Creating Contributors Ideas for social entrepreneurs Jim Randall - raconteur.

Slides:



Advertisements
Similar presentations
The YMCA and You THE POWER OF PARTNERSHIP. 2 Largest child care provider America's leading swim instructor Largest youth sports organization 20.2 million.
Advertisements

EIRC Foundation European Integration and Regional Competitiveness Social Economy as a way to social inclusion Sofia 4-5 October 2010.
From Leave it to Us to Integration Siân Prime Course Director MA Creative & Cultural Entrepreneurship Goldsmiths And Independent.
OUR STRATEGIC PLANNING JOURNEY. The Department of Medicine Strategic Plan  Our roadmap for the future  It will shape and guide what the Department of.
Embedding Public Engagement Sophie Duncan and Paul Manners National Co-ordinating Centre for Public Engagement Funded by the UK Funding Councils, Research.
Objectives Improve programs and services Explore the processes involved in identifying and creating successful partnerships Identify the steps to follow.
Social Entrepreneurship: Personal motivation as a way to develop the business model and avoid scope creep Dr. Suzanne Tilleman Economic Empowerment April.
Best practice partnership models
1. How grants enhance Cooperative Extension’s mission and outreach 2. How grants enhance your professional development and career 3. Building partnerships.
Facilities Management 2013 Manager Enrichment Program U.Va.’s Strategic Planning Initiatives Colette Sheehy Vice President for Management and Budget December.
CHAPTER 13 ENTREPRENEURIAL IMPLICATIONS FOR STRATEGY
Principles of Management Learning Session # 28 Dr. A. Rashid Kausar.
The Department of Communications and Engagement Jimmy Lee Peterkin, Jr., MBA District Business and Community Partnership Coordinator
Public engagement and lifelong learning: old wine in a new bottle, or a blended malt? Paul Manners Director, National Co-ordinating Centre for Public Engagement.
Copyright © 2008 McGraw-Hill Ryerson Ltd.1 Chapter Eight Corporate Social Responsibility: In Practice.
Building Partnerships, Building Community: Collaboration as a Critical Best Practice Larry D. Roper Oregon State University.
Global Philanthropy + Development Trends: Opportunities for Social + Financial Innovation Tim Draimin Executive Director, Social Innovation Generation.
13-1 Chapter 13 – Strategic Entrepreneurship Agenda 1.Introduction to Corporate Entrepreneurship 2.Innovation 3.Organizing for Corporate Entrepreneurship.
The Strategic Management Process
High Impact Strategies: Community Economic Development NASCSP Winter Conference March 1, 2012.
What is a Physician Hospital Compact? A compact is an agreement that clearly states the commitment of the medical staff and hospital leadership to one.
An Initiative of Women and Infants’ Hospital and the UNAP/RI Hospital Health Care Education Trust A Career Pathways System for Employees of Partner Health.
A Guide for Navigators 1National Disability Institute.
Ch. 3: Recognizing Opportunity. Understanding Entrepreneurial Trends  Current Trends  Internet – Most Businesses have an Online Component  Service.
Introduction to Social Responsibility and Ethics Objectives: Provide examples of business’s social responsibilities Textbook Reading: Explain the concept.
Proprietary and Confidential © 2011 Maritz I am self-directed and enjoy freedom, flexibility, variety and choice I would like an opportunity to create.
A unique strategy for the formation of a pooled fund to finance social ventures in the collaborative infrastructure space OpenKollab Pooled Fund.
“THINK LIKE AN ENTREPRENEUR” ? WHY Should American Youth In a 2012 SURVEY of Career Technical Education State Directors, 80% of the states said that "Entrepreneurship.
Human Resource The Recruitment Agency. ABOUT US HRRA (Human Resource Recruitment Agency) is an independent company specializing in staff recruitment since.
Strategic Commissioning
Stronger Boards Raise More Money Michael Bacon, CFRE.
180 Degrees Consulting Canterbury Creative Ideas, Practical Action, Lasting Change.
Service Learner Orientation Giving Them Direction.
PANAMA-BUENA VISTA UNION SCHOOL DISTRICT
Principles of Entrepreneurship
Philanthropic Trends Presentation to VON Canada June 21, 2014.
The Denison Model.
Connecticut Department of Public Health Healthy Connecticut 2020 The CT State Health Improvement Planning Process Background,
TECHNOPRENEURSHIP (EM604) Session 6 20 Principles for Creating Successful Technology Ventures Dr. Winarno.
CCEPA STRATEGIC DIRECTIONS Sustain and develop provocative, challenging and compelling programming to generate positive evaluations, stimulate.
The UWF Strategic Planning Facilitators Robert Dugan, Jim Hurd, Kyle Marrero, Dottie Minear, Stacie Whinnery, and Josh Finley The University of West Florida.
The Entrepreneurial Revolution Beyond Commercial Entrepreneurism.
Strategic Entrepreneurship
1 Entrepreneurship …what is it?  The act of identifying opportunities and taking calculated risk to satisfy the needs and wants of others  Entrepreneur:
Chapter 4 Developing and Sustaining a Knowledge Culture
NEW ACTORS, NEW MONEY & NEW CONVERSATIONS Mapping The Current Landscape & Potential Resources For Women’s Rights Results & Analysis MAY
HEInnovate A self-assessment tool for higher education institutions (HEIs) wishing to explore their entrepreneurial and innovative potential.
Working in Partnership
Cedar Crest College Strategic Planning Community Day.
Ch13-1 Chapter 13 Corporate Entrepreneurship and Innovation Corporate Entrepreneurship and Innovation Michael A. Hitt R. Duane Ireland Robert E. Hoskisson.
Strategic Entrepreneurship Hitt, Ireland, and Hoskisson
Presentation to Membership. A Recap of Our Process February 2009: Decision to renew strategic plan March 2009: Engagement of Berlin, Eaton.
WORKSHOP. RESOURCE MOBILIZATION Resource Mobilization involves: Fundraising, and income generating activities FUNDRAISING INCOME GENERATING ACTIVITIES.
Sustaining Your Gains.  Up to 70% of change initiatives fail, impacting: › Best possible care › Staff and provider frustration › Reluctance to engage.
January 2003 SLA Vision and Mission Mission and Vision SLA Winter Meeting January 2003.
Generic competencesDescription of the Competence Learning Competence The student  possesses the capability to evaluate and develop one’s own competences.
Lecture 1: Strategic Marketing and The Marketing Planning Process Taufique Hossain Marketing Strategy MKT 460.
Creating Room to Read – John Wood Social Entrepreneurship, Book Assignment Fluff Clough.
Building Strong Library Associations | Library Associations in Society: An Overview DAY 1 Session 3 What is the context of Library Associations in your.
Authentic service-learning experiences, while almost endlessly diverse, have some common characteristics: Positive, meaningful and real to the participants.
Managing Talent – Maximizing Your Employee’s Potential 3 rd SACCO LEADERS’ FORUM Monique DunbarLorri Lochrie Communicating Arts Credit UnionCentral 1 Credit.
An Orientation To Community Benefit: What Hospital Staff Need To Know.
Visit Mendocino County: Strategic Direction 2017/ /20
Partnership Working
Creating a Culture of Learning through Supervision
Eight principles of quality management.
Strategic Planning Steering Committee
Principles of Management Learning Session # 28 Dr. A. Rashid Kausar.
Wide Ideas Idea Management Software Idea Management Process
Presentation transcript:

Creating Contributors Ideas for social entrepreneurs Jim Randall - raconteur

Today -What is a social entrepreneurship and why consider becoming one? -How to evolve into a social entrepreneurship

My hope for today You leave here with ideas that change the way you think and ideas to think about

Social Entrepreneurship Idea

“Social business entrepreneurs can help make the market work for social goals as efficiently as it does for personal goals” -Muhammad Yunus

Social Entrepreneurship Context A social entrepreneur is someone who recognizes a social problem and uses entrepreneurial principles to organize, create, and manage a venture to make social change

Social Entrepreneurship Context A social entrepreneur is someone who recognizes a social problem and uses entrepreneurial principles to organize, create, and manage a venture to make social change

Entrepreneurial Principles Self-sustaining

Entrepreneurial Principles Focus What business are we in? What is our purpose? An explicit social issue

Entrepreneurial Principles Resources Seek mutually beneficial partnerships

Entrepreneurial Principles Innovation An opportunist- exploits change

Entrepreneurial Principles Results Pay us for our results not our mission Measuring the un-measureable Be explicit about success Transparency and accountability

Why?

Community social needs Fewer social service agencies Traditional sources of $ being reduced Increased needs Need for innovation Forces of Change Businesses and governments seeking strategic partnerships

Opportunities To take a bigger view of our community of common interest and ask: -Who may benefit from our services and our success? -Who has resources that could benefit us?

Opportunities Partnerships The services we provide our client may be similar to services offered by others in our community or in other communities.

Opportunities Our success may benefit others in the community – governments, businesses or other social agencies Reduce the impact of their operations on the community Have a positive impact on their bottom line

Opportunities Not –for-profits The services we provide may be of interest to those who are not in need of charity and capable of paying for those services at prices above our costs. For-profits The services we provide may be of value to those who can’t afford to pay - so find a sponsor

Becoming a co-operative community social entrepreneurship does not mean forgoing our existing sources of resources but enhancing our current relationships and developing others

Why? For those we serve Keep operating More self-sustaining Engage more community resources Generate innovative ideas and initiatives

How do we evolve into Social Entrepreneurship?

1.Determine the business we are in, what is our purpose? 2.Select our explicit issue and research how we will differ from others 3.Determine interest 4.Develop our story 5.Identify those people and organizations that will benefit from our success and what we will contribute to them 6.Tell our story and engage employees, donors, businesses and the community in generating ideas and initiatives 7.Determine the criteria of success and how we measure it 8.Develop initiatives that are results oriented 9.Business case initiatives 10.Assign responsibility 11.Constantly measure and report on our progress and celebrate our successes

Your Story Moves an idea from Your head To your heart To your gut

Jim Randall My Role Help leaders : develop a focus, create a clear and compelling story, tell the story to engage employees, donors and the community in developing ideas on how to progress, create initiatives that further progress and put in place systems to measure our progress My contribution The processes and knowledge engaging people and building relationships My Interest Working with social entrepreneurs

Your options as a social entrepreneur Options charity do nothing socialentrepreneur enhanced relationships with funding partners with funding partners develop initiatives that are self-sustaining think and act like an entrepreneur self-sustaining bait charity

Your Ideas

Jim Randall-raconteur Phone: