1. PRESENTATION TO SUSTAINABLE RESOURCES CONFERENCE, BOULDER, CO. OCTOBER 2, 2004 PRESENTATION TO SUSTAINABLE RESOURCES CONFERENCE, BOULDER, CO. OCTOBER 2, 2004 Mark Pomerantz SOCIAL PROFITS www.socialprofits.com

2. Social Entrepreneurship Centers and Sustainable Community Organizations

3. WHAT’S THIS ALL ABOUT? Raising people out of poverty Giving young people more marketable skills Promoting the local economy with it’s eco- efficiencies

4. WHAT’S A SUSTAINABLE ORGANIZATION? Empowerment — a culture of listening Asset Based — using ideas and contacts to generate new resources Uses Marketing and Technology Develops Effective Strategic Partnerships Fund Development Tripod — grants, donors, earned income

5. INTRODUCTION Social entrepreneurship can be defined as the development of innovative, mission-supporting, earned income, licensing, or job creating ventures undertaken by individual social entrepreneurs, nonprofit organizations, or nonprofits in association with for profits.

6. INTRODUCTION Social entrepreneurship is both an approach to assisting “hard to serve” disadvantaged populations and financially sustaining the individuals and organizations that support them.

7. THE NEED Social entrepreneurs have the following needs: Generalized organizational capacity building; Generalized technical assistance for nonprofit enterprises; Basic enterprise development assistance for start- ups; Access to venture capital fund(s); Working relationships with government agencies and college/university entrepreneurship and business programs; and Development of local peer support networks.

8. THE MODEL A college/university based social entrepreneurship center to provide technical assistance to nonprofit social entrepreneurs, social purpose businesses, disadvantaged small business entrepreneurs, and small socially responsible locally based businesses.

9. THE MODEL Elements & Academic Opportunities Student learning opportunities Opportunities for student and faculty research Opportunities for student field internships Opportunities to mobilize volunteers in the business community.

10. THE MODEL Existing Programs Sterling College, Sterling, Kansas Entrepreneurship Center----Minor in Social Entrepreneurship in either the Department of Business or Entrepreneurship or in several other academic specialties. Service Learning and Social Entrepreneurship are combined in the Center and reinforced by strategic partnerships with Habitat for Humanity and World Hunger Foundation.

11. THE MODEL Existing Programs Roberts Wesleyan College, Rochester Institute for Social Entrepreneurship, collaboration involving the Division of Business Administration & Management and the Division of Social Work & Social Science Institute utilizes paid student interns to work with community agencies, the schools and small businesses to boost their entrepreneurial capacities

12. THE MODEL Existing Programs University of Washington, Seattle Business and Economic Development Program, University of Washington Business School Program utilizes MBA interns to work with small businesses and local business associations to boost their entrepreneurial capacities

13. THE MODEL Tasks And Services Technical Assistance to Community Nonprofit Organizations Assistance to Secondary Schools and Youth Organizations on Developing Youth Entrepreneurship Programs Discounted Consultation to Socially Responsible Businesses and Disadvantaged Small Business Entrepreneurs Develop Working Relationships with Community Nonprofit Organizations to Promote Social Entrepreneurship

14. THE MODEL Tasks And Services (Cont.) Develop Social Entrepreneurship Peer Support Network/ Forum –Information Exchange on SE –Brokerage of Nonprofit Collaborations and Ventures –Development of Relationships/Collaborations Between Nonprofit Organizations and Socially Responsible Business Entrepreneurs –Development of Relationships with Venture Philanthropists Develop, In Partnership, Annual Social Venture Fair(s) Develop Curricula for Introduction to Social Entrepreneurship and Additional Coursework for Training Social Entrepreneurs

15. THE MODEL Staffing THE MODEL Staffing Center Director - Attributes –Entrepreneur –Teaching Experience –Partnership Building Experience –Ability to Provide/Create “Bridging Social Capital” Center Director – Responsibilities –Teaching –Fundraising/Public Relations –Mentoring –Developing Sustainability Plan –Developing Contacts with other Departments Within the College-University –Developing Relationships with Other Colleges (College SE Network) –Developing Locally Based Social Enterprise Initiatives with Foundations, Governments, and Other Funding Partners

16. THE MODEL Staffing Assistant Director –College Faculty Member with Expertise in Research Evaluation and Curriculum Development Student Interns –Work on Business Planning –Work on Youth Entrepreneurship Curriculum Development and Training Volunteer Coaches –Work with Student Interns on Business Planning and Mentoring –Are Recruited Through Local Chambers of Commerce, Social Venture Partners, Rotary and other Business Organizations, Young Entrepreneurs Organization, World Entrepreneurs Organization, Business For Social Responsibility, and Net Impact

17. OUTCOMES Advancement of the Field –Research and Evaluation –Training –Consulting

18. OUTCOMES Advancement of the Field –Research and Evaluation Research on Social Return on Investment Impacts Of Client Earned Income On Service Components Of Entrepreneurial Social Service Nonprofits Impacts of Client Earnings on Community Support Network Research on Venture Philanthropy Impacts of Multi-Year Support and Hands On Assistance on Nonprofit Organization Sustainability Impacts on Social Justice System Impacts on Family Income/Local Economy Impacts on School Performance

19. OUTCOMES Advancement of the Field –Training Nonprofit Executives Degree and Certificate Programs

20. OUTCOMES Advancement of the Field –Consulting Develop Youth Entrepreneurship Efforts Assist Nonprofit Organizations with Capacity Building and Organizational Sustainability Assist Socially Responsible and/or Community Oriented Small Businesses with Strategies for Sustainability and Increased Competitiveness Develop Social Venture Fairs and Venture Philanthropy Programs. Work with Foundations (e.g., Ashoka) to Develop Case Studies of Funded Social Entrepreneurs.

21. OUTCOMES Development of Integrative Strategy for Entrepreneurial Community Development Strengthen community nonprofit charitable agencies. Enable small businesses to find more secure market niches in face of increased outside competition Lay the foundation for future strong local small businesses through youth entrepreneurship training Strengthen the local economy through all the above integrative measures