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
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