SILICE SinnoLAB Model- Social Start-up Generator 1.2 Dr. Zeev Greenberg, Dr. Sammy Bahat, Dr. Ofra Wolter, Dr. Ayala Cohen, Dr. Anat Raviv

Indicators for Social Entrepreneurial Activities Activity Range “TRADITIONAL” SOCIAL ACTIVITY QUASI BUSINESS ACTIVITY IN SOCIAL ORGANIZATION SOCIAL ENTREPRENEURSHIP SOCIAL ENTERPRISE SOCIAL TRANSFORMATION SA SE - + Creativity Innovation Risk & Uncertainty Scalability Viability & Sustainability Engagement

A leading center in the region for promoting innovation and social entrepreneurship which operates according to principles of creativity and innovation. The center will generate social projects of high social value and establish a central platform for solving social issues, social responsibility and promoting the welfare of the individual and the community. The Center will act in the spirit of the College's vision as an institution leading excellence in research and teaching, integrated and involved in the community and promoting economic and social well-being.

The establishment and operation of the Center for the Promotion of Entrepreneurship and Social Innovation within the institutions of higher education, through which it is possible to develop, in new and creative ways, ideas of students and staff in response to social challenges in the community. Expanding students' involvement in social activity in the community.

Models of centers and incubators for business and social entrepreneurship The comprehensive model: The "diamond model" focuses on a center to develop business-technological ventures and social initiatives (a unique model for the Tel Hai team). The classic model: A model operated by the Topaz organization (similar to the operating model of the Center for Entrepreneurship – MATI • The incubator model for technological entrepreneurship: This model is operated by the Innovation Authority where technological ideas are developed until they reach the stage for raising venture capital.   The accelerator model: A model designed to accelerate the growth of the start-up (more suitable for technological start-ups).   The hub model: This is a model offering an activity space, professional support and the creation of meetings and brainstorming sessions for groups of entrepreneurs. In practice, it is possible to adapt the principles of each of the models, or a combination of models for implementation in an institution of higher learning

“Diamond” Model for Promoting Innovation and Entrepreneurship in Universities- Comprehensive Model The external institutional “environment” Governmental Organization Non Profit Organization Science and technology Innovation and Entrepreneurship Center Social and Humanities Sciences Social Innovation and Entrepreneurship (SinnoLAB) Business and Technological Entrepreneurship Students and Staff Social Enterprises Services (Toolbox): Knowledge, Best Practice, Training, Consulting and Workshops Classes, Laboratories, Workspaces, Equipment Internal Financing Sources Scholarships For Profit Businesses Social Investors and “Angels”

The Classic Model Personal characteristics of the entrepreneur the enterprise Value of social contribution n The economic model Recommendations Receiving Inquiries Fill out an online form Preliminary meeting with one of the staff members No GO Meeting with an interdisciplinary professional committee No GO Presentation to the Incubator Board of Directors No GO Decision of the Executive Committee No GO "Service Package: (Business-social), management services, assistance in obtaining sources of financing, preparation of a business plan, assistance in marketing and access to social investors

Student’s Social Innovation Hub-Impact & Outputs http://www.studenthubs.org/impact-14-15/future/

The components of the model and the planning assumptions Infrastructure: The operation of the SinnoLAB is based on the existence of human capital (students, academic staff) and material capital (classes, laboratories, study spaces, equipment, etc.). Organization, management and operations: Steering committee plus two or three professional committees that will deal with identifying, examining and filtering social venture ideas which have potential of social and community value. Managers: Management of the SinnoLAB on a regular basis in order to promote the social ventures in the organizational and financial aspect. Teachers: Internal consultancy of the academic staff within the framework of knowledge, counseling and promotion of the social venture. Financial sources: Internal funds scholarships, etc. External sources; Social investment funds, Non-profit organizations.

Mapping Academy-Sponsored Social Enterprises The scale and measurement process of existing programs in colleges and academy was done during August – November 2017 I would like to thank all the members from the European India and Israeli members that helped us to do the prosses. For the purpose of developing tools for the assessment and measurement of programs for the development of social entrepreneurship, a mapping process, according to WP1, of existing programs was carried out according to the model presented at the meeting in Berlin. 20 programs were mapped from Israel, India, and Europe. The programs were mapped using a questionnaire constructed according to six measures that included statements on a 6-grade Likert scale: 1 - not at all, 6 – to a very large extent.

SinnoLAB- Organizational Structure The academic institution management Steering Committee Locating and choosing ideas team Manager External consulting Internal consulting (Teachers) Enterprises, Projects

Faculty of Social Sciences Tel Hai Case Study Estimation of the potential of ideas and projects in the SinnoLAB (every year) Faculty of Social Sciences Social Work 480 Education 780 Human Services 200 Total - 1460 (100%) Ideas - 150 (10%) Enterprises, Projects 15 (10%) Success rate ??????? Ideas- 150 (10%)

A leading center in the region for promoting innovation and social entrepreneurship which operates according to principles of creativity and innovation. The center will generate social projects of high social value and establish a central platform for solving social issues, social responsibility and promoting the welfare of the individual and the community. The Center will act in the spirit of the College's vision as an institution leading excellence in research and teaching, integrated and involved in the community and promoting economic and social well-being.

The establishment and operation of the Center for the Promotion of Entrepreneurship and Social Innovation within the institutions of higher education, through which it is possible to develop, in new and creative ways, ideas of students and staff in response to social challenges in the community. Expanding students' involvement in social activity in the community.

Models of centers and incubators for business and social entrepreneurship The comprehensive model: The "diamond model" focuses on a center to develop business-technological ventures and social initiatives (a unique model for the Tel Hai team). The classic mode: A model operated by the Topaz organization (similar to the operating model of the Center for Entrepreneurship – MATI • The incubator model for technological entrepreneurship: This model is operated by the Innovation Authority where technological ideas are developed until they reach the stage for raising venture capital.   The accelerator model: A model designed to accelerate the growth of the start-up (more suitable for technological start-ups).   The hub model: This is a model offering an activity space, professional support and the creation of meetings and brainstorming sessions for groups of entrepreneurs. In practice, it is possible to adapt the principles of each of the models, or a combination of models for implementation in an institution of higher learning