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Breaking barriers and shifting paradigms -- how do we help to end poverty and create prosperity within our communities through entrepreneurship
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The Urban Youth Fund document discusses:
1) The Urban Youth Fund provides small grants to youth groups to test new models of youth empowerment and inform UN-Habitat's research.
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1. If we are to reinvent Capitalism, we need to reinvent capital.
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c. Applying the ThriveAbility Approach and Index to accelerate the transformations and innovations that drive ThriveAble organizations and investments.
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Unilever launched Project Shakti in India to provide livelihood opportunities for rural women by empowering them to become micro-entrepreneurs selling Unilever products in their villages. Through a direct-selling model, women gain income by purchasing products from Unilever and selling them door-to-door. This strategic CSR initiative benefits both Unilever through increased sales in rural markets and the women entrepreneurs. The seminar discusses how Project Shakti started and works, its benefits for sustainability and rural development, and recommendations for expanding the program internationally.
Children, young people and families forum 18 April - Graham Whalley, CEO, You...
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This document discusses the operating environment facing an organization called Young Lancashire and their journey towards establishing a formal consortium to better serve local communities. [1] It notes the challenges of budget cuts, rising debt, and an emphasis on localism. [2] Young Lancashire created an informal consortium and underwent an independent evaluation before forming a working group and officially establishing a formal consortium using a "hub and spokes" model. [3] The goal of the new consortium is to win resources to sustain high-quality services for children, young people and families through collaborative working and a structured local market of voluntary organizations.Scaling Social Entrepreneurship MIT Sloan Lectures 2014
This PPT is the class notes from a four day class at MIT Sloan School of Management that I taught on how to scale a social entrepreneurship venture (SEV). The class defines social entrepreneurship and then explores two models for how to scale an SEV. The two cases and the final evaluation of One Laptop per Child, where I served as CFO for 3.5 years are not included here.
Connecting Community Assets with Market Demand for Lasting Livelihoods
A webinar from NARP
Original event date: 06/20/2013 01:00 PM - 02:00 PM Eastern time zone
Speakers:
Presenter is Melissa Levy, Senior Associate, Yellow Wood Associates, Inc. Yellow Wood is the managing grantee of the Ford Foundation's Wealth Creation in Rural Communities initiative; as part of that work, Melissa currently coaches grantees on wealth creation and measurement.
WealthWorks is an innovative approach to meeting the complex challenge of building wealth in areas of persistent poverty. WealthWorks is a bridge between community development and conventional economic development that creates and maintains inclusive non-exploitative demand-driven economic opportunities through investment in the assets of rural places to meet the needs of larger markets. The WealthWorks approach, developed in partnership with the Ford Foundation, intends to improve the livelihoods of poor people by creating wealth that is owned, controlled, and reinvested in their places, so that they become valued partners in resilient regions. This webinar will share the approach and its main concepts, and how it has been used on the ground.
The Creative Age Concept
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Marketing & The Business "Stuff" - What Social Enterprises Need to Know!
Presentation given to the "Fostering Community Enterprise Resilience in Roscommon" conference, March 2013. An overview on the role of business techniques in social and community organisation's sustainability.
Module one for review (draft 5)
This document summarizes a tool kit for credit union leaders on supporting women entrepreneurs. It discusses:
1) Research and a pilot project conducted from 2011-2013 on challenges women entrepreneurs face in growing their businesses.
2) Nine key lessons learned around how women are less likely than men to expand their businesses due to various barriers.
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Social entrepreneurship combines business skills with a social mission to create sustainable solutions to social problems. Social entrepreneurs measure success by their social impact rather than profits. They pursue opportunities to create social value through innovation and are not constrained by a lack of resources.
Unlike businesses, social entrepreneurs design their organizations and solutions to directly create measurable social benefits. However, using business skills and a market-based approach can help social organizations increase their impact, efficiency, and sustainability compared to relying solely on donations or government support.
While business skills and market discipline can help scale social solutions, social entrepreneurs must respect the social sector context and be sensitive to its limitations.
ScaleUp Partners Executive Brief - Inclusive Competitiveness
ScaleUp Partners is America's only economic development consultancy focused on inculcating Inclusive Competitiveness: improving the competitive performance of underrepresented populations in the innovation economy.
Our approach relies upon three priorities:
1. Changing the economic narrative across underrepresented populations in urban and rural regions
2. Inculcating Inclusive Competitiveness policies and strategies in regions across the U.S.
3. Connecting economically disconnected communities to local innovation ecosystems and economic opportunity
We believe:
STEAM education (science, technology, engineering, arts and math) is a critical educational prerequisite to access the dual pipelines of productivity:
A. High-wage, tech-based workforce
B. High-growth, tech-driven entrepreneurship
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Social impact
This document discusses principles for creating sustainable social impact through social projects and enterprises. It provides case studies of organizations that engage, enable, and empower communities to create long-term solutions and prevent future problems. The document emphasizes that social enterprises should connect communities to resources and markets while allowing them to make their own decisions. It also stresses the importance of embracing failure and using mistakes as learning opportunities to improve projects over time.
ANIS2012 workshop_challenges for replication
The document discusses challenges to scaling ICT-agriculture models. It identifies key challenges as engaging ecosystem players across the agricultural value chain, developing sustainable business models, addressing functional illiteracy, ensuring community participation, overcoming technological bottlenecks, and providing funding support. Specific barriers mentioned include lack of collaboration between stakeholders, non-transparency in value chains, need for skills training of village operators, importance of community ownership, issues of connectivity and power infrastructure, and need for advocacy and partnerships to facilitate financial and institutional support. The document argues that addressing these challenges can help replicate and scale successful ICT agriculture pilots to maximize social and economic impacts.
Juliette green forum presentation enterprise
This document discusses tackling low levels of enterprise and entrepreneurship in certain areas and groups within the Coast to Capital region. It identifies three key strands of work: supporting young people and enterprise education; targeting low enterprise areas and groups; and supporting high-growth entrepreneurs. The document outlines plans to define targeted areas, groups, and industries and increase business formation and success. Evidence shows large variations in startup rates across the region, and boosting underperforming areas could generate hundreds of additional startups annually. The strategy involves increasing the number of potential entrepreneurs and making it easier for them to start and grow businesses through community organizations without duplicating existing support.
social entrepreneurshil
This document provides an overview of social entrepreneurship. It begins by defining social entrepreneurship and distinguishing it from traditional entrepreneurship, noting that social entrepreneurs address social issues through earned income strategies while pursuing both social and financial returns. It then discusses the methods, perspectives, key tasks, critical success factors, and potential pitfalls of social entrepreneurship. Finally, it provides examples of prominent social entrepreneurs from India.
Creating Wealth in Regional Economies
During the 2016 NADO Annual Training Conference, Melissa Levy of Community Roots led the workshop "Creating Wealth in Regional Economies," training attendees on building multiple forms of wealth and strengthening planning processes.
ENTR4800 Class 9: Managing for Social Impact
This document summarizes a class on managing social enterprises for social impact. It discusses achieving both social and financial goals, identifying social goals through a theory of change, measuring social impact through both quantitative and qualitative metrics, and communicating social impact through conventional and unconventional marketing approaches. Managing social enterprises requires a balance of achieving social missions while also ensuring financial sustainability.
Chapter 2. Social Entrepreneurship.pptx
Social entrepreneurship uses business techniques to tackle social, cultural and environmental issues. It aims to create both social value and sustainability. Effective governance is important for social enterprises to balance financial and social responsibilities while coordinating stakeholders. Boards provide strategic support, expertise, networks and ensure the vision is maintained. They should be tailored to the organization and evolve over time. The right board members are recruited through networks and have relevant skills and passion for the social mission. Boards support management through guidance and oversight, while not managing operations. They approve important decisions and strategies to ensure alignment with the social mission.
City Vitals 3.0 (2014) Preview
City Vitals and City Dividends were first developed by economist Joe Cortright of Impresa, Inc. and CEO + President Lee Fisher's predecessor, Carol Coletta, now VP/Community and National Initiatives for the Knight Foundation. With the expert assistance of our Senior Research Advisors, Dr. Ziona Austrian and Merissa C. Piazza and their team at the Center for Economic Development at Cleveland State University's Maxine Goodman Levin College of Urban Affairs, CEOs for Cities has expanded on the groundbreaking work. Visit ceosforcities.org/cityvitals for more information.
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- 1. CONNECTED COMMUNITIES Overview – August 2, 2019 Karl R. LaPan
- 2. 1 HOW DO WE END POVERTY? HOW DO WE CREATE PROSPERITY? Breaking Barriers…Paradigm Shift
- 3. Access & Opportunity • Opportunities for capitalizing on innovative ideas and solutions are not equally accessible to underestimated communities • You should be able to start a business quickly, inexpensively, without confusion and barriers. (Kauffman Zero Barriers Pledge) The idea: Access & On-ramps 2 Access & Opportunity • Opportunities for capitalizing on innovative ideas and solutions are not equally accessible to underestimated communities • You should be able to start a business quickly, inexpensively, without confusion and barriers. (Kauffman Zero Barriers Pledge) The idea: Access & On-ramps 2
- 4. The idea…Challenges and Obstacles 3 Unique Obstacles • Hard to navigate the system • Lack the right network • Their initial identified market is often too small • Lack role models • Lack entrepreneurial skills • Language • Transportation • Capital Access
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- 9. Found 4 common insights across almost all groups: Mentoring with successful entrepreneurs Market-based learning Development of independence skills Accountability and goal setting Refine phase – What we did – Common Insights 10
- 10. • Non-profits working together • Jobs and regional economy • Economic Prosperity • People We make a difference in REAL peoples’ lives, helping them achieve their dreams toward economic and social prosperity. Realize phase implementation – Breakthrough Effect 18
- 11. • NIIC Commitment • Embedding & Automating Capabilities • Future Grants • Revenue Streams • Volunteer coaches 0-2 Years 2+ Years Program & Financial Sustainability 21
- 12. Breaking through barriers Ashley ZuriBrent Think Big Visionary Farmer Better World 22
- 13. • Big & lasting Impact • Multi-Non-Profit Benefit (deeper & Meaningful Collaboration) Why fund “Connected Communities”? • Never Been Done (Breakthrough) • Clear Path of Deployment • Targeted effort …Mutual Investment 23
- 14. Inclusive recoveries provides the opportunity for all residents — especially historically excluded populations — to benefit from and contribute to economic prosperity.” –Urban Institute