Creating social entrepreneurship in local government

The public sector is often considered synonym with inefficiency and a lack of motivation to be innovative. This paper seeks to contribute towards the literature surrounding social entrepreneurship in the public sector, through using institutional theory to underpin an e-Innovations model that promotes social entrepreneurship, while recognising how the adoption of innovation within the public sector is fostered. The proposed model seeks to serve as a process that threatens the conservative and risk-averse culture endemic in the public sector

Financial Intermediaries for Community and Economic Development in Ohio: Market Assessment

This report describes the results of an in-depth market assessment study conducted for the Finance Fund by the Center for Economic Development and the Center for Housing Research and Policy at Cleveland State University’s Levin College of Urban Affairs. The Finance Fund, located in Columbus, Ohio, is a statewide nonprofit financial intermediary. It finds funding and provides resources to support organizations that assist low- and moderate-income families and communities.1 The Finance Fund works primarily within low-income rural and urban communities throughout the state of Ohio by connecting local community development organizations and small businesses with needed funding in the form of grants, loans, and nontraditional financial products. Most of the projects in which the Finance Fund acts as a financial intermediary are in the areas of affordable housing, child care and early learning facilities, small business entrepreneurship, community facilities, and commercial revitalization. The majority of the Finance Fund’s clients are community-based nonprofit organizations and for-profit businesses that serve the low-income community. In order to provide the funding needed to undertake these projects, the Finance Fund helps create public-private partnerships with financial institutions, investors, charitable foundations, community organizations, and federal, state, and local governments

Energizing entrepreneurs: Resourceful communities and economic pathways

INTRODUCTION This paper illustrates the relevance for the non-profit sector of moving beyond its traditional roles into entrepreneurial community economic development. Its approach aligns with conceptualizations of sustainability through the self-help galvanization and development of enterprise opportunities, education pathways, and labour market outcomes for the community, by the community. METHOD It develops the concept of social entrepreneurship as a hybrid form between private, non-profit, and public sectors, in line with examples of non-profit organizations with entrepreneurial offshoots, generating revenue for the organization’s social objectives. ANALYSIS The article operationalizes these ideas through the design, creation, roll-out, and achievement of a community enterprise incubation program for urban Polynesians in Aotearoa/New Zealand. It examines the challenges, how they were resolved, and analyzes how both challenges and reforms contribution to the body of knowledge. RESULTS Through the project’s demonstrable initial successes, the authors argue that it offers clear signposts to government, the public sector, and the private sector in how to move beyond simple capacity building to sustainable enterprises and by entrepreneurs in the community who have been created, energized, and given experience by participation in the process. They present the project as a prototype on how to resource community groups and organizations embarking on their community economic development journeys and how to liberate the self-motivating entrepreneurial energies of communities

Social Entrepreneurship Collaboratory: (SE Lab): A University Incubator for a Rising Generation of Leading Social Entrepreneurs

How can universities help create, develop and sustain a rising generation of social entrepreneurs and their ideas? What new forms of learning environments successfully integrate theory and practice? What conditions best support university students interested in studying, participating in, creating and developing social change organizations, thinking through their ideas, and connecting with their inspiration? What is the intellectual content and the rationale for a curriculum addressing this at a university

Impact in networks and ecosystems: building case studies that make a difference

open accessThis toolkit aims to support the building up of case studies that show the impact of project activities aiming to promote innovation and entrepreneurship. The case studies respond to the challenge of understanding what kinds of interventions work in the Southern African region, where, and why. The toolkit has a specific focus on entrepreneurial ecosystems and proposes a method of mapping out the actors and their relationships over time. The aim is to understand the changes that take place in the ecosystems. These changes are seen to be indicators of impact as increased connectivity and activity in ecosystems are key enablers of innovation. Innovations usually happen together with matching social and institutional adjustments, facilitating the translation of inventions into new or improved products and services. Similarly, the processes supporting entrepreneurship are guided by policies implemented in the common framework provided by innovation systems. Overall, policies related to systems of innovation are by nature networking policies applied throughout the socioeconomic framework of society to pool scarce resources and make various sectors work in coordination with each other. Most participating SAIS countries already have some kinds of identifiable systems of innovation in place both on national and regional levels, but the lack of appropriate institutions, policies, financial instruments, human resources, and support systems, together with underdeveloped markets, create inefficiencies and gaps in systemic cooperation and collaboration. In other words, we do not always know what works and what does not. On another level, engaging users and intermediaries at the local level and driving the development of local innovation ecosystems within which local culture, especially in urban settings, has evident impact on how collaboration and competition is both seen and done. In this complex environment, organisations supporting entrepreneurship and innovation often find it difficult to create or apply relevant knowledge and appropriate networking tools, approaches, and methods needed to put their processes to work for broader developmental goals. To further enable these organisations’ work, it is necessary to understand what works and why in a given environment. Enhanced local and regional cooperation promoted by SAIS Innovation Fund projects can generate new data on this little-explored area in Southern Africa. Data-driven knowledge on entrepreneurship and innovation support best practices as well as effective and efficient management of entrepreneurial ecosystems can support replication and inform policymaking, leading thus to a wider impact than just that of the immediate reported projects and initiatives

Review of the use of partners by KT Offices.

This research was undertaken in partnership with the Institute of Knowledge Transfer UK Universities undertaking Knowledge Transfer (KT) activities are said to be increasingly supported by both internal and external partners. The aim of this work was to identify the extent to which the KT Offices of UK universities are working in partnership with academics and administrators within their organizations and with external service providers A questionnaire was developed using an on-line survey tool (www.surveymonkey.com) to explore this issue. Responses received from the KT Offices at 29 UK universities identified that: • KT Offices were reported to provide a key role in a wide range of activity areas, with strong support from Senior Management. • Major levels of academic involvement were a feature of only a minority of activities. • There was little use of external organisations for undertaking supporting activities

Social Innovation in Service Delivery: New Partners and Approaches

[Excerpt] This report presents the findings of a research project exploring the involvement of new partners – in particular, the social partners, civil society and people in vulnerable situations – in social innovation. For the purposes of the research, ‘social innovation’ is defined as new ideas (products, services and models) that simultaneously resolve societal challenges, meet social needs and create new social relationships among the groups concerned. Social innovation can involve such aspects as new participation in decision-making, services affecting the social situation of specific target groups (provided commercially or not) and changes in social care systems. It is part of cultural development and societal change. The research was carried out at EU level – focusing especially on the role of the European Social Fund (ESF) in social innovation – and in six Member States: Austria, Bulgaria, Ireland, Italy, Portugal and Sweden. It examined the innovation and social partnership culture in each country, and analysed to what extent national-level policies have been triggered by EU policy. The research also includes three case studies carried out in Ireland, Slovenia and Sweden, presenting initiatives that the social partners, or those in vulnerable situations, have been involved in designing and implementing. The objective of this study is to inform, with an evidence-based approach, the policy debate on social innovation, and contribute to a better understanding of effective and sustainable processes. The study also aims to explore how social innovation can be most effectively supported in different phases: from initiation, through consistent delivery of good quality services, to identification of good practice

Exploring Dynamic Capabilities in Open Business Models: The Case of a Public-Private Sector Partnership

The case explores and offers insight into the boundary-spanning dynamic capabilities evidenced by the entrepreneurial CEO of a private-sector family-owned firm from the sensing, seizing and transforming/reconfiguring perspectives during the opportunity identification, evaluation and pursuit of the co-creation of a public-private sector partnership in collaboration with the CEO of a public-sector firm. This partnership, which is situated in a city-region in the North of England, is seen through the lens of an open business model whereby value is co-created and captured outside the boundary of a single firm, and which involves significant financial uncertainty being assigned from the public to the private sector