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

2. 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

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. “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”

7. 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

8. Student’s Social Innovation Hub-Impact & Outputs

9. 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.

10. 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.

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

12. 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 (100%)
Ideas (10%)
Enterprises, Projects
15 (10%)
Success rate ???????
Ideas- 150 (10%)

13. 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.

14. 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.

15. 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