Social Entrepreneurs


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Social Entrepreneurs

  1. 1. Social Entrepreneurs are the equivalent of true business entrepreneurs but they operate in the social, not-for-profit sector building 'something from nothing' and seeking new and innovative solutions to social problems. WHO IS A SOCIAL ENTREPRENEUR ?
  2. 2. THEY….. <ul><li>Their aim is to build 'social capital' and 'social profit' to improve the quality of life in some of the most 'difficult' and 'excluded' communities. </li></ul>
  3. 3. THEY….. <ul><li>They identify unmet social need and generate solutions based upon a close reading of the views of those most directly affected. </li></ul><ul><li>They normally work in creative partnership with central and local government, business, the churches, charities and other local and national institutions and they are skilled at constructing such partnerships. </li></ul>
  4. 4. THEY….. <ul><li>They are skilled at redirecting, using and regenerating underused, abandoned, redundant or derelict human and physical resources (skills, expertise, contacts, buildings, equipment, open spaces). </li></ul><ul><li>Their work reaches the parts of society other policy initiatives do not touch. </li></ul>
  5. 5. THEY….. <ul><li>They recognise, encourage and employ skills from different faiths, cultures, traditions and backgrounds bringing them together in new and creative ways to address practical problems. </li></ul>
  6. 6. TYPES OF SOCIAL ENTERPRISES <ul><li>Social purpose businesses – non-profit, for-profit, a public/private or some combination of the three. These businesses can be new or derived from an existing program: - &quot;Affirmative&quot; businesses designed specifically to provide permanent jobs for people who are disadvantaged. </li></ul>
  7. 7. SOCIALLY RESPONSIBLE BUSINESS <ul><li>Social purpose businesses use market forces to create a business where the principal purpose is social good. A socially responsible business on the other hand, tries to make money and then do good, either by contributing to the community, reducing waste and acting in an environmentally sustainable manner. But success is still measured by its profits.   </li></ul>
  8. 8. SERVICE THE MOTTO <ul><li>  Some nonprofits are seriously trying to become self-sufficient. This means self-sufficient from earned income not from some form of philanthropy </li></ul>
  9. 9. The Nonprofit Environment Has Changed <ul><li>Community needs are growing in size and diversity. </li></ul><ul><li>More nonprofits are competing for government and philanthropic funds. </li></ul><ul><li>Traditional forms of funding are becoming smaller and less reliable. </li></ul><ul><li>New for-profit businesses are competing with nonprofits to serve community needs. </li></ul><ul><li>Funders and donors are demanding more accountability. </li></ul>
  10. 10. NON PROFITS <ul><li>&quot; Nonprofits Business Development&quot; is our term for a group of activities that fall within the broader field of social enterprise . It involves combining the best practices of the nonprofit and for-profit sectors to simultaneously enhance a nonprofit's impact and financial sustainability through mission-related earned income activities. </li></ul>
  11. 11. Nonprofit Business Development can take three primary forms <ul><li>Enhancing the impact and financial sustainability of a nonprofit's &quot;in-house&quot; programs, </li></ul><ul><li>Creating freestanding mission-centred enterprises, and </li></ul><ul><li>Forming mutually-beneficial relationships with corporations. </li></ul>
  12. 12. Benefits of Adopting a Nonprofit Business Approach <ul><li>Nonprofit Business Development can have a variety of positive impacts on a nonprofit organization, including: </li></ul><ul><li>More accurate understanding of community needs </li></ul><ul><li>Higher quality of service by focusing on what you do best </li></ul><ul><li>More effective and efficient operations in your organization </li></ul><ul><li>Increased financial resources, especially through increased mission-related earned income </li></ul><ul><li>Better use of financial resources </li></ul>
  13. 13. <ul><ul><li>More freedom and choices of resources to meet community needs </li></ul></ul><ul><ul><li>Improved coordination between board and staff </li></ul></ul><ul><ul><li>Better relationships with clients and other external stakeholders </li></ul></ul><ul><ul><li>Enhanced credibility with clients and funders </li></ul></ul><ul><li>Continuous learning and improvement </li></ul>