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Arts And Business Social Enterprise
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Arts And Business Social Enterprise

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Transcript

  • 1.
    • Introduction to Social Entrepreneurship
    • Introduction to Social Enterprise
    • Legal Structures
    • Planning
    • Sources of Support
  • 2. Approach
    • Advanced Reading
    • Facilitated Discussion
    • Training Delivery
    • Guest Speakers
  • 3. Advanced Reading
    • An Introduction to Social Entrepreneurship By Daniel Truran, Secretary General European Baha’i Business Forum J:social enterpriseEBBF-SocialEntrepreneurship-Intro.pdf
    • Irish Social Entrepreneurs
    • Recommended Reading and Useful Websites
  • 4. Agenda
    • What is Social Enterprise
    • Legal Structures
    • Sources of Support & Business Planning
    • Sustainability
  • 5. Guest Speakers
    • Sources of Support
    • Business Planning – What Funders are Looking For
  • 6.
    • The ability to combine social interests with business practices to effect social change”Alter 2006
    • Two dynamic forces:-
    • – The entrepreneurial force driving the social change
    • – Managing income streams often including earned income opportunities
    What is Social Entrepreneurship
  • 7. Entrepreneurship
    • “ enterprise – Undertaking, esp. bold or difficult one; readiness to engage in such undertakings; enterprising, showing courage or imaginativeness.”
    • The Oxford Handy Dictionary
    • “ entrepreneur – person in effective control of commercial undertaking.”
    • The Concise Oxford Dictionary
    • “ Mastering Enterprise : all you need to know about starting and developing a successful business”
  • 8. Entrepreneurship
    • “ entrepreneurship – an approach to management which involves the pursuit of opportunity without regard to resources currently controlled.”
    • Howard H Stevenson (1997)
    • “ entrepreneurship – the creation of new organisations.” Karl Vesper (1982)
    • “ entrepreneurship – the ability to identify, pursue and capture the value from business opportunities. Entrepreneurs exist to pursue opportunities. Without it, they have no raison d’etre”
    • D F Muzyka (1996)
  • 9.
    • Enterprise Culture is a complex set of economic, social and political attitudes
    • “ One can be enterprising both by making a million before one’s fortieth birthday and by shepherding passengers out of a burning aeroplane”
    • “ Enterprise is having ideas and imagination and using them”
    • The mission of the Starship Enterprise is “to boldly go where no man has gone before”
  • 10. THE FOCUS OF LEARNING
    • Educational Focus On: Entrepreneurial Focus On
    • The past The future
    • Critical analysis Creativity
    • Knowledge Insight
    • Passive understanding Active understanding
    • Absolute detachment Emotional involvement
    • Manipulation of symbols Manipulation of events
    • Written communication Personal communication
    • and neutrality and influence
    • Concept Problem or opportunity
    • (Allan Gibb)
  • 11. Distinctive Features of Social Enterprise
    • Social Objectives -meet needs, values, accountable
    • Social Ownership -governance structures, participatory
    • Enterprise Orientation –trading surplus, reduce dependency
  • 12. Typically 3 kinds of objectives:
    • Business –production of goods or services to meet a need
    • Employment –create jobs, enhances employability
    • Development –empowerment of individuals/ communities
  • 13. Outcomes /Benefits
    • • Economic/Financial benefits
    • – Income generation
    • – Financial sustainability
    • • Non-financial benefits
    • – Skills, employability
    • – Social inclusion
    • – Develop local community
    • – Confidence, commitment, collaboration
    • – Enhanced social capital
  • 14.
    • Mission drives social value creation
    • Financial need and market opportunities drive economic value creation
    • Money and mission are intertwined in social enterprise but not always equal partners
    Mission and Money Relationships
  • 15. Review and Discuss Types of social enterprise by mission orientation The Trading Continuum for Social Economy Organisations Models of Social Enterprise
  • 16. Caution!!
    • Social Enterprise is not the Holy Grail
    • • Mission is the cornerstone of the social enterprise
    • • Social Enterprise Models can help organisations to innovate, increase impact and effectiveness and improve performance
  • 17. Social Accounting
    • Proving the value and improving performance
    • –“ Social accounting is a process through which an organisation monitors and evaluates its work, reports honestly on its achievements –and failings –and improves its performance through more informed planning and better management”John Pearce 2003
  • 18. The Social Accounting Framework
    • • Stage 1: Introducing Social accounting and audit ..the why
    • • Stage 2: The Foundations –clarify social impact objectives and activities, values and stakeholders
    • • Stage 3: Nuts and Bolts –Social Book-keeping –identifying the indicators collecting info
    • • Stage 4: Preparing and using social accounts
    • • Stage 5: The Social Audit (the evaluation and review)
  • 19. Use Social Accounting to Improve:
    • Identify training needs
    • Improve services
    • Develop new products and services
    • Inform internal strategies
    • Improve customer and partner relationships
    • Identify funding needs
  • 20.