into their form of religion. We take a deep dive into conversation with Lakota Sioux Tribeswoman, Davidica Little Spotted Horse as she brings us up to speed of issues that should concern us all.
October 22, 23, 24
The overwhelming news being shoved down our throats on a daily basis is having a debilitating effect our our mental and emotional health. While many people seem to feel powerless, there are a lot of actions that people can take. Mobilized.news gives you a front row seat to the change that you can create in the world when we speak with Rob Moir, Executive Director of leading environmental organization, The Ocean River Institute.
October 29, 30, 31
Architect Buckminster Fuller said “”Nature is a totally efficient, self-regenerating system. IF we discover the laws that govern this system and live synergistically within them, sustainability will follow and humankind will be a success.” So how can builders, architects and people in the construction industries learn from nature’s design and create healthy living systems that actually work with the natural landscape and ecosystem instead of against it? Mobilized.news takes a deep dive in conversation with Nickson Otieno of Niko Green in Nairobi, Kenya.
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Screen addiction, there’s still hope
Eurasian Women’s Forum Seeks Answers to Significant Questions in Women’s World
Scientists: Make it Easier for the Public to Understand Your Reports!
The Foreign Policy We Need
Ending the Spyware Trade