1. SILICE Entrepreneur and Economic Best Practice for Social Innovation Project 1.1
Dr. Zeev Greenberg, Dr. Sammy Bahat, Dr. Ofra Wolter,
Dr. Ayala Cohen, Dr. Anat Raviv

2. Social Entrepreneurship Agreed Definition (Berlin, July 2017)
"An activity that generates sustainable positive impact utilizing novel approaches and/or creative thinking"

3. 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.

4. 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.

5. 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

6. 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.

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

8. SILICE SinnoLAB Model- Social Start-up Generator
Tel Hai Team: Dr. Zeev Greenberg, Dr. Sammy Bahat, Dr. Ofra Wolter,
Dr. Ayala Cohen, Dr. Anat Raviv

9. Social Entrepreneurship Agreed Definition (Berlin, July 2017)
"An activity that generates sustainable positive impact utilizing novel approaches and/or creative thinking“.

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.

11. 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.

12. 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

13. 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.