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Arts And Business Social Enterprise
Arts And Business Social Enterprise
Arts And Business Social Enterprise
Arts And Business Social Enterprise
Arts And Business Social Enterprise
Arts And Business Social Enterprise
Arts And Business Social Enterprise
Arts And Business Social Enterprise
Arts And Business Social Enterprise
Arts And Business Social Enterprise
Arts And Business Social Enterprise
Arts And Business Social Enterprise
Arts And Business Social Enterprise
Arts And Business Social Enterprise
Arts And Business Social Enterprise
Arts And Business Social Enterprise
Arts And Business Social Enterprise
Arts And Business Social Enterprise
Arts And Business Social Enterprise
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.  

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