SPECIAL EVENT Social Entrepreneurship Training: Developing Community Capital “Beyond Sustainability”

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Are you engaging your community as effectively as you could, whether for your business, product launch, event, or fundraising campaign? This Social Entrepreneurship Training will teach you the newest trends in corporate innovation, social responsibility, triple-bottom line accounting, and strategic partnership building. After this seminar, accelerate your impact in the markets and communities you serve. Come join us to make a profound, values-driven shift to better engage your community “beyond sustainability.”

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SPECIAL EVENT Social Entrepreneurship Training: Developing Community Capital “Beyond Sustainability”

  1. 1. Social Entrepreneurship  Workshop
  2. 2. Social Entrepreneurship Workshop
  3. 3. Social Entrepreneurship Workshop Developing Your Community Capital ‘Beyond Sustainability’
  4. 4. PART I: Wilford Welch
  5. 5. PART I: Wilford Welch Former US Diplomat, business consultant, author of The Tactics of Hope: How Social Entrepreneurs Are Changing Our World
  6. 6. PART I: Wilford Welch Former US Diplomat, business consultant, author of The Tactics of Hope: How Social Entrepreneurs Are Changing Our World PART II: David Hopkins
  7. 7. PART I: Wilford Welch Former US Diplomat, business consultant, author of The Tactics of Hope: How Social Entrepreneurs Are Changing Our World PART II: David Hopkins Speaker, entrepreneur, co-author, The Tactics of Hope, social entrepreneurship champion for the millennial generation
  8. 8. PART I: Wilford Welch Former US Diplomat, business consultant, author of The Tactics of Hope: How Social Entrepreneurs Are Changing Our World PART II: David Hopkins Speaker, entrepreneur, co-author, The Tactics of Hope, social entrepreneurship champion for the millennial generation PART III: Kene Turner
  9. 9. PART I: Wilford Welch Former US Diplomat, business consultant, author of The Tactics of Hope: How Social Entrepreneurs Are Changing Our World PART II: David Hopkins Speaker, entrepreneur, co-author, The Tactics of Hope, social entrepreneurship champion for the millennial generation PART III: Kene Turner Social entrepreneur, motivational speaker, community engagement change agent, president of EpiLife Consulting, Inc.
  10. 10. Goals and Outcomes
  11. 11. Goals and Outcomes Wilford - Part I
  12. 12. Goals and Outcomes Wilford - Part I 1. Root causes of the sustainability crisis
  13. 13. Goals and Outcomes Wilford - Part I 1. Root causes of the sustainability crisis 2. Why a shift in values and priorities is imperative
  14. 14. Goals and Outcomes Wilford - Part I 1. Root causes of the sustainability crisis 2. Why a shift in values and priorities is imperative 3. Values and priorities for sustainable communities
  15. 15. Goals and Outcomes Wilford - Part I 1. Root causes of the sustainability crisis 2. Why a shift in values and priorities is imperative 3. Values and priorities for sustainable communities David - Part II
  16. 16. Goals and Outcomes Wilford - Part I 1. Root causes of the sustainability crisis 2. Why a shift in values and priorities is imperative 3. Values and priorities for sustainable communities David - Part II 1. Significance of social entrepreneurship to our future
  17. 17. Goals and Outcomes Wilford - Part I 1. Root causes of the sustainability crisis 2. Why a shift in values and priorities is imperative 3. Values and priorities for sustainable communities David - Part II 1. Significance of social entrepreneurship to our future 2. How SEs develop community capital
  18. 18. Goals and Outcomes Wilford - Part I 1. Root causes of the sustainability crisis 2. Why a shift in values and priorities is imperative 3. Values and priorities for sustainable communities David - Part II 1. Significance of social entrepreneurship to our future 2. How SEs develop community capital 3. Models and case studies to learn from and replicate
  19. 19. Goals and Outcomes Wilford - Part I 1. Root causes of the sustainability crisis 2. Why a shift in values and priorities is imperative 3. Values and priorities for sustainable communities David - Part II 1. Significance of social entrepreneurship to our future 2. How SEs develop community capital 3. Models and case studies to learn from and replicate Kene - Part III
  20. 20. Goals and Outcomes Wilford - Part I 1. Root causes of the sustainability crisis 2. Why a shift in values and priorities is imperative 3. Values and priorities for sustainable communities David - Part II 1. Significance of social entrepreneurship to our future 2. How SEs develop community capital 3. Models and case studies to learn from and replicate Kene - Part III 1. A social entrepreneurship toolkit for community engagement
  21. 21. Goals and Outcomes Wilford - Part I 1. Root causes of the sustainability crisis 2. Why a shift in values and priorities is imperative 3. Values and priorities for sustainable communities David - Part II 1. Significance of social entrepreneurship to our future 2. How SEs develop community capital 3. Models and case studies to learn from and replicate Kene - Part III 1. A social entrepreneurship toolkit for community engagement 2. Lessons from EpiLife Consulting’s work in communities
  22. 22. Goals and Outcomes Wilford - Part I 1. Root causes of the sustainability crisis 2. Why a shift in values and priorities is imperative 3. Values and priorities for sustainable communities David - Part II 1. Significance of social entrepreneurship to our future 2. How SEs develop community capital 3. Models and case studies to learn from and replicate Kene - Part III 1. A social entrepreneurship toolkit for community engagement 2. Lessons from EpiLife Consulting’s work in communities 3. Creating your own action steps for community engagement
  23. 23. PART I: The Values Shift
  24. 24. We are living through one of the most fundamental shifts in history – a change in the actual belief structure of society No economic, political, or military power can compare with the power of a change of mind. By deliberately changing our images of reality, people are changing the world.’’ Re-envisioning humanity’s relationship to the natural world will require a fundamental shift in the core values that shape our dealings with the Earth and each other. - Willis Harman, author, Global Mind Change A sustainable world will only be possible by thinking differently With nature and not machines as their inspiration, today’s innovators are showing how to create a different future by learning to see the larger systems of which they are a part and to foster collaboration across every imaginable boundary. These core capabilities – seeing systems, collaborating across boundaries and creating versus problem solving – form the underpinnings, and ultimately the tools and methods, for this shift in thinking. - Peter Senge, author, The Necessary Revolution
  25. 25. We have to find a new form of economy, an economy that knows how to govern its limits An economy that respects nature and acts at the service of man, a situation where political and humanistic choices govern the economy and not the other way around. We have to discover new economic relationships that move at a more natural pace. - Carlo Petrini, Founder of Slow Food We live at a moment of deep ignorance, when vital knowledge that humans have always possessed about who we are and where we live seems beyond our reach Through centuries of keen observation, interpretation, and the passing down of knowledge, our common ancestors understood that the wisdom underlying effective sustainable practices is built into the natural world. Today that wisdom is still held in its most pure and truthful forms by the indigenous peoples of the world.   - Bill McKibben, American environmentalist and author
  26. 26. Sustainable human communities are best modeled after nature’s eco-systems which themselves are communities of plants, animals, and micro- organisms that nurture and support each other. Thus the way to sustain life on a whole is to build and nurture a more human community. - Bill Plotkins, author, Nature and the Human Soul New Consciousness to Fix Old Problems We can not solve problems by using the same kind of thinking we used when we created them. - Albert Einstein
  27. 27. The Root Causes of the Sustainability Crisis • The industrial revolution and market capitalism have been so successful that in the past 100 years, the world’s population has increased from 2 to 7 billion (it will soon be 9 billion) • We consumed more of the world’s resources in the past 50 years than in the previous 10,000 years combined • Renewable resource systems, including fresh water, agricultural land, and marine resources, can not satisfy future demand • Non-renewable resources, such as oil, also will not satisfy demand • Our belief that technology alone will solve our sustainability problems is misplaced
  28. 28. The Natural World and Indigenous Wisdoms provide values and practices that can help us • Nature, and the wisdoms of indigenous peoples, are sources of knowledge that modern man, in our headlong rush to modernity, dismissed as quaint and unimportant. • Like systems thinking and biomimicry, they are now being recognized as critical to our future sustainability.
  29. 29. 12 Value Shifts Leading to a Sustainable World Old Values Sustainable Values
  30. 30. 12 Value Shifts Leading to a Sustainable World Old Values Sustainable Values More is better 1. Enough is enough
  31. 31. 12 Value Shifts Leading to a Sustainable World Old Values Sustainable Values More is better 1. Enough is enough Me 2. We
  32. 32. 12 Value Shifts Leading to a Sustainable World Old Values Sustainable Values More is better 1. Enough is enough Me 2. We Transaction 3. Relationship
  33. 33. 12 Value Shifts Leading to a Sustainable World Old Values Sustainable Values More is better 1. Enough is enough Me 2. We Transaction 3. Relationship “They” must solve it 4. I am the solution
  34. 34. 12 Value Shifts Leading to a Sustainable World Old Values Sustainable Values More is better 1. Enough is enough Me 2. We Transaction 3. Relationship “They” must solve it 4. I am the solution Growth/Profits 5. People, planet, profits
  35. 35. 12 Value Shifts Leading to a Sustainable World Old Values Sustainable Values More is better 1. Enough is enough Me 2. We Transaction 3. Relationship “They” must solve it 4. I am the solution Growth/Profits 5. People, planet, profits Take, Make, Waste 6. Conscious use of resources
  36. 36. 12 Value Shifts Leading to a Sustainable World Old Values Sustainable Values More is better 1. Enough is enough Me 2. We Transaction 3. Relationship “They” must solve it 4. I am the solution Growth/Profits 5. People, planet, profits Take, Make, Waste 6. Conscious use of resources Take from nature 7. Learn from nature
  37. 37. 12 Value Shifts Leading to a Sustainable World Old Values Sustainable Values More is better 1. Enough is enough Me 2. We Transaction 3. Relationship “They” must solve it 4. I am the solution Growth/Profits 5. People, planet, profits Take, Make, Waste 6. Conscious use of resources Take from nature 7. Learn from nature Money is power 8. Money is energy
  38. 38. 12 Value Shifts Leading to a Sustainable World Old Values Sustainable Values More is better 1. Enough is enough Me 2. We Transaction 3. Relationship “They” must solve it 4. I am the solution Growth/Profits 5. People, planet, profits Take, Make, Waste 6. Conscious use of resources Take from nature 7. Learn from nature Money is power 8. Money is energy Isolate and solve 9. Systems thinking
  39. 39. 12 Value Shifts Leading to a Sustainable World Old Values Sustainable Values More is better 1. Enough is enough Me 2. We Transaction 3. Relationship “They” must solve it 4. I am the solution Growth/Profits 5. People, planet, profits Take, Make, Waste 6. Conscious use of resources Take from nature 7. Learn from nature Money is power 8. Money is energy Isolate and solve 9. Systems thinking Top down 10. Bottoms up/top down
  40. 40. 12 Value Shifts Leading to a Sustainable World Old Values Sustainable Values More is better 1. Enough is enough Me 2. We Transaction 3. Relationship “They” must solve it 4. I am the solution Growth/Profits 5. People, planet, profits Take, Make, Waste 6. Conscious use of resources Take from nature 7. Learn from nature Money is power 8. Money is energy Isolate and solve 9. Systems thinking Top down 10. Bottoms up/top down Focus on Differences 11. Search for Common Ground
  41. 41. 12 Value Shifts Leading to a Sustainable World Old Values Sustainable Values More is better 1. Enough is enough Me 2. We Transaction 3. Relationship “They” must solve it 4. I am the solution Growth/Profits 5. People, planet, profits Take, Make, Waste 6. Conscious use of resources Take from nature 7. Learn from nature Money is power 8. Money is energy Isolate and solve 9. Systems thinking Top down 10. Bottoms up/top down Focus on Differences 11. Search for Common Ground Knowing it 12. Living it
  42. 42. 12 Value Shifts Leading to a Sustainable World Old Values Sustainable Values 1. Enough is enough 2. We 3. Relationship 4. I am the solution 5. People, planet, profits 6. Conscious use of resources 7. Learn from nature 8. Money is energy 9. Systems thinking 10. Bottoms up/top down 11. Search for Common Ground 12. Living it
  43. 43. Barriers to Changing our Ways? How do we move to a system that creates long-term abundance rather than short-term profit margins? • Consumers: Like any addicted personality, why should I give up things I enjoy now for a possible benefit in the future? • Businesses: The system, (metrics, and desires), all support the “more is better”, production/consumption and waste at all cost approach that has brought us to this point. I would be fired if I changed the business model that supports the “Three Ps” (People, planet and profit) • Politicians: The voters expect more, and I better give it to them if I want to be reelected.
  44. 44. Problem-Makers and Problem Solvers in Dying and Evolving Systems Deniers Text Social entrepreneurs Text Text Text Hospicing the old Husbanding the new Text 1800 Industrial Revolution & Market Capitalism 2010 2050
  45. 45. Passionate Individuals and Conscious Communities are Ideal Leaders of Barriers to Our Changing our Ways “The Shift” • Local communities are of manageable size • Communities are where experimentation, with rapid feedback, is possible • Local communities provide fertile ground for the next generation of leaders (eg.Van Jones) • Passionate social entrepreneurs operate best at the local level and are effective bridge-builders between the community, government and businesses
  46. 46. PART II: Lessons from Social Entrepreneurs
  47. 47. What is a social entrepreneur?
  48. 48. What is a social entrepreneur? n. society’s change agent, a pioneer of innovations that benefit humanity
  49. 49. What is a social entrepreneur? n. society’s change agent, a pioneer of innovations that benefit humanity entrepreneurs with a social or environmental mission
  50. 50. What is a social entrepreneur? n. society’s change agent, a pioneer of innovations that benefit humanity entrepreneurs with a social or environmental mission “Mission-driven capital bankers”: social, natural/ environmental, human, financial, technological
  51. 51. Characteristics of Social Entrepreneurs
  52. 52. Characteristics of Social Entrepreneurs • They focus on social and environmental challenges
  53. 53. Characteristics of Social Entrepreneurs • They focus on social and environmental challenges • They seek systemic solutions
  54. 54. Characteristics of Social Entrepreneurs • They focus on social and environmental challenges • They seek systemic solutions • They are “boundary-riders” who think “out of the box”
  55. 55. Characteristics of Social Entrepreneurs • They focus on social and environmental challenges • They seek systemic solutions • They are “boundary-riders” who think “out of the box” • They love scalability - where applicable
  56. 56. Characteristics of Social Entrepreneurs • They focus on social and environmental challenges • They seek systemic solutions • They are “boundary-riders” who think “out of the box” • They love scalability - where applicable • They collaborate across traditional boundaries
  57. 57. Characteristics of Social Entrepreneurs • They focus on social and environmental challenges • They seek systemic solutions • They are “boundary-riders” who think “out of the box” • They love scalability - where applicable • They collaborate across traditional boundaries • They implement, using for-profit, not-for-profit and hybrid models
  58. 58. Characteristics of Social Entrepreneurs • They focus on social and environmental challenges • They seek systemic solutions • They are “boundary-riders” who think “out of the box” • They love scalability - where applicable • They collaborate across traditional boundaries • They implement, using for-profit, not-for-profit and hybrid models • Unlike business entrepreneurs, they share their ideas
  59. 59. Bill Drayton, Founder, Ashoka http://www.youtube.com/watch?v=DttTSJEO47g&feature=channel
  60. 60. “Social” (Community) Entrepreneurs
  61. 61. “Social” (Community) Entrepreneurs • Socius, societas: companion, associate, comrade, business partner
  62. 62. “Social” (Community) Entrepreneurs • Socius, societas: companion, associate, comrade, business partner • Communitatus: common, public, shared by many
  63. 63. “Social” (Community) Entrepreneurs • Socius, societas: companion, associate, comrade, business partner • Communitatus: common, public, shared by many • Industrial Revolution led to distinct division of professional and social roles, severely affecting the “relationship of exchange” between the consumer, producer, and seller
  64. 64. “Social” (Community) Entrepreneurs • Socius, societas: companion, associate, comrade, business partner • Communitatus: common, public, shared by many • Industrial Revolution led to distinct division of professional and social roles, severely affecting the “relationship of exchange” between the consumer, producer, and seller • Transaction-based relationships based on financial gains and bottom- line
  65. 65. “Social” (Community) Entrepreneurs • Socius, societas: companion, associate, comrade, business partner • Communitatus: common, public, shared by many • Industrial Revolution led to distinct division of professional and social roles, severely affecting the “relationship of exchange” between the consumer, producer, and seller • Transaction-based relationships based on financial gains and bottom- line • “Social” entrepreneurs collaborate beyond the local workplace to design solutions that are communal models
  66. 66. “Social” (Community) Entrepreneurs • Socius, societas: companion, associate, comrade, business partner • Communitatus: common, public, shared by many • Industrial Revolution led to distinct division of professional and social roles, severely affecting the “relationship of exchange” between the consumer, producer, and seller • Transaction-based relationships based on financial gains and bottom- line • “Social” entrepreneurs collaborate beyond the local workplace to design solutions that are communal models • The community becomes the marketplace of opportunity to exchange social and financial capital
  67. 67. 4 Methods of Community- Building for Social Entrepreneurs • Patient Capital and Slow Money • The Power of Online Connectivity • Localization / Globalization • The Role of Corporations
  68. 68. How Social Entrepreneurs Develop Community Capital
  69. 69. How Social Entrepreneurs Develop Community Capital Patient capital and the Slow Money Movement
  70. 70. How Social Entrepreneurs Develop Community Capital Patient capital and the Slow Money Movement • Long time horizons for the investment
  71. 71. How Social Entrepreneurs Develop Community Capital Patient capital and the Slow Money Movement • Long time horizons for the investment • Maximizing social, rather than financial, returns
  72. 72. How Social Entrepreneurs Develop Community Capital Patient capital and the Slow Money Movement • Long time horizons for the investment • Maximizing social, rather than financial, returns • Providing management support to help new business models thrive
  73. 73. • Debt or equity investments in early-stage enterprises providing low-income consumers access to healthcare, water, housing, alternative energy, or agricultural inputs • Typical commitments of patient capital: from $300k to $2.5 million in equity or debt; payback or exit in roughly five to seven years
  74. 74. • Strategic management consulting • Village capital ($40k credit, $50k venture) • Entrepreneurship fundamentals training • Communications, web, and media • Business planning and investor pitch expertise • Networking in the community
  75. 75. • $71 million in loans in 4 years • 573,000 lenders • 239,000 entrepreneurs • Average loan $100 • Repayment rate 98%
  76. 76. • $71 million in loans in 4 years • 573,000 lenders • 239,000 entrepreneurs • Average loan $100 • Repayment rate 98%
  77. 77. Peer-to-peer internet microloans • $71 million in loans in 4 years • 573,000 lenders • 239,000 entrepreneurs • Average loan $100 • Repayment rate 98%
  78. 78. Peer-to-peer internet microloans • $71 million in loans in 4 years • 573,000 lenders • 239,000 entrepreneurs • Average loan $100 • Repayment rate 98%
  79. 79. Peer-to-peer internet microloans • $71 million in loans in 4 years • 573,000 lenders • 239,000 entrepreneurs • Average loan $100 • Repayment rate 98%
  80. 80. Peer-to-peer internet microloans • $71 million in loans in 4 years • 573,000 lenders • 239,000 entrepreneurs • Average loan $100 • Repayment rate 98%
  81. 81. Peer-to-peer internet microloans • $71 million in loans in 4 years • 573,000 lenders • 239,000 entrepreneurs • Average loan $100 • Repayment rate 98%
  82. 82. Pioneering non-profit, financial services organization dedicated to transforming the way the world works with money. In partnership with a community of investors and donors, RSF provides capital to non-profit and for-profit social enterprises addressing these key issues:
  83. 83. Building Community Capital with the Online Connectivity
  84. 84. Bringing Global Issues to the Local Community Level
  85. 85. From Globalization to Localization “Businesses in local living economies remain human-scale and locally- owned, fostering direct, authentic, and meaningful relationships with employees, customers, suppliers, neighbors, and local habitat, adding to the quality of life in our communities... from distant board rooms to local communities where there is a short distance between business decision-makers and those affected by the decisions… Success can mean more than increasing market-share, it can be measured by increasing happiness and well being, deepening relationships, and expanding creativity, knowledge, and consciousness.” —Judy Wicks, “Local Living Economies: The New Movement for Responsible Business”
  86. 86. 10/10/10 Event Highlights Funniest: Sumo wrestlers cycling to practice in downtown Tokyo. Most remote: An education center in the Namib Desert in Namibia installing six solar panels. Most presidential: President Mohamed Nasheed of the Maldives is installing solar panels on his roof. Most tipsy: Partiers in Edinburgh will be throwing a "Joycott" (a reverse boycott) at a local bar that agreed to put 20% of its extra revenues on 10/10/10 to making the bar more energy efficient. Attendees will try and drink as much as possible to raise money. Cheers!
  87. 87. • Enterprise development • Urban agriculture program • Community outreach and education
  88. 88. Coral Reef Restoration Project, Bali
  89. 89. Coral Reef Restoration Project, Bali Restoring sustainable ocean habitats through community involvement and ecotourism
  90. 90. Coral Reef Restoration Project, Bali Restoring sustainable ocean habitats through community involvement and ecotourism
  91. 91. Coral Reef Restoration Project, Bali Restoring sustainable ocean habitats through community involvement and ecotourism
  92. 92. A low-tech fun solution supplying water to rural villages
  93. 93. A low-tech fun solution supplying water to rural villages
  94. 94. A low-tech fun solution supplying water to rural villages
  95. 95. A low-tech fun solution supplying water to rural villages
  96. 96. A low-tech fun solution supplying water to rural villages
  97. 97. Kaboom! Entrepreneur's Local Partnerships Help Kids Play
  98. 98. Corporate Citizenship and Intrapreneurship
  99. 99. "Each of us has a capacity to make business not only a source of economic wealth, but also a force for social and economic justice. Each of us needs to recognize and use the power we have to define the character of our enterprises, so they nurture values important to our society."
  100. 100. Interface Fifteen years after CEO Anderson’s call for change, Interface had: • Cut greenhouse gas emissions by 82% • Cut fossil fuel consumption by 60% • Cut waste by 66% • Cut water use by 75% • Invented and patented new machines, • materials, and manufacturing processes • Increased sales by 66%, doubled earnings, • And, raised profit margins!
  101. 101. Recology (formerly Norcal Waste Systems) http://www.recology.com/recology_home_movie.htm
  102. 102. The Triple-Bottom Line: People, Planet, and Profits With such clear traditional forms of measuring success through profit, how do we measure the impact of business on people and planet?
  103. 103. The Triple-Bottom Line: People, Planet, and Profits With such clear traditional forms of measuring success through profit, how do we measure the impact of business on people and planet?
  104. 104. How do social entrepreneurs develop community capital “beyond sustainability”?
  105. 105. What examples of social entrepreneurship have you read about or seen?
  106. 106. RESOURCES? www.TacticsofHope.org Give us your business card and we will send you the full Social Entrepreneurship Resource List
  107. 107. PART III: Implementing Community Engagement
  108. 108. Epignosis - higher level of knowledge from “knowing it” to “living it”
  109. 109. “For any organization whose  external environment is changing  faster than it is changing internally,  the end is in sight.  It is only a matter  of time.” ‐Jack Welch, Letter to GE Shareholders,  2001
  110. 110. What Is Community Engagement? “...the process of working collaboratively with groups of  people af@iliated by geographic proximity, special  interest, or similar situations...bringing about  environmental and behavioral changes...that help  mobilize resources and in@luence systems, change  relationships among partners, and serve as catalysts for  changing policies, programs, and practices.” – CDC Community Engagement Project
  111. 111. Ecology as Business Commercial Business: the activity of providing goods and services to a community • Ecology as Business: the earth’s activity of providing resources and environmental services to a community
  112. 112. Individuals Foundations
  113. 113. In 2008... •Individuals gave $230 billion Individuals Foundations •Foundations gave $45 billion 300 225 150 75 2008 0
  114. 114. In 2008... •Individuals gave $230 billion Individuals Foundations •Foundations gave $45 billion 300 225 150 75 2008 0 Of total foundation giving: 72% came from independent foundations 10% came from community foundations 10% came from corporate foundations 8% came from operating foundations.
  115. 115. In 2008... •Individuals gave $230 billion Individuals Foundations •Foundations gave $45 billion 300 225 150 75 2008 0 Of total foundation giving: 72% came from independent foundations 10% came from community foundations 10% came from corporate foundations 8% came from operating foundations.
  116. 116. Program-Based Investing • A planned series of future events, items, or performances • Producing the outcomes of change SEs seek • Creates capacity to develop social, human, and financial capital over an extended period of time
  117. 117. Internal and External Impacts
  118. 118. Internal and External Impacts • Human/Social Capital – stakeholder engagement at the core
  119. 119. Internal and External Impacts • Human/Social Capital – stakeholder engagement at the core • Local Support – Local support allows you to easily reach your market and adapt to the changing needs of your customers
  120. 120. Internal and External Impacts • Human/Social Capital – stakeholder engagement at the core • Local Support – Local support allows you to easily reach your market and adapt to the changing needs of your customers • Stable Customer Base and Brand Reputation – Socially responsible businesses gain trust and loyalty from their consumers
  121. 121. Internal and External Impacts • Human/Social Capital – stakeholder engagement at the core • Local Support – Local support allows you to easily reach your market and adapt to the changing needs of your customers • Stable Customer Base and Brand Reputation – Socially responsible businesses gain trust and loyalty from their consumers • Niche Markets – Environmental/Social businesses often tap into niche markets where unique opportunities to profit exist
  122. 122. Internal and External Impacts • Human/Social Capital – stakeholder engagement at the core • Local Support – Local support allows you to easily reach your market and adapt to the changing needs of your customers • Stable Customer Base and Brand Reputation – Socially responsible businesses gain trust and loyalty from their consumers • Niche Markets – Environmental/Social businesses often tap into niche markets where unique opportunities to profit exist • Savings from Efficiency Measures – Costs saving from efficient design, production, and distribution
  123. 123. Case Studies
  124. 124. Case Studies Steve Marriotti
  125. 125. Case Studies Steve Marriotti
  126. 126. Case Studies Steve Marriotti
  127. 127. Case Studies
  128. 128. Jasmine Lawrence
  129. 129. Jasmine Lawrence
  130. 130. Case Studies
  131. 131. Case Studies Rahfeal Gordon
  132. 132. Case Studies
  133. 133. Case Studies Zoe Damacela
  134. 134. Case Studies
  135. 135. Case Studies
  136. 136. Case Studies
  137. 137. What Will You Do? Just Starting? What community engagement ideas do you have? Already started? How has this presentation changed your thinking about your community engagement activity?
  138. 138. Wilford Welch, Author Wilford.Welch@attglobal.net Kene Turner, President EpiLife Consulting Kene@EpiLifeConsulting.com David Hopkins, Contributing Editor David.g.hopkins@gmail.com

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