In the last few lessons you sorted real Irish organisations into for-profit, community and social enterprise, and you compared two of them on ownership, surplus, decision-making and employment. Today you are applying that test the other way round.

You will start from a real community need in your own area, then invent three enterprise responses to the same gap: one for-profit, one community, one social. The ownership model is not decoration. It decides who the idea is really for.

Irish community transport is a useful anchor: Local Link and similar rural services cover many routes, yet older residents, isolated housing, or cut stops still leave real gaps on market day or clinic day. Your need can be transport, food access, after-school provision, repair and reuse, or another concrete local barrier.

Before the worked example: lock one concrete local need in your head. Name who is affected, what barrier they face, and one sentence of evidence that the gap is real. If you are stuck, pick transport, food access, after-school provision, or repair and reuse in a place you actually know.

Three terms drive today's mapping. Read each row before you start inventing responses: a vague need produces three vague businesses.

First, walk the worked example together. Aoife maps one real local gap, then answers it three ways. Watch how the need stays fixed while ownership, surplus, decision-making and who benefits all change.

Then create a new document in your Strand 2.1 Digital Portfolio folder. Title it exactly: Community Need Mapping[YourName]_[Date] (Google Doc, Word, or your usual portfolio format). This mapping is Digital Portfolio evidence for Strand 2.1; you will draw on it later when your group designs a collaborative enterprise response to a real community issue for Portfolio in Action.

Use these headings as your template before you invent content:

• The need
• For-profit response
• Community enterprise response
• Social enterprise response
• Closing judgement

Your mapping must include:

• The need: one specific community need in your area. You may draw on your Community Issue Investigation from earlier in the strand if you have it. If you do not have that investigation to hand, pick a concrete local gap now using the need test in the key-terms table; inventing from a real place you know is fine. Fallbacks if you need them: transport, food access, after-school provision, or repair and reuse. Name who is affected, what fails them today, and one clear sentence of evidence that the gap is real.
• For-profit response: who owns it, how it makes money, where surplus goes, and who decides day-to-day and on major changes.
• Community enterprise response: who owns it, how it is funded, where surplus goes, and who decides day-to-day and on major changes.
• Social enterprise response: the mission, who it employs or serves beyond customers, where surplus goes, and who decides day-to-day and on major changes.
• Closing judgement: one line on which of your three you think would do most for the people in the gap, and on what basis you decided (not which one sounds nicest).

Keep each response tight: a short paragraph per form is enough for today. Use the ownership test from earlier lessons on every idea: who owns it, where does a surplus go, and who decides? If two of your responses give the same answers, one of them is not a different form yet.

Talk these through with the person beside you. Treat this as a minimum viable check first, not a full rewrite if time is tight.

• Done enough before the bell: hold your three surplus sentences side by side. If a stranger read only those lines, could they tell for-profit, community and social apart without the headings? If the surplus lines blur, adjust one response before you go; small ownership edits are the point of this check, not a fail.
• Stretch if your mapping is already solid: which of your three would be hardest to get off the ground in the first six months, and what does that tell you about the difference between a good idea and a workable enterprise?

Fix only what the surplus test shows is still the same form under different names. You do not need a polished essay; you need three ownership models that read as three forms.

Today you applied the enterprise-form distinctions to original ideas, not to cards somebody else wrote.

• You defined a community need as a real, evidenced gap, not a vague wish.
• You studied Aoife's mapping and saw how the same need supports three different ownership models.
• You created your own Community Need Mapping[YourName]_[Date] in your Strand 2.1 Digital Portfolio folder: one local need with for-profit, community and social responses, judged on who owns each, where surplus goes, and who decides.
• You tested whether a stranger could tell your three forms apart from the surplus lines alone.

Keep that mapping in your Strand 2.1 Digital Portfolio. Gap-spotting and ownership tests feed later collaborative enterprise work on a real community issue and sit ready for Portfolio in Action evidence when you need them.