Give shoes, Give Love.

    Mission

    Soles4Souls is a not-for-profit global social enterprise committed to fighting poverty through the collection and distribution of shoes and clothing.

    Host a shoe drive

    You can join hundreds of people of various ages and walks of life who are collecting shoes in their community. Soles4Souls gives you all the tools you need and makes it as easy as possible! You can host a shoe drive from start to finish in just four simple steps:

    ⒈Register

Sign up and Soles4Souls will get in touch with you as soon as possible.

    ⒉Get the resources you need from our Tools &Ideas page

Soles4Souls wants your shoe drive to be successful, so it has gathered some stuff to make your life easier. You'll find the tools you need, as well as the opportunity to spread the word by social media and email.

    ⒊Start a fundraising page

This is a great way to get your friends, family and followers involved. You can raise money to help with the cost of shipping your shoes to Soles4Souls, or for just straight donations. It's fast and easy to sign up and share.

    ⒋Get the shoes to us.

Soles4Souls has collection locations all over the place. When your shoe drive is complete, you can check out our shipping page and find the best option.

    Settled by the Celts, invaded by the Romans and the Normans, and ruled by the English, Wales' population has regularly changed over the ages. Wales, particularly South Wales, became a melting pot (熔炉) of European nationalities and cultures. At first workers from England, Ireland and the rural areas of Wales rushed into the coal mines of South Wales. By 1911, workers from Ireland, Italy and Spain had joined the industrial workforce (劳动大军) there. Many of these newcomers were prepared to work for less pay.

    But during this period, workers, dissatisfied with regular pay cuts, poor safety, returned to the land. In 1891, the rural population of Wales was about 616,000 and by 1911 just over 649,000 people lived and worked in these areas.

       The rural population continues to grow slowly even today. People from richer parts of the UK, particularly southern England, are buying holiday homes in Wales. In some areas this has led to a lack of housing for local people. This, combined with the lack of employment in rural Welsh communities, has started a new movement of people in search of jobs and homes into the towns and cities of Wales and to other parts of the UK and Europe.

    As so many Welsh people have moved to other countries over the last 200 years, it's really no surprise that many visitors come to see friends and relatives. These visitors strengthen their links to their land of origin and continue to support the Welsh's development. During the hot summer days, about 28% of the visitors visit the countryside and nearly 70% visit the seaside.

    When her five daughters were young. Helene An always told them that there was strength in unity（团结）. To show this, she held up one chopstick, representing one person. Then she easily broke it into two pieces. Next, she tied several chopsticks together, representing a family. She showed the girls it was hard to break the tied chopsticks. This lesson about family unity stayed with the daughters as they grew up.

    Helene An and her family own a large restaurant business in California. However, when Helene and her husband Danny left their home in Vietnam in 1975, they didn't have much money. They moved their family to San Francisco. There they joined Danny's mother, Diana, who owned a small Italian sandwich shop. Soon afterwards, Helene and Diana changed the sandwich shop into a small Vietnamese restaurant. The five daughters helped in the restaurant when they were young. However. Helene did not want her daughters to always work in the family business because she thought it was too hard.

    Eventually（最终）the girls all graduated from college and went away to work for themselves, but one by one, the daughters returned to work in the family business. They opened new restaurants in San Francisco and Los Angeles. Even though family members sometimes disagreed with each other, they worked together to make the business successful. Daughter Elizabeth explains. “Our mother taught us that to succeed we must have unity, and to have unity we must have peace. Without the strength of the family, there is no business.”

    Their expanding business became a large corporation（企业） in 1996, with three generations of An working together. Now the An' corporation makes more than ＄20 million each year. Although they began with a small restaurant, they had big dreams, and they worked together. Now they are a big success.

    I had an experience some years ago, which taught me something about the ways in which people make a bad situation worse by blaming themselves. One January, I had to hold two funerals on successive days for two elderly women in my community. Both had died “full of years”, as the Bible would say. Their homes happened to be near each other, so I paid condolence(吊唁) calls on the two families on the same afternoon.

    At the first home, the son of the deceased(已故的)woman said to me, “If only I had sent my mother to Florida and gotten her out of this cold and snow, she would be alive today. It's my fault that she died.” At the second home, the son of the other deceased woman said, “If only I hadn't insisted on my mother's going to Florida, she would be alive today. That long airplane ride, the sudden change of climate, was more than she could take. It's my fault that she's dead.”

    You see that any time there is a death, the survivors will feel guilty. Because the course of action they took turned out bad, they believe that the opposite course would have turned out better. After all, how could it have turned out any worse?

    There seem to be two elements involved in our willingness to feel guilty. The first is our pressing need to believe that the world makes sense, that there is a cause for every effect and a reason for everything that happens that leads us to find patterns and connections both where they really exist and where they exist only in our minds. The second element is the view that we are the cause of what happens, especially the bad things that happen. It seems to be a short step from believing that every event has a cause to believe that every disaster is our fault. The roots of this feeling may lie in our childhood.

    A baby comes to think that the world exists to meet his needs, and that he makes everything happen in it. He wakes up in the morning and summons the rest of the world to its tasks. He cries, and someone comes to attend to him. When he is hungry, people feed him, and when he is wet, people change him. Very often, we do not completely outgrow that childish view that our wishes cause things to happen.

The history of Australian Rules Football

    Australian Rules Football is called by many nicknames. Lovers of the game just call it "football" or "footy." When contrasted with other forms of football, it is called "Aussie Rules" or "AFL". AFL stands for Australian Football League, which is the most prestigious league in Australia.

    Australia Rules Football was created by Tom Wills in 1858. He wanted to create a sport that would keep cricket players fit through the winter. He began by writing a letter that explained his purpose to a sports magazine. It also called for the creation of a football club. In 1858, Wills and others played an experimental match that was the first game of Australian football. But few details about this match have survived.

    On August 7, 1858, two important events for the game occurred. The Melbourne Football Club was founded. It was one of the world's first football clubs in any code. Also, a famous match between Melbourne Grammar School and Scotch College was played. It was umpired(仲裁)by Tom Wills. A second day of play took place on August 21, and then there was a third and final day on September4. The two schools have competed every year since.

    The game is played between two teams of 18 players on an oval that can also be used for cricket. These playing fields can be up to 185m long. This is almost four times the size of fields used in other forms of football.

    A point called "a behind" is scored when the ball goes across the line and between a goal post and a behind post. A behind point is also scored if the ball is touched by any body part of either team's member as it passes between the goal posts. A goal is worth six points, and a behind is worth one point.

The urgency and importance of Covid-19 over (he past year have driven almost everything else from most leaders5 minds. But since the vaccine is kicking in, Britain's government is once again beginning to think about the things that will matter later. Next week, it is expected to publish a 'plan for growth" to boost productivity, with innovation at its centre.

The world may be on the point of a technological boom with life sciences, at which Britain excels. Innovation is crucial to productivity, but on this front Britain's performance has lagged behind its competitors' in recent years. Its low spending on Research and Development (R&D) argues for a boost. Those who attributed the financial failure in the 1970s to the insufficiency of research funds may regard this as a threat to economic growth. Promoting innovation can quickly (um into an exercise in picking winners - or, as is more often the case, losers.

A second danger is that policy agendas get mixed up. The government has promised to "level up" poorer areas of the country, so deprived towns arc campaigning for more money for their universities. But trying to boost innovation by sending money to weak institutions is likely to make our leading universities lose their advantages, thus producing average ideas that could have been remarkable. Britain's research-funding system has always been elitist(精英主义的). It should stay that way.

The government's first move in boosting innovation was the announcement of a plan for an Advanced Research and Invention Agency (ARIA). ARlA's purpose is to fund high-risk, high-reward research. But money is not all that mailers. The successful translation of life science research into treatments during the pandemic suggests some inexpensive measures that can also make a difference.

One is to speed up governmental processes. The rapidity with which Britain's medical regulator moved during the pandemic is one reason why the vaccine rollout is racing through the population. Urgency is not unique lo pandemics. Getting things done quickly can make an investment worthwhile and determine where a businessman chooses as a base.

Another useful measure the government should use is its unique ability to overcome barriers. At the beginning of the pandemic. Covid-19 researchers were unable to gain access to different strands of health service data. The government eased restrictions on existing data and allowed researchers to ask people who had tested positive tor Covid-19 to join trials. Both were crucial to the effort.

A last principle is the value of connections between the government and the private sector. Kate Bingham, a venture capitalist who led the vaccine-purchase effort, understood how to deal with drug companies. Many of the civil servants working with her had commercial experience. The governments closeness to business during the pandemic has been criticized. But without it, the vaccine effort would not have succeeded.

Innovation took human beings from caves to computers. Good education, a welcoming immigration policy and a friendly business environment will do most to tend it. But a new sensible principles can help keep the flame burning.